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The bulk of this position paper consists of statements in opposition to a September 2001 referendum on adopting 'right-to-work' (RTW) legislation in Oklahoma. The statements are by Joan Fitzgerald, William Sschweke, Raymond Hogler, Steven Shulman, Stephan Weiler, Ann Markusen, Robert G. Lynch, David R. Howell, James Galbraith, Colin Gordon, Wim Wiewel, Mark Cassell, Philip Shapira, Chris Tilly and Andrew Reamer and make the following points: (1) RTW results in low pay and income polarization; (2) RTW has limited positive effects on job creation and economic development and significant social costs; (3) in a global economy, RTW primarily attracts low wage firms, which are later easily lured away; (4) other factors, such as a highly skilled workforce, infrastructure, vibrant communities, and a clean environment are often more important in attracting businesses than low labor costs; (5) RTW encourages low wages resulting in lower tax receipts and more need for social services; (6) fewer high skill jobs will result in the out-migration of higher education graduates and skilled workers; and (7) nurturing home-grown businesses and start-ups has recently become a preferred economic development strategy over luring businesses from elsewhere. (CG)

Despite their progress in the workplace in recent years, women and minorities still remain greatly underrepresented in executive roles in major U.S. companies. The barriers, attitudes, and practices that deter the advancement of women and minorities into executive ranks collectively result in the phenomenon known as the "Glass Ceiling." The cases of several large corporations confirm that it is in a company's best interests to enact programs to diversify the work force and eliminate the glass ceiling. The Department of Labor's Office of Federal Contract Compliance Programs (OFCCP) works to promote equal opportunity in the workplace but it does not mandate results. The OFCCP's Glass Ceiling Commission has identified three major areas in the recruitment process that tend to create and perpetuate the glass ceiling: word-of-mouth networking, networking based on employee referrals, and executive search firms. When reviewing the fairness of federal contractors' hiring practices, OFCCP gives great weight to good faith efforts. Among the strategies for shattering the glass ceiling identified by the Glass Ceiling Commission are the following: recognize that commitment begins at the top (with the board of directors); create/implement inclusivity and diversity programs; develop/use proactive recruiting procedures; and identify/use available tools for identifying qualified female and minority candidates for senior management openings. (MN)

Evidence from the past 4 years confirms that private sector jobs are the best and first resort for welfare recipients seeking to enter the workforce and that the private sector can well absorb the entry of these new workers. The model of wage-based transitional employment may be a more effective means of helping hard-to-employ welfare recipients make the transition from welfare to work than large-scale workfare programs are. Programs providing wage-based transitional employment allow participants to take advantage of the Earned Income Tax Credit to supplement their earnings, and they instill the expectations of the working world in participants. Wage-based programs typically supplement job placements with training, education, or counseling to assist participants in overcoming obstacles to employment, and they also benefit employers and communities. The most successful wage-based transitional jobs programs incorporate the following elements: (1) generous work supports and postprogram transitional services; (2) flexible, performance-based administration under a public/private model; and (3) safeguards against displacement of existing workers. The following programs are examples of successful wage-based transitional jobs programs: EarnFair (New York); the Transitional Work Corporation (Philadelphia); Community Jobs (Washington State); the Industrial Exchange (Tulsa, Oklahoma); the Community Service Employment Program (Vermont); and Jobs Plus (Oregon). (11 references) (MN)

Intended as a first-aid kit for personnel managers, this working paper is a broad attempt to relate motivation and career, with specific reference to the current career development difficulties facing staff in further and higher education. The first section reviews current knowledge about people's career expectations and perceptions to discover any possible cues for future action. In section 2 attention is focused on a reappraisal of the current concepts about motivation and its application to work. The final section is a reappraisal of the concept of career. A summary attempts to link, in a practical way, the two concepts of motivation and career by examining the potential offered by recently developed ideas and information about the interrelationships among age, its series of issues, and changing abilities. Two appendixes offer tables regarding career perceptions and expectations and materials on four views of man. (YLB)

