This paper examines management reaction to strategic change in organizations based on the findings from a study of management responses to environmental change in further education. The paper sets out a number of propositions about the key factors required for successful strategic change in a public sector organization based on a national survey…

The "Colorado Education Directory" is published annually as a service to schools, libraries, and other members of the educational community. All information within each section is arranged alphabetically. Thirteen sections include: 1) Colorado State Department of Education (CDE) staff and telephone numbers; 2) State Advisory Committees…

The "Colorado Education & Library Directory" is published annually as a service to schools, libraries, and other members of the educational community. All information in this 1997-1998 edition is arranged alphabetically. Thirteen sections include: Colorado Department of Education (CDE) staff and telephone numbers; State Advisory…

This report looks at recent changes in governance across the public sector to provide context and examples for the National Commission on Governing America's Schools' efforts. The report is presented in six sections. Following a brief introduction in section 1, section 2 provides an overview of the forces that have changed public-sector governance…

Public policy students were surveyed four times from 1998- 2000 (n=126, 104, 95, 92). Results reveal that many begin with uncertain goals and ambivalence about public sector work. Interest declined and the curriculum did little to promote the public sector. Many anticipated fluid careers and chose positions that offer growth more commonly…

Advocates collaboration by universities with public, private, and nonprofit organizations to create value-added innovative economies in their regions. Discusses the advantages of such partnerships and various approaches to regional economic development. (Contains 29 references.) (SK)

Considers the response of the public library to public demand for goods and services. The discussion makes distinctions between needs and wants and considers the roles of the public and private sectors in meeting user wants and needs. (two references) (MES)

Examines the constructs of segmented and block equalities from Frederickson's Compound Theory of Social Equity in the context of the civil service systems of the United States and Sweden. (JOW)

Public sector managers can ensure compliance with the Americans with Disabilities Act in the following ways: (1) clear, specific job descriptions; (2) consistent selection and testing processes; (3) participative management techniques; and (4) attention to coworker attitudes toward employees with disabilities. (SK)

Examines contrasting scenarios of the proposed National Information Infrastructure and its antecedents, the Internet and the NREN (National Research and Education Network). Topics include a public network offering popular services versus a private, revenue-driven network; network development; information superhighway analogies; network benefits;…

Military recreation is a sophisticated leisure delivery system that has traditionally remained independent from public providers of recreation and parks services. Now, because of cost considerations, commanding officers may be developing new levels of public sector cooperation. The article examines differences between public and military…

Examines differences in the pattern of sheepskin effects (possession of an academic diploma) across a full set of union, nonunion, public, and private labor markets. Sheepskin effects (and resultant screening evidence) are strongest in the private sector, nonunion labor markets and virtually absent in any public sector or unionized labor markets.…

Evaluated police information systems in 149 Illinois police departments using satisfaction and impact measures. Police report high rates of satisfaction but little impact on operations and decision making beyond that of a positive impact on reporting capacity. Police generally do not view these systems as sources of decision support. (SLD)

Workplace demands for high skills, adaptability, and continuous learning require public-private partnerships to develop effective training systems. Partnerships should serve the interests of all stakeholders, establish skills and certification standards, and create infrastructures for access. (SK)

Econometric estimates were used to determine the effects of publicly funded continuous vocational training and retraining in the former East Germany. Results suggest that, despite large public expenditures, no positive effects occurred in the first years after training. (SK)