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This literature review is a supplement to an earlier , extensive review by the author. It shows the increase in laboratory training methods and programs. The studies reviewed are classified as follows: methodology of evaluation, theory development, kinds of learning, factors influencing learning, participant characteristics, and laboratory training in organization development. The review indicates the value of laboratory training for facilitating personal growth and effecting successful organizational development. A need for more research in the area is also evident. (NS)

This paper proposes a holistic equilibrium theory of organizational development (OD). The theory states that there are three driving forces in organizational change and development--rationality, reality, and liberty. OD can be viewed as a planned process of change in an organization so as to establish equilibrium among these three interacting forces. Existing OD theories, concepts and their implications for OD are explained from the perspective of this theory. (Contains 1 table and 1 figure.)

This paper proposes a holistic equilibrium theory of organizational development (OD). The theory states that there are three driving forces in organizational change and development--rationality, reality, and liberty. OD can be viewed as a planned process of change in an organization so as to establish equilibrium among these three interacting forces. Existing OD theories, concepts and their implications for OD are explained from the perspective of this theory. (Contains 1 table and 1 figure.)

United Theological Seminary D.Min. Theses 2009

United Theological Seminary D.Min. Theses 2009

This monograph sets forth a portion of the research and theory base underlying the organization development program, 1 of the 3 major components of the National Laboratory for Higher Education''s Administrative and Organizational Systems program. It depicts some of the linkages among organization development, institutional research, information systems, and systems theory. The overall strategy is to effect planned organizational changes that will improve the ability of the university to function in a changing world. The program focuses on the use of an open systems theory model for institutional planning and administration and on the application of management science technology. These elements are reinforced by traditional and policy oriented institutional research and computer-based information systems. The program is designed to enable university officials to create a more vital institution and a working environment that incorporates planned change as a normal or routine function of the university. (JS)

This monograph sets forth a portion of the research and theory base underlying the organization development program, 1 of the 3 major components of the National Laboratory for Higher Education''s Administrative and Organizational Systems program. It depicts some of the linkages among organization development, institutional research, information systems, and systems theory. The overall strategy is to effect planned organizational changes that will improve the ability of the university to function in a changing world. The program focuses on the use of an open systems theory model for institutional planning and administration and on the application of management science technology. These elements are reinforced by traditional and policy oriented institutional research and computer-based information systems. The program is designed to enable university officials to create a more vital institution and a working environment that incorporates planned change as a normal or routine function of the university. (JS)

xiv, 371 pages

This bibliography is a collection of references on organization development from education, psychology, and business developed for interested professional practitioners in counseling, school psychology, personnel services, and educational administration. Readings are intended to provide both theoretical and applied information. While some readings focus on organization development specifically in school settings, others contain theory and data of immediate usefulness. (Citations are not annotated.) (Author)

United Theological Seminary D.Min. Theses 2008

United Theological Seminary D.Min. Theses 2008

United Theological Seminary D.Min. Theses 2008

The Organization for Economic Cooperation and Development (OECD) is an intergovernmental economic organization in which the 30 member countries1 discuss, develop and analyze economic and social policy. While all of the member countries are considered to be economically advanced and collectively produce two-thirds of the world s goods and services, membership is limited only by a country s commitment to a market economy and a pluralistic democracy. The member countries rely on the OECD Secretariat in Paris to collect data, monitor trends, analyze and forecast economic developments, research social changes and patterns in trade, environment, agriculture, technology, taxation and other areas to inform their discussions and to assist them in pursuing their efforts to develop common policies and practices. The U.S. has sparred periodically with other OECD member countries over various issues, including U.S. antidumping laws. The OECD Members recently selected Angel Gurria of Mexico to serve as the next Secretary General, who began his term in May 2006. Key issues for Congress include OECD work on coordinating national approaches to curtailing bribery and the illicit use of tax havens. The Bush Administration proposed appropriating $92 million to the OECD in FY2007, an 8% increase from the $85 million appropriated in the FY2006 budget. This report will be updated as events warrant.

