Examines conflict between supervisors and "difficult" subordinates. Reports four patterns of difficult subordinate behavior: apparent compliance, relational leverage, alibis, and avoidance. Suggests that these behaviors differ markedly from those assumed by most models of conflict resolution. (MM)

In service industries, conflict at work is often covert and individualistic in nature. This issue analyzes such activities in a night club setting and is based upon six years of research. It illustrates how employees resisted instructions or sought to "get even" with those who had alienated them. Includes suggestions for management. (JOW)

Considers concept of corporate culture and discusses several values which can be considered when assessing corporate culture, and the "compatibility scales" used to measure them. Included are discussions of employee attitudes, work atmosphere, internal communications, management style, employment opportunity, stability, business ethics, corporate…

A (British) educational "secondment" involves resource allocation from one institution to another and new forms of employee accountability and commitment. This article examines management implications of educational secondments, exploring costs and benefits accruing to 50 secondees, their seconding organizations, and those to which they…

Offers information and observations on six areas of legal concern in circumstances where tenure is denied and the individual decides to contest the decision. Advises making the tough decisions early in the process, following the established process, and being as clear as possible in intentions and communication. (SR)

Explores the relationship between self-reported managerial work roles and successful influence strategies with subordinates. Finds that in the role of motivator, managers can obtain more commitment and effort from subordinates by relying less on coalition and exchange tactics and more on use of ingratiating and inspirational appeals tactics. (SR)

Reports on a study investigating employees' motives (pleasure, affection, escape, relaxation, control, inclusion, and duty) for communication with coworkers or superiors and their satisfaction with work, satisfaction with superiors, and commitment. Notes differences between females and males among the numerous motives for communication under…

A bakery foreman states that employers need (1) a sustained standard of living; (2) job security; (3) creativity; and (4) dignity in work. He suggests that foreman must find ways to increase productivity while treating employees as individuals. (SK)

Training employees in basic skills necessitates sensitivity to their self-esteem. This can be achieved if the organizational culture supports training, the program is voluntary, it uses the group's strengths, it challenges them on an adult level, it does not resemble traditional schooling, and it builds in quick success. (SK)

Examines supervisory communication patterns used to indicate immediacy toward subordinates. Notes that data were qualitatively obtained from MBA students who participated in focus group interview sessions. Reveals and discusses 11 immediacy categories. (SR)

Data suggest that it is premature to conclude that management has succeeded in appropriating workers' knowledge, accountability, and responsibility for work. The labor market has become fluid and dynamic and no longer conforms to the traditional construct of an internal labor market. A refinement of labor process theory is in order. (JOW)

Explores a model of supervisors' communication behavior from the subordinate's perspective. Tests a hypotheses about which perceived supervisory styles are associated with the least and the most subordinates' satisfaction and organizational commitment. Finds that verbal aggressiveness is especially potent in explaining variability in satisfaction…

Despite the benefits of employee participation in decision making, it is not widespread. Making it work requires commitment, job security, training, access to information, communication channels, goal setting, flat organizational structures, and financial reinforcement. (SK)

Surveyed 7 social workers with master's in social work (MSW) degrees who had left public child welfare and 20 who decided to stay. Found two factors that distinguished groups: inflexibility in job assignment and poor relationship with immediate supervisor. Academic preparation for this type of practice was not decisive factor. (Author/NB)

Discusses the issue of sexual orientation in the workplace and how to deal with it as an aspect of workplace diversity efforts. Indicates the importance of having information about the experiences of gay men and lesbians in one's organization and offers suggestions for gathering the information. (JOW)