Comparative analysis of urban history illuminates similar general patterns of occcupation and residence for Blacks and Chicanos from the late nineteenth century to World War II. Distinct Black and Chicano neighborhoods in American cities were the products of "ghettoization" and "barrioization." Ghetto expansion during the early twentieth century was the result of rural-to-urban migration of southern Blacks, while barrios emerged because of the massive immigration from Mexico due to economic and political upheavals of the Mexican Revolution. While more overt racial legislation was directed toward Blacks, indices of residential segregation, socioeconomic status, ghetto and barrio subculture, segregative real estate covenants, and other similarities clearly emerge from comparative analysis. Analyses of occupational structure and immobility over time provide evidence that further distinguishes these two minorities from European immigrant groups. Although Blacks and Chicanos suffered similar disadvantages in the urban labor market as had prior immigrants (rural handicaps, lack of education, lack of job skills), additional circumstances of race and class that created and maintained their residential segregation account for their occupational segregation and immobility at the bottom of the occupational hierarchy, with males in unskilled, menial labor and females in domestic services. (NEC)

By 1992, the Single or Common Market in Europe will provide freedom of movement of goods, persons, services, and capital. From the viewpoint of educational and vocational guidance services, the most important effect of the Single Market is its likely impact on educational and occupational mobility. The two major obstacles toward freedom of movement within the European community that remain are nonrecognition of qualifications from one member state to another and inadequate mastery of foreign languages. Two major education and training programs, COMETT and ERASMUS, have been established by the European Community. COMETT provided funds for the development of university-industry partnerships nationally and transnationally, and for a range of exchanges, joint projects, and joint development work designed to promote gradual Europeanization of university-level technical training. The aim of ERASMUS is to ensure that all students in higher education are able to study for part of their course in another member state. A new program, LINGUA, has been adopted to improve the qualifications and competence of modern language teachers, develop interuniversity cooperation in modern language teaching, and support the development of modern language learning in firms. The following are three practical implications of these trends for educational and vocational guidance services: (1) the need for extended information on educational and occupational opportunities across the European community; (2) the need for improved support services for those who move across national boundaries; and (3) the raising of expectations for guidance services in countries where they are currently ill developed. (Initiatives are described and six references are included in the document.) (CML)

A study was conducted of the relatively small group of community college presidents who have been in their current position for 10 years or longer. The study focused on the fit of the president to the institution, the presidents' vision, the planning process, and style issues such as leadership, delegation, consensus building, and decision making. Study findings, based on profiles developed of specific college presidents who have successfully lead their institutions for a long period, included the following: (1) during the presidential selection process, the search committee and the board of trustees had very specific ideas of what they wanted in a president, and afterwards showed a great commitment to helping the president succeed; (2) the long-term presidents tended to have a vision of their institution based on deep knowledge of its traditions and dreams, and a sense of what it can accomplish; (3) the presidents were constantly promoting new ways to better achieve the mission of the institution and often involved in long-term or strategic planning; (4) the presidents stressed how much responsibility they delegated for day-to-day activities and took pride in others' accomplishments; (5) the presidents were innovative and not bound to the status quo; (6) the presidents possessed an entrepreneurial spirit and encouraged it in others; (7) the presidents worked closely with board chairs; and (8) decisions were made at the appropriate level. (AC)

Library environments and the methods of providing services to library patrons are drastically changing with the availability of new technologies. Online public access catalogs are replacing card catalogs, CD-ROM databases have encroached upon the domain of their paper counterparts, and newspapers, encyclopedias, and dictionaries are also available in automated formats. Consequently, library roles have been affected as well. For example, technical services librarians are becoming the human interface to bring technology to the patron. In this paper, a technical services librarian shares her personal experiences as she ventured into the world of public services, otherwise known as the "patron zone." The librarian identifies the challenges she encountered during her career transition as well as the technical skills that she brought to the reference desk, the bibliographic instruction classroom, and the OPAC (online public access catalog) training session. (Author/MAB)

While Michigan students learn a variety of skills in their time at school, perhaps the most important charge of public schools, beyond providing a safe and healthy environment, is to ensure that students are learning their three fundamental skills: reading, writing and arithmetic. Unfortunately, the achievement levels of Michigan public school students raise doubts about the quality of public education in the state. This volume has been written to assist policymakers at the state and local levels who want to initiate and support teacher quality reforms to improve K-12 public education in the state. The author describes shortcomings in public education in the state and discusses the research consensus that good teachers matter, investigating whether certification, experience, graduate degrees, academic ability and high licensure exam scores make teachers more effective in the classroom, or whether class size reductions and across-the-board pay raises may be efficient ways to improve student achievement. The author concludes that the term "highly qualified" should no longer refer to a teacher with extensive pedagogical training or years of experience; but to a teacher whose work improves student learning. This redefinition informs the following recommendations: (1) Change the teacher compensation structure by instituting performance pay for teachers and rewarding them for gains in student achievement as measured on standardized tests; (2) Adopt differential pay, which provides financial rewards to teachers in high-demand fields, such as math and science; (3) Lower barriers to entry for career-changers through more reasonable alternative certification programs; and (4) Evaluate teachers annually based on principal observations and student achievement gains; loosen restrictions on terminating ineffective teachers; and de-emphasize professional development as it is currently conceived. The author notes that the recommended reforms may require renegotiating union contracts or changing state certification laws, but do not require constitutional amendments or statewide initiatives, and are therefore immediately available to local school boards, encouraging quality instruction by teachers currently within the state school system. The Constitutionality of Teacher Merit Pay in Michigan (Patrick J. Wright) is appended. (Contains 223 endnotes and 12 figures.)