The Organization for Economic Cooperation and Development (OECD) is an intergovernmental economic organization in which the 30 member countries1 discuss, develop and analyze economic and social policy. While all of the member countries are considered to be economically advanced and collectively produce two-thirds of the world s goods and services, membership is limited only by a country s commitment to a market economy and a pluralistic democracy. The member countries rely on the OECD Secretariat in Paris to collect data, monitor trends, analyze and forecast economic developments, research social changes and patterns in trade, environment, agriculture, technology, taxation and other areas to inform their discussions and to assist them in pursuing their efforts to develop common policies and practices. The U.S. has sparred periodically with other OECD member countries over various issues, including U.S. antidumping laws. The OECD Members recently selected Angel Gurria of Mexico to serve as the next Secretary General, who began his term in May 2006. Key issues for Congress include OECD work on coordinating national approaches to curtailing bribery and the illicit use of tax havens. The Bush Administration proposed appropriating $92 million to the OECD in FY2007, an 8% increase from the $85 million appropriated in the FY2006 budget. This report will be updated as events warrant.

The Organization for Economic Cooperation and Development (OECD) is an intergovernmental economic organization in which the 30 member countries1 discuss, develop and analyze economic and social policy. While all of the member countries are considered to be economically advanced and collectively produce two-thirds of the world s goods and services, membership is limited only by a country s commitment to a market economy and a pluralistic democracy. The member countries rely on the OECD Secretariat in Paris to collect data, monitor trends, analyze and forecast economic developments, research social changes and patterns in trade, environment, agriculture, technology, taxation and other areas to inform their discussions and to assist them in pursuing their efforts to develop common policies and practices. The U.S. has sparred periodically with other OECD member countries over various issues, including U.S. antidumping laws. The OECD Members recently selected Angel Gurria of Mexico to serve as the next Secretary General, who began his term in May 2006. Key issues for Congress include OECD work on coordinating national approaches to curtailing bribery and the illicit use of tax havens. The Bush Administration proposed appropriating $92 million to the OECD in FY2007, an 8% increase from the $85 million appropriated in the FY2006 budget. This report will be updated as events warrant.

The Organization for Economic Cooperation and Development (OECD) is an intergovernmental economic organization in which the 30 member countries1 discuss, develop and analyze economic and social policy. While all of the member countries are considered to be economically advanced and collectively produce two-thirds of the world s goods and services, membership is limited only by a country s commitment to a market economy and a pluralistic democracy. The member countries rely on the OECD Secretariat in Paris to collect data, monitor trends, analyze and forecast economic developments, research social changes and patterns in trade, environment, agriculture, technology, taxation and other areas to inform their discussions and to assist them in pursuing their efforts to develop common policies and practices. The U.S. has sparred periodically with other OECD member countries over various issues, including U.S. antidumping laws. The OECD Members recently selected Angel Gurria of Mexico to serve as the next Secretary General, who began his term in May 2006. Key issues for Congress include OECD work on coordinating national approaches to curtailing bribery and the illicit use of tax havens. The Bush Administration proposed appropriating $92 million to the OECD in FY2007, an 8% increase from the $85 million appropriated in the FY2006 budget. This report will be updated as events warrant.

The Organization for Economic Cooperation and Development (OECD) is an intergovernmental economic organization in which the 30 member countries1 discuss, develop and analyze economic and social policy. While all of the member countries are considered to be economically advanced and collectively produce two-thirds of the world s goods and services, membership is limited only by a country s commitment to a market economy and a pluralistic democracy. The member countries rely on the OECD Secretariat in Paris to collect data, monitor trends, analyze and forecast economic developments, research social changes and patterns in trade, environment, agriculture, technology, taxation and other areas to inform their discussions and to assist them in pursuing their efforts to develop common policies and practices. The U.S. has sparred periodically with other OECD member countries over various issues, including U.S. antidumping laws. The OECD Members recently selected Angel Gurria of Mexico to serve as the next Secretary General, who began his term in May 2006. Key issues for Congress include OECD work on coordinating national approaches to curtailing bribery and the illicit use of tax havens. The Bush Administration proposed appropriating $92 million to the OECD in FY2007, an 8% increase from the $85 million appropriated in the FY2006 budget. This report will be updated as events warrant.

