Deep and rapid changes in a "high-tech" society exceed the ability of formal educational systems to respond to new learning needs. Therefore, the future of post secondary education will increasingly include emphases on self-directed learning skills and activities. Despite recognition of such a trend, knowledge of self-directed learning and self-directed learners is in its infancy.This study-of self-directed learning and performance was designed to determine the relationship of self-directed learning readiness and performance in an occupational setting. Business, government and industry are expected to depend heavily upon self-directed learning in the future. Because of the increasingly close relationship between education and these sectors of the economy, educators should have a keen interest in this kind of research.The sample included 753 individuals selected from the population of a large American utility company: 421 were managers and 318 were non-managers; 14 subjects did not define their occupational status. Subjects provided information on their management level, sex, age, education, race, job performance rating, creativity required on their jobs, problem-solving ability needed in their jobs and degree of change in their work. Nine hypotheses were tested at the 0.05 level of significance.Selected conclusions are as follows: (a) outstanding performers in jobs requiring a very high level of creativity had significantly higher SDLRS scores than others; (b) outstanding performers in jobs requiring a very high degree of problem-solving skill had significantly higher SDLRS scores than others; and (c) individuals who have completed higher levels of education tend to have higher SDLRS scores.

This qualitative case study focusing on a collegewide change initiative was conducted to provide community college leaders with a more comprehensive and nuanced understanding of the role of subcultures in planned change. Research indicates that institutional culture is a primary factor in the success of change programs; however, little research has been conducted on the influence of organizational subcultures on planned change in community colleges. The results of this study indicate that subcultural groups differently experience, respond to, and influence planned change in a community college, leading to strategies for more effective planned change programs.

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This study examines the relationship between readiness for self-directed learning as measured by the Self-Directed Learning Readiness Scale (SDLRS) and occupational categories at a large manufacturingfirm. The sample consisted of 607 respondents who included managers and nonmanagers. Nine occupational categories were examined. ANOVA tests resulted in statistically signijicant d$erences among the mean SDLRS scores below the .001 level. The highest mean scores were in the sales area. Managers scored significantly higher than nonmanagers at the .005 level.

Major factors supporting the increased use of self‐direction in learning strategies in business and industry are presented, and the types of application are explored, with special emphasis on techniques for overcoming resistance to the new approaches.