An increasing number of community colleges (CCs) and community-based organizations (CBOs) are now working in partnership to develop education and training programs enabling low-income workers to gain the education and skills necessary to obtain higher-wage jobs and develop a foundation for lifelong learning and career advancement. The following elements constitute the basics of good program design: recruitment; orientation and preparation; education and/or training; in-program support; placement; and postplacement retention and advancement. A review of three Ohio-based CC/CBO partnerships identified the following issues for consideration when developing CC/CBO initiatives: (1) whether to focus on education attainment or achieving economic self-sufficiency; (2) how to best achieve educational success; and (3) other issues related to education and skills training (credentials, recruitment, participants' income/work, connecting with employers, retention strategies, funding and the changing fiscal landscape, and college credit). Those interested in forming CC/CBO partnerships should consider the following suggestions: (1) don't force a partnership; (2) acknowledge the challenges of partnership initiatives; (3) commit to up-front planning; (4) implement the mission and strategy as planned; (5) allocate adequate staff; (6) monitor and track progress from the start; (7) let unsuccessful partnerships die; and (8) remember to use partnership initiatives to tackle more systemic issues. (18 endnotes) (MN)

Two major discussions are combined in this paper: (1) learning opportunities, vocational skills, and access to occupations; and (2) data on teachers. Data and analyses are needed in such areas as the supply of scientific and computer personnel to determine oversupplies or shortages, and the relationship of corporate training to other sources of education. It would also be advisable to examine the assumptions underlying federal job training and retraining programs; perhaps retraining is not necessary if the problem is really lack of jobs or low wages. It is not necessarily true that an occupation requires a particular set of job skills and training; skills may be interchangeable, and training may come from a variety of sources. Although this type of research should be conducted in laboratory experiments or observational studies, the National Center for Education Statistics (NCES) and other agencies can provide longitudinal data on sources, amount, and subjects of training, and characteristics of work experience. The second part of the paper discusses the need for data to study teachers and teacher quality. NCES should play a central role in data collection. Data sources include schools and local boards of education, state agencies, practitioners' and policymakers' associations, and statistical and research organizations. (GDC)

A project in Europe is working to improve the quality of work, promote equal opportunities, combat exclusion and poverty; promote lasting economic growth and a European Union economic policy; and promote sustainable development and quality of life. In order to achieve these goals, three main objectives for vocational education and training (VET) have been defined: (1) increasing the quality and effectiveness of education and training systems; (2) facilitating the access of all to the education and training systems; and (3) opening up education and training systems to the wider world. The Scenarios and Strategies for Vocational Training and Lifelong Learning in Europe Project identified trends in the VET system, including the importance of partnerships and economic restructuring in order to improve competitiveness and to promote changes in the workplace and increasing flexibility of labor. Suggested strategies included improving incentives for all parties to participate in training, requiring worker training and employment contracts, and improving the transparency of qualification structures and mobility. The project results show that four approaches are particularly prominent: (1) strengthening the social dimension of VET and lifelong learning; (2) developing institutions responsible for VET and lifelong learning; (3) developing a transparent structure of educational and VET qualifications and certification; and (4) modernization of work. Four matrices have been constructed to deal with possible scenarios arising from these recommendations. (KC)

