Offers 40 suggestions to superintendents and board negotiators who find they are involved in stalled negotiations. (Author/WD)

Highlights bad management practices: not providing clear instructions or job descriptions; rewarding work with more work; carrying grudges; rewarding employee "rats"; evaluating employees on personality rather than work performance; making sure subordinates do not look too good to superiors; playing favorites; not sharing power; and…

Discusses "Hudson" decision and "impingement on First Amendment rights" of those in states where fees in lieu of dues may not be involuntarily withdrawn from nonunion members' checks. Reviews three areas not addressed: role of public employer, duty to exhaust mandated procedures by objecting employees before pursuing court…

Offers suggestions for surviving a strike, solving common problems during the strike, and reuniting the school afterwards. (JM)

A primary rule for implementing the collective bargaining grievance process in higher education is to settle early and at the lowest possible level. To achieve this or to prevent grievances, clear contract language, a contract administrator, and a "two-one-one" grievance structure should be adopted. (Author/JMD)

Discusses problems of work force quality in the United States in the 1990s, strategies for managerial response to these problems, and sources of employee resistance to change. Notes that business and industry may be forced to hire minorities and women with orientations to self and work different from those held by white middle-class men.…

Provides guidance for center directors in dealing with difficult behaviors from employees. Suggests strategies for facing employee problems, including looking inward and assessing employee motives; setting the tone for employees; taking steps to deal with persistent problems; reacting to defensive behaviors, including tearfulness, silence,…