| Title | Short Description |
| Causes and Consequences of Managerial Failure in Rapidly Changing Organizations | Focus group data collected from 1000+ managers from 100+ companies experiencing large scale organizational change was collected to learn the primary causes of managerial failure and the perceived consequences to managerial and organizational performance due to this failure. |
| Effecting Change in Business Enterprises: Current Trends in Change Management | This report addresses change management issues at the organizational, departmental and individual level. The findings reflect the state of the art in initiating and effecting change in business enterprises. |
| Effective Administrative Restructuring: Lessons from the NIH Experience | For many years, the federal government has undergone significant administrative restructuring. The pace of this effort has accelerated recently and the number of reforms being simultaneously pursued has multiplied. By Fall 2003, the National Institute of Health (NIH) had become responsible for such a vast number of administrative reforms that the agency requested the National Academy of Public Administration's advice and assistance in restructuring. The resulting report includes knowledge acquired during this experience. |
| Embracing Change in a Changing World: Case Studies Applying New Paradigms for Rural and Small Urban Transit Service Delivery | This resource examines drivers of change at four small urban or rural transit agencies. The case studies focus on why and how the transit systems have adapted to changing demographics, growth and development, attitudes, and communication. |
| Expert Exodus | This article addresses how the development of a knowledge management system can be used to retain and apply critical knowledge as large numbers of experienced Department of Transportation employees retire. |
| Human Capital: Designing and Managing Market-Based and More Performance-Oriented Pay Systems | This resource is a study of four agencies examining the requirements that must be in place if pay for performance, and a more performance-based culture is to be created in public organizations. |
| In-Service Training Needs for State DOTs | This reports offers results of an extensive survey of Department of Transportation in-service training programs. |
| Latest Competency Study Defines New HR Roles | This is a report on the 2007 Human Resource (HR) Competency Study designed to identify major competencies that HR professionals need, and to track the major trends in the HR field. This report emphasizes that changing organizational needs require HR managers to more actively position themselves in organizations, and involve themselves in strategic planning. |
| Managing Change in State Departments of Transportation: Innovations in Workforce Strategies (Scan 5 of 8) | Workforce and organizational issues are a major focus in many state Departments of Transportation (DOT) today. A National Cooperative Highway Research Program project was undertaken to collate the innovative workforce strategies in place at various state DOTs. The link is an online compilation of the links, research, and interview material collected while creating the report. |
| Managing Paradoxes in Change: Six Steps for Building a Balanced Culture | The brief report discusses the paradoxes facing leaders addressing organizational change and recommends creating a balanced/aligned culture. |
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