A career is a discontinuous a series of work roles using different personal attributes, skills, knowledge, interests, and wants. Individuals must examine their portfolio, select and rearrange it, and then sell themselves to the manager where they work or prospective clients/employers in the marketplace. Individuals should view career capabilities as a mosaic of great diversity and, as inclination, personal circumstances, and market demand indicate, rearrange employability offerings in packages of differing portfolio content. Career security comes from being continually alert to enhancing employability, skilled at career transition, and prepared to oscillate between worklife as a salaried employee and a fee-charging free agent. A free agent defines worklife fulfillment in terms of freedom to exercise personal integrity and undertake assignments compatible with personal values. Employees applying principles of portfolio career management enhance the security of their employability by regularly evaluating, then selecting from 10 career action step options. They seek out opportunities where they work to use their preferred skills, acquire desired new learning, and prepare a Career Action Step Proposal to those who can approve and facilitate the transition to it. The portfolio careerist--free agent or employee--must acquire and apply self-marketing skills; detective and networking skills to identify job moves; interpersonal skills in conflict resolution; and self-discipline to review worklife objectives and integrate them with lifestyle needs. (YLB)

Qualifications and skills are of fundamental economic and social importance. In a context marked by increased globalization of economies and technological development, European companies are faced with far-reaching changes. Because companies need a highly skilled, competent, and adaptable workforce, there is a need to develop strategies for lifelong learning supported by labor market reforms to achieve the goals of stable economic growth and higher employment. Companies operate in a changing environment. Availability of a highly skilled workforce is key to Europe's competitiveness, but the European Union's (EU's) record in this area is poorer than its main trading partners. Education and training systems must be improved to meet challenges posed by technological change and globalization. In implementing strategies for lifelong learning in all parts of society, emphasis must be placed on promoting coherent links between learning and work and on defining the roles and responsibilities of all parties involved. The EU should aim to strengthen cooperation between member states through exchange of experience and best practice, with full participation of the social partners, rather than seeking to harmonize national education and training systems. A key role is also for the EU to increase transparency of qualifications. (YLB)

The majority of current succession planning practices reflect the viewpoint of only a linear career direction for ambitious people. They are based on the premise that competent people have and want only one career direction--an upwardly mobile one. In today's work force, however, a "bottom-up" process works better in succession planning. This process, which usually focuses no more than 2 years ahead, involves asking employees about their career goals at regular intervals and helping them develop career plans and competencies to meet their goals while allowing the organization to change to meet changing marketplace needs. Career paths need not be only upward and linear, but can involve eight directions, including lateral moves and temporarily moving down to a job with less responsibility in order to learn new skills. In this process, succession planning should resemble more a gridlike pattern than a traditional organization chart. Focusing on replacing incumbents is an old-fashioned idea that presumes that positions will remain the same, an unlikely assumption in a changing world. Succession planning should ensure that teams of people are ready for contingencies, organizational expansion or contraction, entering new markets, and handling changes in the nature of technology. Employees should be educated in career management and skilled in self-reliant practices in their own career development. This model suits the new workplace much better than the older top-down succession plan. (KC)

A frontier-free European Community (EC) has been created in which goods, capital, services, and people move freely across national frontiers. The issue of mobility is especially important for young people eager to exploit the opportunities opened up and for teachers and trainers in the educational field. A European dimension is now a necessary part of the educational experience of all young people growing up in the EC. In addition, skill levels in each region must be raised so that each region can better sustain its own economic development, attract new industries, and arrest the flow of qualified workers out of the region. Educational planning needs to take account of the current idea that the role of the school is to provide children with the basic competencies and attitudes on which broad-based qualifications can be built and the foundation laid for later training and retraining for employment. Vocational education must be restored to a place in the scheme of things as one of the broad options youth are encouraged to consider. The centerpiece of European strategy for the remaining 1990s must be to widen access to and participation in continuing education and training throughout working life. Although the traditional functions of higher education are more needed now than in the past, an organized and much more deliberate commitment to continuing education and training and lifelong learning must become a centrally recognized task of higher education. (YLB)

The public relations educators in the university departments that house public relations must be aware of key issues that have an impact on the quest for status and effectiveness. Failure to adhere to these concerns may turn out students who will be trapped and have a much lower level of job satisfaction. These concerns are as follows: (1) educators in disciplines offering public relations programs should be aware of what is happening in other departments offering similar programs; (2) the face of public relations is changing and academic programs and the public relations practitioner must respond to people instead of grinding out newsletters and news releases; (3) educators should stress job satisfaction and upward mobility on the job, teaching public relations students more than just technical skills but also communication and management skills; (4) public relations students should understand that making a profit is important but not at the expense of other values; (5) the gender issue is creating a new scenario in public relations--females are skilled and have resources which give another perspective to the "glass-ceiling" issue; and (6) to ignore the international and multicultural dimension of public relations may be a major weakness in public relations--more attention to this issue may give public relations students the advantage in competing for top CEO positions. (Contains 32 references.) (TB)

