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Relates the experience of Rover to models of a learning company. Examines the work of the Rover Learning Business which allows employees to receive support for development programmes of their choice.

Total quality management does improve organizational performance and remains the most viable long‐term business strategy around. These were the findings of a recent report entitled “TQM: Forging a Need or Falling Behind?”, commissioned by Development Dimensions International of Pittsburgh, the Quality & Productivity Management Association of Schaumburg, Illinois, and Industry Week, which were based on interviews with 6,500 people in 84 organizations. However, on considering the various elements which help or hinder TQM implementation, training emerged as the one successful theme in successful programmes.

The purpose of this paper is to design an experimentally‐oriented program for the training of a new generation of educational a administrators. The rationale for the program is based on selected concepts and propositions of occupational sociology, organization theory, and systems theory. Some of the salient features of the program are as follows: (i) The design is guided by the logic of Campbell's quasi‐experiment. (ii) A principal goal is to stimulate the professionalization of educational administration by increasing (a) the body of systematic knowledge: and (b) the commitment to an ideal of service in education. (iii) Another major goal is to sensitize educational administrators to the dilemmas of organizational change and to strategies for inducing change. (iv) A systems analysis is set forth of five sequentially interrelated processes: goal formation, recruitment of faculty and students, specification of the content of the curriculum, placement of graduates, and an evaluation of the program. (v) A sample curriculum for a three‐year period, guided by six pedagogical conceptions. (vi) A design for an experimental program for four cohorts of students is outlined.

Intensifying efforts to utilize behavioral science concepts and knowledge in administrative research and practice in education during the past quarter‐century have produced an impressive body of literature, largely taxonomic in nature. Much of this literature involves system theory and attempts to identify and classify the various processes by which planned change may be controlled and directed. It thus gives rise to the concept of coherent change strategies and tactics: a concept useful to both the student of organizational change and the administrative practitioner. The author describes four major attempts to identify and classify strategies of organizational change and the tactice that “go with them. In general, these strategies address the problem of how to change organizations, but it is also necessary to know what to change. Leavitt has identified and described four crucial organizational variables which are amenable to administrative control and manipulation: (1) task, (2) structure, (3) people, and (4) technology. These variables are dynamically interrelated but are helpful to the researcher and the administrator in designing and monitoring systemic approaches to organizational change utilizing any strategy which may have been selected.

Organization Development, as widely practiced in schools, is characterised by a diagnosis of organizational problems that is carried out collaboratively by facilitator and client. The design of the Organization Development intervention is presumably based upon this diagnosis. Since Organization Development is a planned, sustained effort to change the organization's culture in significant ways one might expect the diagnostic procedures to utilise systematic techniques for assessing organization culture. Further, these diagnostic techniques should reflect a conceptually unambiguous understanding of the nature of organizational culture and its elements. An enquiry of 83 American Organization Development consultants with experience as facilitators in public schools indicated that only seven reported using one or more of the recognised assessment techniques for which there are published data concerning factor structure, reliability and validity. Others reported utilising various combinations of interviews and paper‐and‐pencil techniques developed for local use. The authors discuss the implications of their findings in terms of Organization Development technology through scientific efforts.

This paper presents the findings of a nation‐wide survey in the USA of the organizational environment, or climate, of UCEA affiliated preparation programs in educational administration. A factor structure extracted from the responses of 202 professors is described along with a data analysis of the forty‐two institutions they represent. Implications to program development are also made based on an analysis of variance among the participating institutions. This research was supported in part by the School of Education, New York University, and the Staff Affiliate Program of UCEA.

Teams focus on a common and valued goal, and effective teams are able to alter their behaviors in pursuit of this goal. When teams are viewed in the context of a dynamic environment, they must adapt to challenges in the environment in order to maintain team effectiveness. In this light, we describe various sources of team variation and how they combine with individual-level, team-level, and dynamical mechanisms for maintaining team effectiveness in a dynamic environment. The combination of these elements produces a systems view of team effectiveness. Our goals are to begin to define, both in words and in operational terms, team effectiveness from this perspective and to evaluate this definition in the context of team training using intelligent tutoring systems (team ITS). In addressing these goals, we present an example of real-time analysis of team effectiveness and some challenges for team ITS training based on a dynamical systems view of team effectiveness.

The purpose of this article is to present an overview of the history and development of transaction log analysis (TLA) in library and information science research. Organizing a literature review of the first twenty‐five years of TLA poses some challenges and requires some decisions. The primary organizing principle could be a strict chronology of the published research, the research questions addressed, the automated information retrieval (IR) systems that generated the data, the results gained, or even the researchers themselves. The group of active transaction log analyzers remains fairly small in number, and researchers who use transaction logs tend to use this method more than once, so tracing the development and refinement of individuals' uses of the methodology could provide insight into the progress of the method as a whole. For example, if we examine how researchers like W. David Penniman, John Tolle, Christine Borgman, Ray Larson, and Micheline Hancock‐Beaulieu have modified their own understandings and applications of the method over time, we may get an accurate sense of the development of all applications.

The purpose of this study is to contrast athlete endorsement vs athlete sponsorship from a power imbalance perspective when a scandal strikes the athlete.

A first study was conducted with a probabilistic sample of 252 adult consumers where the type of brand–athlete relationship (endorsement or sponsorship) and the level of congruence between the two entities (low or high) were manipulated in a mixed experimental design. A second study with a probabilistic sample of 118 adult consumers was conducted to demonstrate that consumers perceive that the balance of power between the brand and the athlete is not the same in endorsement and sponsorship situations.

The results of the first study showed that when an athlete is in the midst of a scandal, the negative impact on the associated brand is stronger in the case of an endorsement than in the case of a sponsorship. However, this occurs only when the brand–athlete relationship is congruent. The results of the second study showed that the athlete’s power relative to the brand is greater in an endorsement than in a sponsorship context.

The findings suggest that a company that worries about the possibility that the athlete with whom it wants to build a relationship be eventually associated with some negative event (e.g. a scandal) should consider sponsorship rather than endorsement as a strategy.

This study is the first to compare the athlete endorsement and sponsorship strategies in general and the first to put forward the notion of power imbalance in brand–athlete partnerships, its impact on how the two entities are represented in consumers’ memory networks and the consequences on brand attitude when the athlete is associated with a negative event.