The Future of Defunct Religious Buildings: Dutch Approaches to Their Adaptive Re-use

Across the Western world, membership in the established organized churches is on the decline with a concomitant reduction in the need for churches and church halls. As redundant and unused churches are the focus of vandalism and decay, owners and heritage managers are looking for options to adaptively re-use such buildings. This article reviews the literature on the re-use of churches in the Netherlands, which has long history of innovatively addressing the problems. The options available range from re-use for religious purposes by other denominations or faiths, to community use (multi-purpose, sport, music etc.), and private use, which can be either commercial or residential. The attitudes of the community and the original property owners play a major part in successful adaptive re-use. Because of its long history, the Dutch experience in adaptive re-use of religious buildings has much to offer heritage managers in other countries faced with this emergent management issue.     

Motivational orientations,views about the purpose of education,and intellectual styles

College students' motivational orientations toward learning and their views concerning the purpose of education were examined in relation to various intellectual styles. Task orientation (wherein one's goal is to increase understanding or mastery) was found to be positively associated with Tolerance for Ambiguity, Thoughtfulness, and Open-Mindedness. Ego orientation (wherein one's goal is to outperform others) was negatively associated with Tolerance for Ambiguity, Thoughtfulness, Complexity, and Individualism. Moreover, the views that school's purpose should be to promote understanding and achievement motivation tended to be positively associated with these traits, but the view that school should promote one's wealth and status was not associated with these traits.     

Improving Performance Without Training: A Three Step Approach

Condition 1 showed that employees recorded high percentages of completed tasks; and task performance was shown to slightly improve. At that point in the project, recording accuracy was at it's highest level. Condition 2 illustrated a continuance of high employee records of completed tasks but also showed that actual task performance considerably increased so that there was greater self-recording accuracy. Then, during Condition 3, actual task performance increased more so that it even more closely reflected self-recorded measures. Each of the steps discussed thus far could be sufficient individually to facilitate accurate self-recording and task performance gains, although each appeared to have gained additional strength by being collectively applied. The cost of the present organizational intervention was very low. The costs included material duplication costs and approximately 30 minutes of management time per day. Management time was used to make concession observations (management records), compute performance data, and provide feedback to the employee. Employees worked the same number of hours as in Baseline. Based on this breakdown, the approximate weekly cost of this project was about $30.00. The total cost could be reduced further, perhaps, by monitoring less frequently and reducing the frequency of feedback sessions as employee performance stabilized at higher levels. Thus, the longer this project would run, the less expensive it might become. The steps implemented during this project might easily be applied to other jobs that produce easily observable outputs and could also be applied to other work settings. Future research efforts that would identify cost-effective ways to stimulate and maintain high levels of accurate self-recording might provide today's managers several options that could all yield accurate data for organizational management. Other research efforts centered on specific analyses of participatory standard setting, peer reinforcement, and self-reinforcement for task performance could provide additional insight into the areas of job analysis and employee productivity. Lastly, increased knowledge about the long term effects of self-recording could be gained through future research methods that first established high recording accuracies and task performance levels, then evaluated maintenance procedures for these methods. Implications of successive research studies which clearly show that employee performance can be improved by rewarding performers for accurate self-recording could be profound.     

Curriculum Planning For Training: The State of the Art

This article provides training practitioners with an overview of literature on long-term curriculum planning for training in business and industry. It also summarizes key results of a national survey of corporate business planners and trainers on the current status of curriculum planning for training in their organizations. In general, few respondents of the study indicated that their organizations have established long-term training plans (curricula) to meet the predictable orientation needs of new employees or support implementation of corporate strategic business plans.