Drawing from research and related literature on successful staff development activities, a professional development model was developed and implemented at J. F. Ingram Technical College (JFITC) in Alabama. Designed to serve the professional development needs of support staff, apprentice and master teachers, and administrators, the model provides for vertical and horizontal occupational movement and for increasing knowledge and skills to levels commensurate with present job positions and future aspirations. To develop the support staff component of the model, job and task analyses were conducted for each position, time on task estimates were developed, educational requirements were identified, a conference was held to develop a needs plan, educational/work experiences were reviewed, desired changes in job responsibilities were implemented, and a professional development plan was developed and agreed upon for each support staff member. The instructional staff component of the model involved the classification of the teaching staff as master or apprentice teachers, an annual conference review, an annual meeting with a TRIAD committee (comprised of a supervisor, professional development staff member, and university teacher educator), in-house learning activities, and the development of individual professional development plans. The administrative component also included input from the TRIAD committee, an annual conference and review, and professional development plans. During the model's implementation, morale was identified as the single most important influence on job satisfaction, and project staff utilized a variety of approaches to improve morale and provide a stress-free environment. A flowchart of the model is attached. (JMC)

The role of "woman manager" is confusing at best. On the one hand, the woman manager is told to forget that she is a woman; on the other, she is advised to cultivate feminine qualities to achieve managerial positions in departments where these qualities are valued. Women's participation in management increased slowly. Whereas one-third of the work force is made up of women, less than 2 percent are business executives. Although a number of studies demonstrate that there are no differences of any consequence to management between the mental, motivational, or physical capabilities of men and women, there is discrimination against women in business and government organizations. Stereotypic prejudgment is especially acute in the area of promotions. Although it is evident that women are not advancing in organizational hierarchies as fast as men, it is unclear whether this differential advancement is due to bias, discrimination, choice, or inexperience. If the study of women as managers is to lead to any meaningful insights into gender differences, then there are at least four issues that must be addressed: (1) differentiating highly mobile managers from less mobile managers, (2) differentiating promotion from advancement, (3) determining the effects of the "velvet ghetto," and (4) determining the effects of communication on the advancement of women in organizations. (HOD)

Originally presented as lectures at Georgia State University in 1982, these three papers address the themes of multiethnic societies in the United States and Great Britain. In the first paper "Identity, Conflict, and Survival Mechanisms for Asian Americans," the author discusses how the observable patterns of mobility through education and community development are consequences of meaningful action and interaction among millions of Asian Americans over time. Cultural identity and the process of assimilation of Caribbean Americans is the focus of the second paper. The barriers to assimilation faced by many Caribbean migrants have caused many of them to question the viability of this goal and to turn to ethnic bargaining as a way of competing for political strength and survival in the United States. The third paper examines British racial and educational policies in the 1960s and 1970s. The evolution of Britain into a multiracial society has been marked by ambiguity in policy that has been both welcoming and resistant (and sometimes racist). British education has, most of the time, paid lip service to the goals of multiracism, while being less than positive in its pursuit. (RM)

Upward mobility in the field of community college administration is affected by factors such as educational and social preparation, professional experience, the vita or resume, and an individual's preparation for a job opportunity. For most community college presidencies, a doctorate from an accredited, preferably non-experiential, institution is required, and selection committees are always going to look for some academic work in the community college. In terms of social preparation, consciousness of regional differences in values and social mores is important, as are the abilities to chat informally in social situations and to speak before a large group. Professional work experience is probably more important than the doctoral degree, with breadth and variety of experience adding to marketability. Experiences that are valued by search committees include those that demonstrate an ability to deal with personnel, an awareness of fiscal responsibility, an ability to plan and evaluate programs and services, and background in student and program development and community education. Of vital importance in demonstrating these experiences and abilities to the search committee is the vita or resume. It should be brief, clear, concise, and easy to read; it should include major honors, academic experience, association memberships, and significant accomplishments, along with some personal demographics and employment experience. The key to getting an interview for the position is a resume that attracts the attention of the search committee. Before the interview, the applicant should study the position, learning about the outgoing president, reviewing the audits and financial reports of the institution, reading news clippings, looking at the governance structure, and deciding whether he/she really wants the position. (EJV)

Given the public's demand for better teaching (and its indifference to scholarship), one might think there would be a vigorous demand for high quality instructors at all levels of higher education. Instead, the healthiest market remains that for scholars. In this article, the author discusses the differences in the markets for scholars and teachers, particularly the lack of incentives for teaching as opposed to research, and the adverse effects this may have on the undergraduate and even graduate curricula. As this lack of incentive is propagated by an absence of information regarding teaching productivity, the author suggests that governing boards begin to ensure that their institutions establish at least a local market for superior teaching by being serious about measuring teaching productivity both objectively and subjectively.