The Organization for Economic Cooperation and Development (OECD) is an intergovernmental economic organization in which the 30 member countries1 discuss, develop and analyze economic and social policy. While all of the member countries are considered to be economically advanced and collectively produce two-thirds of the world s goods and services, membership is limited only by a country s commitment to a market economy and a pluralistic democracy. The member countries rely on the OECD Secretariat in Paris to collect data, monitor trends, analyze and forecast economic developments, research social changes and patterns in trade, environment, agriculture, technology, taxation and other areas to inform their discussions and to assist them in pursuing their efforts to develop common policies and practices. The U.S. has sparred periodically with other OECD member countries over various issues, including U.S. antidumping laws. The OECD Members recently selected Angel Gurria of Mexico to serve as the next Secretary General, who began his term in May 2006. Key issues for Congress include OECD work on coordinating national approaches to curtailing bribery and the illicit use of tax havens. The Bush Administration proposed appropriating $92 million to the OECD in FY2007, an 8% increase from the $85 million appropriated in the FY2006 budget. This report will be updated as events warrant.

Recent years have witnessed much experimentation and improvisation within the research and development administrative framework, inspired by the Soviet governments recognition of the inefficiency and wastefulness inherent in the organization pattern established in the 1930s. More specifically, the government has sought to achieve more effective supervision, coordination, and control of research and development activities, and to derive faster and greater returns from its investment. The reforms of 1963, the most recent in an almost continuous series of reorganizations effected over the past half-dozen years, have made all research and development establishments, wherever located, responsible directly to the appropriate central organs, rather than the local economic councils set up in 1957, thus spelling the end of a short-lived experiment at decentralization. This volume surveys the background and development of the recent changes in the organizational structure of the Soviet research and development establishment and analyzes Soviet published data on the scale and the rate of growth of the research and development effort, the number of institutions, the size and composition of the scientific labor force involved, and the research and development budget. This study was prepared for the Office of Economic and Manpower Studies, National Science Foundation.

Recent years have witnessed much experimentation and improvisation within the research and development administrative framework, inspired by the Soviet governments recognition of the inefficiency and wastefulness inherent in the organization pattern established in the 1930s. More specifically, the government has sought to achieve more effective supervision, coordination, and control of research and development activities, and to derive faster and greater returns from its investment. The reforms of 1963, the most recent in an almost continuous series of reorganizations effected over the past half-dozen years, have made all research and development establishments, wherever located, responsible directly to the appropriate central organs, rather than the local economic councils set up in 1957, thus spelling the end of a short-lived experiment at decentralization. This volume surveys the background and development of the recent changes in the organizational structure of the Soviet research and development establishment and analyzes Soviet published data on the scale and the rate of growth of the research and development effort, the number of institutions, the size and composition of the scientific labor force involved, and the research and development budget. This study was prepared for the Office of Economic and Manpower Studies, National Science Foundation.

Recent years have witnessed much experimentation and improvisation within the research and development administrative framework, inspired by the Soviet governments recognition of the inefficiency and wastefulness inherent in the organization pattern established in the 1930s. More specifically, the government has sought to achieve more effective supervision, coordination, and control of research and development activities, and to derive faster and greater returns from its investment. The reforms of 1963, the most recent in an almost continuous series of reorganizations effected over the past half-dozen years, have made all research and development establishments, wherever located, responsible directly to the appropriate central organs, rather than the local economic councils set up in 1957, thus spelling the end of a short-lived experiment at decentralization. This volume surveys the background and development of the recent changes in the organizational structure of the Soviet research and development establishment and analyzes Soviet published data on the scale and the rate of growth of the research and development effort, the number of institutions, the size and composition of the scientific labor force involved, and the research and development budget. This study was prepared for the Office of Economic and Manpower Studies, National Science Foundation.

