In a dynamic management development program, effective managers can be trained by other employees enacting the roles of coaches, sponsors, and mentors. By encouraging these relationships, the organization can produce better managers in a less random way. (SK)

A university environmental health and safety division in its role of preventive medicine and injury prevention acts as a filter for the university health service. (MB)

Argues that managers need to be skilled at acquiring and using power to do their jobs, and discusses four different types of power they can use to influence others. (JG)

Explores the issue of survival as department chair, examining three interrelated threats to the chairperson's well-being: role conflict, changes in collegial relationships, and job- related stress. Considers reasons for accepting appointment and some practical matters for chairs who serve in a term appointment. (PA)

Performance of staff at a British college is evaluated through assessment of portfolios by appraisers chosen by the appraisee. The nature of the professional relationship between appraiser and appraisee is a key determinant of the quality of the portfolio review and the formulation of individual development plans. (SK)

A panel of 29 extension faculty/staff members who work well with the media were interviewed to identify ways to improve their media relations. Reasons for working with the media, ways to develop relationships with media representatives, and suggestions for creating a more favorable climate for media relations in universities were noted. (JOW)

Proposes a conceptual framework for managing relationships of small and medium-sized enterprises, based on the necessity of cooperation for survival. Describes characteristics of embedded relationship in stakeholder interactions, including trust, durability, information transfer, and collaboration. (Contains 72 references.) (SK)

Focus groups and interviews were conducted with 15 clinical faculty, 4 nursing education administrators, 22 nurses, and 4 hospital administrators involved in clinical placements. When nurses worked with practicing faculty, they experienced less role overload, conflict, and ambiguity. Lack of communication of expectations among administrators,…

Interviews with 36 hospital employees evaluated the impact of level 3 National Vocational Qualifications in operating room practice. Most said they had a positive effect on working relationships; implementation had overcome barriers between nurses and operating department assistants/practitioners. Those who trained under earlier systems were…

Describes a collaborative, or peer-group, faculty mentoring program at East Carolina University's medical school which incorporated development of skills in key areas for career development, a structured values-based approach to career planning, and instruction in scholarly writing. (EV)

Using nationwide sampling, examined the effects of faculty development programs (FDPs) on the formation and benefits of enrollees' academic colleague relationships. Found that FDPs help enrollees build career-important relationships with peers, mentors, and academic consultants who enhance socialization skills and contribute to academic…

A study of the cultures of academic disciplines within the university suggests that each discipline is not a homogeneous entity but a constantly changing grouping of smaller components, all related to the process of specialization. The commonalities in these subdisciplines could contribute to greater interdisciplinary understanding, and they…

Describes the transformation of the Colgate Interdisciplinary Writing Program into a department. Notes that, as the members of the program strove to lose their subordinate status, they worked against the temptation to do so in a militaristic spirit of antagonism, for that would undermine the collectivism that characterizes the program's…

Most school boards want those initial months of warm regard between the board and a new superintendent to continue indefinitely. However, trust can break down for a number of reasons. Offers eight suggestions for superintendents to prolong the honeymoon. (MLF)

The board and superintendent can reduce the friction and strengthen their relationship if they can understand one another's role in the school system. Cites some examples of inappropriate board behavior. Offers eight suggestions to board members to prolong the honeymoon. (MLF)