Issues pertinent to faculty development are considered in six papers. In "The Work Experience of American College Professors: Some Data and an Argument," Everett Carll Ladd, Jr. provides background information on the teaching, research, and other professional activities of college faculty, based on his research. In "Adult and Career Development: What Are the Implications for Faculty?" Roger Baldwin outlines faculty career stages and discusses the challenges each stage provides and the responses each elicits. In "Academic Careers and Adult Development: A Nexus for Research," B. Claude Mathis identifies four functional stages of the faculty career where intervention on the part of the institution can foster personal growth and career development. In "Academic Careers: Patterns and Possibilities," Robert T. Blackburn outlines factors affecting faculty productivity, concluding that it could be increased significantly through a combination of administrative action and a "free-wheeling," supportive work environment. In "Engaging Junior Faculty in Career Planning: Alternatives to the Exit Interview," Barbara Lazarus and Martha Tolpin advocate increased institutional efforts to help junior faculty direct their career paths. In "Growth Contracts: Viable Strategy for Institutional Planning Under Changing Conditions," Allan O. Pfnister, Jill Solder, and Nina Verroca describe the growth contract, which attempts to mesh individual plans and institutional goals by encouraging individual efforts that respond to institutional needs. (SW)

Perspectives on leadership, the workplace, and changing values are presented in three papers. In "Changing the Shape of Work: Reform in Academe," Rosabeth Moss Kanter discusses the structure of academic career paths and ways to improve the quality of worklife for individuals employed in academe, applying theories she developed in her study on work in the corporate world. In "Changing Values: Implications for Major Social Institutions," Morton Darrow describes the challenges that changing values pose to all major institutions and would-be leaders. It is suggested that new leaders must be negotiators and integrators of diverse phenomena, understanding patterns of events and able to take charge in situations where their control may be limited. In "Leadership Needs of the 1980s," Michael Maccoby suggests that economic and social transformations demand a new leadership style. Personality and styles of leaders during different historic periods are sketched, covering the craftsman, the empire builder, the gamesman, and others. According to Maccoby, leaders should be able to analyze and reconstruct their organizations on the basis of social and economic realities, and with a real understanding of changing "national character." (SW)

This monograph identifies the five broad areas in which the author believes disabled people are especially likely to find employment in the years ahead. It answers, as far as can be foreseen, the question, "Where are the jobs?" The book is organized into six chapters. In the first chapter, the author examines social science research on the job market and gives some reasons why predicting employment trends is so difficult. In the second chapter, he presents his view on what is not going to happen in the next 10 years or so. For example, he does not believe that computer repair and programming occupations are going to increase significantly. Chapter 3 explores the area of "pocket marketing," a theory that suggests that even in times of high unemployment, areas of opportunity exist, whether in certain geographic areas or in meeting specific unmet needs. These "pockets" could generate jobs for disabled people. The fifth chapter details the five areas of opportunity that the author predicts will provide jobs for handicapped people. The areas explained and focused on are general services, special services, sales, information services, and entrepreneurship. In the fifth chapter, the author matches these five areas to the personal characteristics needed for each type of work. The final chapter offers suggestions for actually making the scenario happen. The chapter outlines the kinds of steps that need to be taken by disabled people themselves, service agencies, other government agencies, and employers in order to put disabled persons to work in the five areas. (KC)