The development of a systematic approach, the implementation of the concept of strategic management contributes to the creation of competitive advantages: organizations make a profit only where they achieve them. The article provides a detailed analysis of the achievement of the highest level of the organization's marketing strategy.

The development of a systematic approach, the implementation of the concept of strategic management contributes to the creation of competitive advantages: organizations make a profit only where they achieve them. The article provides a detailed analysis of the achievement of the highest level of the organization's marketing strategy.

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Book Source: Digital Library of India Item 2015.179581 dc.contributor.author: Felix Morley dc.date.accessioned: 2015-07-07T06:22:56Z dc.date.available: 2015-07-07T06:22:56Z dc.date.digitalpublicationdate: 2004-06-29 dc.date.citation: 1932 dc.identifier: RMSC, IIIT-H dc.identifier.barcode: 2999990015487 dc.identifier.origpath: /data/upload/0015/492 dc.identifier.copyno: 1 dc.identifier.uri: http://www.new.dli.ernet.in/handle/2015/179581 dc.description.numberedpages: 678 dc.description.numberedpages: 34 dc.description.scanningcentre: RMSC, IIIT-H dc.description.main: 1 dc.description.tagged: 0 dc.description.totalpages: 712 dc.format.mimetype: application/pdf dc.language.iso: English dc.publisher.digitalrepublisher: Universal Digital Library dc.publisher: The Brookings Institution dc.rights: Copyright Protected dc.title: The Society Of Nations Its Organization And Constitutional Development dc.rights.holder: The Brookings Institution

Book Source: Digital Library of India Item 2015.179581 dc.contributor.author: Felix Morley dc.date.accessioned: 2015-07-07T06:22:56Z dc.date.available: 2015-07-07T06:22:56Z dc.date.digitalpublicationdate: 2004-06-29 dc.date.citation: 1932 dc.identifier: RMSC, IIIT-H dc.identifier.barcode: 2999990015487 dc.identifier.origpath: /data/upload/0015/492 dc.identifier.copyno: 1 dc.identifier.uri: http://www.new.dli.ernet.in/handle/2015/179581 dc.description.numberedpages: 678 dc.description.numberedpages: 34 dc.description.scanningcentre: RMSC, IIIT-H dc.description.main: 1 dc.description.tagged: 0 dc.description.totalpages: 712 dc.format.mimetype: application/pdf dc.language.iso: English dc.publisher.digitalrepublisher: Universal Digital Library dc.publisher: The Brookings Institution dc.rights: Copyright Protected dc.title: The Society Of Nations Its Organization And Constitutional Development dc.rights.holder: The Brookings Institution

Includes bibliographical references and indexes

Two issues generated this study: (1) the changing nature of the Navy's HRM Support System both in regard to ideology and structure, and (2) concern from various sectors over what is perceived to be the likely Equal Opportunity Structure in light of system changes. Through the use of interviews, archival data, and subjective evaluation, the impact of the socialization phenomenon is analyzed using the three stage model of socialization. The process of Organizational Socialization is examined strategically. Attention is also directed to these specific organizational boundaries crossed by persons when acquiring a new work role. An underlying theme of the study is simply that what people learn about their work roles in organizations is often a direct result of how they learn it. Given that the present Navy Equal Opportunity Policy calls for Command specific and Command managed E.O. programs this study concludes with considerations that could be criteria for selection of specific organization Development interventions which will enhance Equal Opportunity objectives at a command level. These criteria are focused around the organization's concerns for operational readiness and the individual's need for self-esteem and a positive self-image.

