Reasons for college experimentation with planning methods of employee development are analyzed. Alternatives involved in designing an individual development planning process for a specific institution are described, and speculation is offered about the characteristics of the most effective approaches. (LBH)

Making people aware of how they use--and waste--time must be the first step in any program to increase office productivity. Available from Geyer-McAllister Publications, Inc., 51 Madison Avenue, New York, New York 10010; single issue $2.75. (Author)

Examined career transitions of supervisors to determine the impact of their transitions on behaviors and attitudes of subordinates who had made recent career transitions. Data from 124 managers and subordinates revealed that the magnitude of both a supervisor's and subordinate's career transition interacted to affect subordinate's commitment to…

The university research center of the future will function best to serve the rapidly changing public and private demand for services with a highly trained core staff, adequately funded and equipped, whose morale and quality of work performance is a prime consideration. (MSE)

Presents business organization and child care center managers with ideas on how to deal with various staffing situations. Ideas include suggestions for handling informal staff networks; getting insight into what is important to people; motivating people in difficult situations; developing temporary employee services for child caregivers; and…

Supervisory skills for dealing with rehabilitated mentally ill employees are suggested, including (1) criticize the performance, not the person; (2) couch corrective criticism in nonjudgmental terms; (3) discuss grievances immediately; (4) be consistent; (5) be relaxed; and (6) be an example for staff. (CT)

Argues that scientific approaches to a quality communication environment need to be supplemented by humanistic approaches. Describes and applies four humanistic principles to show how employees contribute to organizational effectiveness. Discusses the policy implications resulting in an organization adhering to these principles. (JD)

Presents child care center directors with a variety of relevant management ideas from business and the child care field. They include translating employee body language; leadership myths; on-the-job teacher training; undesirable bosses; wasting employee talent; voicing disagreement; employee anger; encouraging creativity; and coping with late…

Concludes that traitlike communication apprehension (CA) was found to be a modest predictor of a form of audience-based CA, while a situational component was much stronger. (VLC)

Provides newly hired superintendents with factors to consider when negotiating 10 elements of their own contracts: salary, insurance, term of office, relocation expenses, vacation, sick leave, travel expenses, administrative authority, automobile use, and exit expenses. (PGD)

The relationship getween the business and personal lives of employees is being affected by changes in family structure and functions, government commitment to family support programs, and changing work attitudes. These trends provide new opportunities for home economists to cooperate with business to serve family needs. (SK)

Describes results of a questionnaire designed to probe how human resources professionals viewed ongoing communication practices as they related to four concept areas: formal and informal systemwide communication, communication to facilitate change, small-group communication, and superior-subordinate communication and the resulting organizational…

The Lockheed Employee Recreation Association uses company and community facilities to offer a variety of programs to Lockheed employees and their families. Several of the recreation programs and how they were implemented are described. (DF)

A table provides data on the collective bargaining status of various employee positions in school systems of various sizes. Figures are provided for teachers, principals, other administrators, school secretaries, building custodians, bus drivers, and teachers and principals in the same unit. (TE)