This study analyzes the mobility of workers initially employed in low-paid occupations who moved to moderately paid occupations, based on 18,347 observations of 1970 Census data, compared to 1965 data. The study relies on the concept of labor segment, which provides an antidote to the individualistic perspective. Two broad segments, a low-paid and a mainstream stratum, are defined in order to operationalize mobility of the type that might lift a family or individual out of poverty. To permit investigation of effects due to race, gender, and industrial sector, the low-paid stratum is subdivided into eight labor segments. In its linear form, the mobility model specifies that for each labor segment the probability of upward mobility is the sum of three effects: age, years of schooling, and current occupations. The estimates indicate that the chances for upward mobility differ across low-paid occupations. In addition, there are large effects for race and gender, and a substantial effect of industrial sector on black males. The mobility flows examined through the large data base show the operation of segmentation factors. The results support the segmentation view of the labor market, i.e., a person's life chances are factors other than his or her productive potential. Socioeconomic inequality is exacerbated because gender, race, industry, and occupation are determinants of mobility. (KC)

The trend toward horizontal rather than hierarchical organizations is shrinking middle management jobs. Workers should recognize the influence of flatter organizations on career plateaus and become career strategists who can find ways to improve their opportunities within and outside organizations. (SK)

The ideal college president does not exist, and our mythic thinking obscures a serious consideration of how we can create the conditions for more successful college and university leadership. Success is correlated with support, but not all support is equal; longevity is not a measure of success; and an administrator's success should not be measured by mobility. (Author/MSE)

Observes that increasing numbers of overseas-trained professionals are seeking recognition of their qualifications in Australia. Asserts that only scant consideration has been given to recognizing and supporting skilled migrant early childhood professionals. Explores one type of program that attempts such recognition and makes key recommendations to achieve this recognition and support. (BGC)

Ann McLaughlin, a former secretary of labor, discusses her views on the future of the workplace. She feels that to solve the impending problem of educational deficits among the work force, employers will begin their own educational programs, improving both employee loyalty and work force mobility. Includes predictions for future growth fields. (JPS)

Problems in the search and selection of college presidents that make presidential success difficult are examined, including expectations of the search process; need for support of the board, faculty, and executive officers; and expectations about candidates' longevity and mobility. Five salient leadership characteristics are identified: understanding; humaneness, progressive and idealistic values; calmness; courage; and fairness. (MSE)

The emergence of the European Union challenges adult education, the aims of which are relevant to the union--peace, democracy, and human rights. Adult education must be made a priority beyond the narrow confines of vocational training. (SK)

Discusses changes in educational requirements for library-oriented careers in information management caused by developments in the for-profit sector. Highlights include the role of technology; the growth of special library, corporate, and information industry employment; mobility of information professionals; and the interdisciplinary nature of library and information work. (Contains nine references.) (LRW)

As the European Community forms a single market, guidance and counseling can take on transnational roles. Computers have the potential to link people beyond national borders, improving access to education and employment information and facilitating mobility. (SK)

Three misconceptions about working women are (1) they have lower self-confidence and organizational commitment; (2) they choose family over career; and (3) they do not have the same leadership skills as men. Changes that will not work to alter sex segregation are affirmative action, gender training, and seeding. (SK)

This paper examines the theoretical basis for "excessive" job mobility among certain groups of young workers that may lead to spells of unemployment and low lifetime earnings. An economic model of job findings by young workers is used to describe "normal" behavior and "pathological" cases of excessive job mobility and unemployment. Emphasis is on imperfect information, especially about the workers' own tastes and abilities. Theoretical results are derived by assuming that workers maximize expected earnings subject to the constraints facing them. By varying the givens of the problem (e.g., the degree or source of ignorance) the effects on job mobility and lifetime earnings are derived. The results show that ignorance about one's own tastes and abilities contributes to the duration of the high mobility period at the outset of a worker's worklife. The assumption that information about the labor market is generated by the young worker's social milieu, his parents, and neighbors is examined. A feedback effect may exist by which the low level of labor market achievement of one generation of workers restricts the information available to the next generation, which reduces the attainment of the next generation. In this case, there is a low attainment "trap" which may be hard to break out of. (Author)

The question of the viability of tenure for college faculty is considered in three papers. In "The History of Tenure," Walter P. Metzger considers the history of academic tenure and the history of opposition to this practice. It is concluded that tenure continues to be a vital institution and has provided a better quality faculty. Its important historical contribution has been to provide due process by peers for faculty threatened with dismissal. In order to provide tenured positions for junior faculty, it is proposed that higher education be exempt from the necessity of raising the retirement age to 70. In "The Poverty of Historicism: A Critique of Walter Metzger's Defense of Tenure," James O'Toole suggests that the disadvantages of tenure outweigh the advantages. Disadvantages include immobility or lack of career options for the tenured professor; the tendency to tenure individuals who do not give offense or make intellectual waves; the pressure to publish for its own sake; and putting power in the hands of senior faculty members to impose doctrinal orthodoxy on untenured junior faculty, thus restricting academic freedom. In "The Concept of Tenure and an Alternative," Penina M. Glazer describes how the contract system can work, based on the experience of Hampshire College, which has never had tenure and which does have multiple-year contracts. The following problems are noted: the time it takes to conduct periodic evaluations and how evaluations of senior faculty should differ from those of junior faculty. (SW)