viii, 119 p. ; 22 cm. --

The author cites conditions for error within schools as one major reason for limited effectiveness of instructional supervision. The ongoing diagnostic process of identifying conditions that reduce the effectiveness of supervision is termed organizational learning. The importance of involving the entire school system is emphasized, and the initial participation of senior level administrators is stressed. It is explained that data collected at each level of the system could be used to construct an organizational map identifying conditions for error and the effects on the school's social system. Feedback and potential solutions are then considered. Conditions for implementing organizational learning are summarized. The author offers an example of such organizational learning undertaken at a residential school for handicapped students. Results of the efforts at the school are said to have increased the effectiveness of supervision by requiring administrators to focus on their own behavior first. (CL)

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Includes bibliographical references

Numerous social and political changes of the past two decades have affected the quality and quantity of personnel assets available to the Marine Corps. The Marine Corps has been subject to an increasing number of society-born problems and internally-generated conflicts. New and increased demands have been placed upon Marine Corps leadership to: 1) assimilate today's young marine into the corps' values and culture; 2) remedy negative incidents that erode existing assets and threaten vitally-needed political support; and 3) maintain combat effectiveness. The Marine Corps has instituted a variety of human resource management programs to correct the dysfunctions of personnel unrest. The primary thrust of these programs is the leadership training program. Although it has met with initial success, disciplinary problems and personnel conflicts continue to plague the Corps. In order to improve the program's effectiveness, this thesis investigates the potential desirability an feasibility of incorporating organizational development (OD) methods into the program. The thesis examines the tenents of OD and internal Marine Corps factors which could support or hinder the introduction of OD concepts. The thesis concludes that OD methods would be feasible if they were designed for the unique needs of the Corps and initially concentrated on improving channels of communication and resolving local unit conflicts. The thesis continues with a discussion of recommendations for future action.

Numerous social and political changes of the past two decades have affected the quality and quantity of personnel assets available to the Marine Corps. The Marine Corps has been subject to an increasing number of society-born problems and internally-generated conflicts. New and increased demands have been placed upon Marine Corps leadership to: 1) assimilate today's young marine into the corps' values and culture; 2) remedy negative incidents that erode existing assets and threaten vitally-needed political support; and 3) maintain combat effectiveness. The Marine Corps has instituted a variety of human resource management programs to correct the dysfunctions of personnel unrest. The primary thrust of these programs is the leadership training program. Although it has met with initial success, disciplinary problems and personnel conflicts continue to plague the Corps. In order to improve the program's effectiveness, this thesis investigates the potential desirability an feasibility of incorporating organizational development (OD) methods into the program. The thesis examines the tenents of OD and internal Marine Corps factors which could support or hinder the introduction of OD concepts. The thesis concludes that OD methods would be feasible if they were designed for the unique needs of the Corps and initially concentrated on improving channels of communication and resolving local unit conflicts. The thesis continues with a discussion of recommendations for future action.

Numerous social and political changes of the past two decades have affected the quality and quantity of personnel assets available to the Marine Corps. The Marine Corps has been subject to an increasing number of society-born problems and internally-generated conflicts. New and increased demands have been placed upon Marine Corps leadership to: 1) assimilate today's young marine into the corps' values and culture; 2) remedy negative incidents that erode existing assets and threaten vitally-needed political support; and 3) maintain combat effectiveness. The Marine Corps has instituted a variety of human resource management programs to correct the dysfunctions of personnel unrest. The primary thrust of these programs is the leadership training program. Although it has met with initial success, disciplinary problems and personnel conflicts continue to plague the Corps. In order to improve the program's effectiveness, this thesis investigates the potential desirability an feasibility of incorporating organizational development (OD) methods into the program. The thesis examines the tenents of OD and internal Marine Corps factors which could support or hinder the introduction of OD concepts. The thesis concludes that OD methods would be feasible if they were designed for the unique needs of the Corps and initially concentrated on improving channels of communication and resolving local unit conflicts. The thesis continues with a discussion of recommendations for future action.

