Suggests techniques and methods to be used by professional supervisors to develop people in subordinate working positions. Four major social and organizational trends are discussed which have implications for career development and personal growth, and emphasis is put on behavioral modeling by a supervisor as positive reinforcement for employees.…

Attitudes of public school teachers in two school districts in Indiana suggest that support for militancy has become a pervasive phenomenon and that, contrary to the findings of early studies, the influence of particular teacher characteristics on degrees of militancy is, with certain exceptions, insignificant. For availability, see EA 507 548.…

Describes legal problems and issues and reviews court cases involving noninstructional school personnel that have arisen in Ohio, which has no state law governing collective bargaining for public employees. (JG)

A professor of law comments on potential legal obligations incurred by an institution in providing reasons for a decision not to reappoint a nontenured faculty member. (LBH)

Conflict is inevitable when people work together because they have different points of view, values, and ways of working. Resolving conflicts can be extremely difficult because of these differences. This short guidebook addresses ways successful leaders can work to manage conflict in the workplace, in particular conflict with people who report to…

In 1991 the National Organizations Study (NOS) surveyed a number of U.S. businesses about their structure, context, and personnel practices to produce a database for answering questions about social behavior in work organizations. This book presents the results of that survey. The study aimed to create a national database on organizations--based…

The Long Island Workplace Literacy Partnership was established to provide workplace literacy programs for adult workers with inadequate reading, mathematics, communication, English language, and decision-making skills. Four corporations cooperated with the Board of Cooperative Educational Services of Nassau County in the project. The service…

This document is the results of the 2001 employee survey (Quality Evaluation of Service Trends) for all Howard Community College Employees. The response rate was 63%. Ratings for various topics and services were made on a five-point scale ranging from poor to excellent. Employees were also given an "unfamiliar with" category, which did…

This document is the results of the 2000 employee survey (Quality Evaluation of Service Trends) for all Howard Community College Employees. The response rate was 57% and respondents replied both by paper and electronically. Ratings for various topics and services were made on a five-point scale ranging from poor to excellent. Employees were also…

This document is the results of the 2002 employee survey (Quality Evaluation of Service Trends) for all Howard Community College Employees. The response rate was 64%. Ratings for various topics and services were made on a five-point scale ranging from poor to excellent. Employees were also given an "unfamiliar with" category, which did…

New information technologies, changing work force demographics, rising customer expectations, transnational companies, and cost pressures are altering traditional views of what constitutes a workplace and have given rise to a new trend: the mobile worker in the flexible workplace. Two factors promote acceptance of telework or telecommuting: (1)…

Studied the effectiveness of a five and one-half day workshop and an alternate three and one-half day workshop on organization development in developing a more democratic style of leadership in Illinois park and recreation supervisory personnel. The shorter workshop resulted in a more positive leadership style change than the longer one. (JJD)

Examines the change in professed attitudes of supervisory personnel in a southeastern state's government agencies toward employee grievance procedures after a workshop training program. Results of a questionnaire administered four months after the workshop show that a positive attitude towards grievance handling persisted. (JJD)

Data from questionnaires administered to 163 company middle managers and from their personnel files revealed that the 87 managers from a division using the management-by-objectives appraisal system are more satisfied with this system and its feedback than are the 76 respondents from a division using a subjective appraisal system. (MLF)