Designed to encourage governments to promote the increased employment of professional women in public administration and management, this document provides facts and trends of employment, current policy initiatives, an analysis of barriers and successes, and a list of seminars and training sessions designed to improve opportunities for women to contribute to the development and well-being of their countries. Through a brief analysis of five countries (Uganda, Thailand, Brazil, Latin America, and the United States), the differential access of women to managerial and professional positions is documented. Advances made in the public employment of women are cited and activities designed to increase the participation of women in professional and managerial positions in public service are described. Charts are used to illustrate concepts given in the remaining text. In the first chart, "Causes and Remedies for Discrimination," four major problems--awareness/socialization, formal education, entry, and promotion--are juxtaposed with four major styles of remedies--laws, formal education, training, and networking and organizational strategies. The second chart emphasizes how values, attitudes, and behaviors can be changed through the application of the above remedies. Possible barriers and obstacles to women's advancement are categorized as external versus internal barriers. The document concludes with a list of suggested training modules. (LH)

Sense of place can play an important role in promoting environmental ethics. Ironically, outdoor educators often lack a sense of place because of the transient nature of their employment opportunities. Environmental educators and activists should encourage students to develop a sense of place in their lives, around their homes, or at a local park. (LP)

The "other" flexible work force includes the unemployed and low-wage, part-time, temporary, and seasonal workers who are flexible but not by choice. The new labor market may be limited in terms of demand for high skills but may have great need for unskilled, disposable workers. (SK)

This article argues that college and university personnel in technical positions may be a good source of potential managers, provided the institution creates opportunities and development processes to support the transition. Crucial factors include employee career motivations, institutional support, and existence of and training in management skills. (MSE)

Superintendents today have less or shorter lasting authority than their predecessors for reasons that include the influence of special interest groups and the public's desire for flash instead of substance in personal character. Advises superintendents to make their character the center of their leadership, build a sense of community, and help others identify and use their talents. (MLF)

A Connecticut principal who has headed 6 schools in 22 years believes that moving around has improved his leadership capabilities. The district's rotation system has kept him professionally fresh and adept at facing the unknown and handling crises. Undaunted by outmoded buildings or violent hallways, this "gypsy" principal feels that rotation benefits communities. (MLH)

The insights and innovations of the 1970s must be institutionalized and emerging issues must be addressed. Twelve strategies to be followed to support the advancement of women and minorities in higher education administration are identified. Selected resources are provided. (Author/MLW)

Rapid technological change is widely regarded as a primary cause of unemployment, especially in depressions. This article summarizes the diverse interpretations given to the notion of technological unemployment, critically examining the assumptions underlying those views. (Author/SSH)

Rural women engage in a wide range of income-generating activities, but their participation in the labor market is constrained by lack of access to land and other resources, lack of control over labor and income, and lack of physical and occupational mobility. (SK)

The experimental development of occupational classifications based on regularities of movement of workers among jobs has recently been suggested to assist in placing job seekers into available jobs by A. R. Miller and others in "The Dictionary of Occupational Titles: A Critical Review," 1980. The potential of mobility-based classifications is discussed, and is contrasted with traditional industrial and counseling approaches to worker-job matching. The social and psychological meaning of one such classification is explored by describing the classification's categories in terms of the demographic characteristics of category incumbents (based on data from the 1970 census) and job content (based on "Dictionary of Occupational Titles" and "Position Analysis Questionnaire" data). Results imply that (1) mobility-based classifications provide powerful descriptions of the structure of labor markets; (2) they are related to job content; (3) they are also related to sex and race--apparently well beyond the extent to which this association is shared with job characteristics. Results are interpreted as impying that basing a classification for personnel placement on occupational mobility patterns may incorporate undesirable aspects of existing labor market practices, and that more direct efforts aimed at systematizing knowledge about the transferability of skills wil probably be more productive than relying on mobility-based classifications despite the heuristic value of the mobility approach. (Author)