Numerous social and political changes of the past two decades have affected the quality and quantity of personnel assets available to the Marine Corps. The Marine Corps has been subject to an increasing number of society-born problems and internally-generated conflicts. New and increased demands have been placed upon Marine Corps leadership to: 1) assimilate today's young marine into the corps' values and culture; 2) remedy negative incidents that erode existing assets and threaten vitally-needed political support; and 3) maintain combat effectiveness. The Marine Corps has instituted a variety of human resource management programs to correct the dysfunctions of personnel unrest. The primary thrust of these programs is the leadership training program. Although it has met with initial success, disciplinary problems and personnel conflicts continue to plague the Corps. In order to improve the program's effectiveness, this thesis investigates the potential desirability an feasibility of incorporating organizational development (OD) methods into the program. The thesis examines the tenents of OD and internal Marine Corps factors which could support or hinder the introduction of OD concepts. The thesis concludes that OD methods would be feasible if they were designed for the unique needs of the Corps and initially concentrated on improving channels of communication and resolving local unit conflicts. The thesis continues with a discussion of recommendations for future action.

Numerous social and political changes of the past two decades have affected the quality and quantity of personnel assets available to the Marine Corps. The Marine Corps has been subject to an increasing number of society-born problems and internally-generated conflicts. New and increased demands have been placed upon Marine Corps leadership to: 1) assimilate today's young marine into the corps' values and culture; 2) remedy negative incidents that erode existing assets and threaten vitally-needed political support; and 3) maintain combat effectiveness. The Marine Corps has instituted a variety of human resource management programs to correct the dysfunctions of personnel unrest. The primary thrust of these programs is the leadership training program. Although it has met with initial success, disciplinary problems and personnel conflicts continue to plague the Corps. In order to improve the program's effectiveness, this thesis investigates the potential desirability an feasibility of incorporating organizational development (OD) methods into the program. The thesis examines the tenents of OD and internal Marine Corps factors which could support or hinder the introduction of OD concepts. The thesis concludes that OD methods would be feasible if they were designed for the unique needs of the Corps and initially concentrated on improving channels of communication and resolving local unit conflicts. The thesis continues with a discussion of recommendations for future action.

Numerous social and political changes of the past two decades have affected the quality and quantity of personnel assets available to the Marine Corps. The Marine Corps has been subject to an increasing number of society-born problems and internally-generated conflicts. New and increased demands have been placed upon Marine Corps leadership to: 1) assimilate today's young marine into the corps' values and culture; 2) remedy negative incidents that erode existing assets and threaten vitally-needed political support; and 3) maintain combat effectiveness. The Marine Corps has instituted a variety of human resource management programs to correct the dysfunctions of personnel unrest. The primary thrust of these programs is the leadership training program. Although it has met with initial success, disciplinary problems and personnel conflicts continue to plague the Corps. In order to improve the program's effectiveness, this thesis investigates the potential desirability an feasibility of incorporating organizational development (OD) methods into the program. The thesis examines the tenents of OD and internal Marine Corps factors which could support or hinder the introduction of OD concepts. The thesis concludes that OD methods would be feasible if they were designed for the unique needs of the Corps and initially concentrated on improving channels of communication and resolving local unit conflicts. The thesis continues with a discussion of recommendations for future action.

Numerous social and political changes of the past two decades have affected the quality and quantity of personnel assets available to the Marine Corps. The Marine Corps has been subject to an increasing number of society-born problems and internally-generated conflicts. New and increased demands have been placed upon Marine Corps leadership to: 1) assimilate today's young marine into the corps' values and culture; 2) remedy negative incidents that erode existing assets and threaten vitally-needed political support; and 3) maintain combat effectiveness. The Marine Corps has instituted a variety of human resource management programs to correct the dysfunctions of personnel unrest. The primary thrust of these programs is the leadership training program. Although it has met with initial success, disciplinary problems and personnel conflicts continue to plague the Corps. In order to improve the program's effectiveness, this thesis investigates the potential desirability an feasibility of incorporating organizational development (OD) methods into the program. The thesis examines the tenents of OD and internal Marine Corps factors which could support or hinder the introduction of OD concepts. The thesis concludes that OD methods would be feasible if they were designed for the unique needs of the Corps and initially concentrated on improving channels of communication and resolving local unit conflicts. The thesis continues with a discussion of recommendations for future action.

Numerous social and political changes of the past two decades have affected the quality and quantity of personnel assets available to the Marine Corps. The Marine Corps has been subject to an increasing number of society-born problems and internally-generated conflicts. New and increased demands have been placed upon Marine Corps leadership to: 1) assimilate today's young marine into the corps' values and culture; 2) remedy negative incidents that erode existing assets and threaten vitally-needed political support; and 3) maintain combat effectiveness. The Marine Corps has instituted a variety of human resource management programs to correct the dysfunctions of personnel unrest. The primary thrust of these programs is the leadership training program. Although it has met with initial success, disciplinary problems and personnel conflicts continue to plague the Corps. In order to improve the program's effectiveness, this thesis investigates the potential desirability an feasibility of incorporating organizational development (OD) methods into the program. The thesis examines the tenents of OD and internal Marine Corps factors which could support or hinder the introduction of OD concepts. The thesis concludes that OD methods would be feasible if they were designed for the unique needs of the Corps and initially concentrated on improving channels of communication and resolving local unit conflicts. The thesis continues with a discussion of recommendations for future action.

Numerous social and political changes of the past two decades have affected the quality and quantity of personnel assets available to the Marine Corps. The Marine Corps has been subject to an increasing number of society-born problems and internally-generated conflicts. New and increased demands have been placed upon Marine Corps leadership to: 1) assimilate today's young marine into the corps' values and culture; 2) remedy negative incidents that erode existing assets and threaten vitally-needed political support; and 3) maintain combat effectiveness. The Marine Corps has instituted a variety of human resource management programs to correct the dysfunctions of personnel unrest. The primary thrust of these programs is the leadership training program. Although it has met with initial success, disciplinary problems and personnel conflicts continue to plague the Corps. In order to improve the program's effectiveness, this thesis investigates the potential desirability an feasibility of incorporating organizational development (OD) methods into the program. The thesis examines the tenents of OD and internal Marine Corps factors which could support or hinder the introduction of OD concepts. The thesis concludes that OD methods would be feasible if they were designed for the unique needs of the Corps and initially concentrated on improving channels of communication and resolving local unit conflicts. The thesis continues with a discussion of recommendations for future action.

Numerous social and political changes of the past two decades have affected the quality and quantity of personnel assets available to the Marine Corps. The Marine Corps has been subject to an increasing number of society-born problems and internally-generated conflicts. New and increased demands have been placed upon Marine Corps leadership to: 1) assimilate today's young marine into the corps' values and culture; 2) remedy negative incidents that erode existing assets and threaten vitally-needed political support; and 3) maintain combat effectiveness. The Marine Corps has instituted a variety of human resource management programs to correct the dysfunctions of personnel unrest. The primary thrust of these programs is the leadership training program. Although it has met with initial success, disciplinary problems and personnel conflicts continue to plague the Corps. In order to improve the program's effectiveness, this thesis investigates the potential desirability an feasibility of incorporating organizational development (OD) methods into the program. The thesis examines the tenents of OD and internal Marine Corps factors which could support or hinder the introduction of OD concepts. The thesis concludes that OD methods would be feasible if they were designed for the unique needs of the Corps and initially concentrated on improving channels of communication and resolving local unit conflicts. The thesis continues with a discussion of recommendations for future action.

Findings of a study that explored the role of staff developers in integrating staff development with organizational development are presented in this paper. Staff development (SD) is defined as professional development for individuals to improve student instruction; organizational development (OD) is defined as professional development for groups to improve school culture. The study was conducted by the University of Oregon's Center for Organizational Development in Schools during the 1990-91 year. A survey mailed to 522 members of the National Staff Development Council (NSDC) elicited 115 usable responses, a 22 percent response rate. Telephone interviews were also conducted with 36 NSDC members. Findings suggest that staff developers: (1) have ambiguous roles and job descriptions; (2) have less knowledge and practice in executing a classical OD macrodesign than they have in regard to specific OD skills; (3) perceive themselves as effective group process facilitators; (4) encourage participatory management styles; and (5) are beginning to involve support staff. A positive relationship exists between knowledge, involvement, and effective integration of staff development with organizational development. Seven charts are included. (LMI)

The current method of acquiring custom, innovative software through traditional contracting methods is an outdated practice. These traditional methods are time-consuming, and could be improved with the Air Force’s Kessel Run, an internal software development organization. With the Air Force’s Kessel Run, the time from software inception to operation can go from years to days. Unfortunately, neither most of the Air Force nor the rest of the Department of Defense (DoD) has yet to catch up to the forward thinking of those involved in the creation of Kessel Run. Most of the Air Force and the DoD are still outsourcing for most of their innovative acquisitions, whether it be research and design or product (software) development. This case study offers insight to the new organization and identifies the potential to apply the concepts learned during its creation to benefit other DoD organizations when considering insourcing as opposed to the traditional outsourcing acquisition approach.

The current method of acquiring custom, innovative software through traditional contracting methods is an outdated practice. These traditional methods are time-consuming, and could be improved with the Air Force’s Kessel Run, an internal software development organization. With the Air Force’s Kessel Run, the time from software inception to operation can go from years to days. Unfortunately, neither most of the Air Force nor the rest of the Department of Defense (DoD) has yet to catch up to the forward thinking of those involved in the creation of Kessel Run. Most of the Air Force and the DoD are still outsourcing for most of their innovative acquisitions, whether it be research and design or product (software) development. This case study offers insight to the new organization and identifies the potential to apply the concepts learned during its creation to benefit other DoD organizations when considering insourcing as opposed to the traditional outsourcing acquisition approach.

The current method of acquiring custom, innovative software through traditional contracting methods is an outdated practice. These traditional methods are time-consuming, and could be improved with the Air Force’s Kessel Run, an internal software development organization. With the Air Force’s Kessel Run, the time from software inception to operation can go from years to days. Unfortunately, neither most of the Air Force nor the rest of the Department of Defense (DoD) has yet to catch up to the forward thinking of those involved in the creation of Kessel Run. Most of the Air Force and the DoD are still outsourcing for most of their innovative acquisitions, whether it be research and design or product (software) development. This case study offers insight to the new organization and identifies the potential to apply the concepts learned during its creation to benefit other DoD organizations when considering insourcing as opposed to the traditional outsourcing acquisition approach.

The current method of acquiring custom, innovative software through traditional contracting methods is an outdated practice. These traditional methods are time-consuming, and could be improved with the Air Force’s Kessel Run, an internal software development organization. With the Air Force’s Kessel Run, the time from software inception to operation can go from years to days. Unfortunately, neither most of the Air Force nor the rest of the Department of Defense (DoD) has yet to catch up to the forward thinking of those involved in the creation of Kessel Run. Most of the Air Force and the DoD are still outsourcing for most of their innovative acquisitions, whether it be research and design or product (software) development. This case study offers insight to the new organization and identifies the potential to apply the concepts learned during its creation to benefit other DoD organizations when considering insourcing as opposed to the traditional outsourcing acquisition approach.

The current method of acquiring custom, innovative software through traditional contracting methods is an outdated practice. These traditional methods are time-consuming, and could be improved with the Air Force’s Kessel Run, an internal software development organization. With the Air Force’s Kessel Run, the time from software inception to operation can go from years to days. Unfortunately, neither most of the Air Force nor the rest of the Department of Defense (DoD) has yet to catch up to the forward thinking of those involved in the creation of Kessel Run. Most of the Air Force and the DoD are still outsourcing for most of their innovative acquisitions, whether it be research and design or product (software) development. This case study offers insight to the new organization and identifies the potential to apply the concepts learned during its creation to benefit other DoD organizations when considering insourcing as opposed to the traditional outsourcing acquisition approach.