Examines staff management problems within British public libraries, one example of which is the unsuccessful attempt to introduce participative management. The effect of trade unions is noted and three levels of personnel planning (national, professional, and local) are discussed. (SW)

Suggestions from a personnel director of a large university include weekly meeting with section heads, route callers to staff specialists, personnel form review for time-saving improvements, updated procedures manuals, etc. (MLW)

Discusses changes in organizational design and staffing necessitated by word processing systems. Also presents results of an attitudinal survey of word processor operators, traditional secretaries, and administrative support persons. (JOW)

Trends in academic staffing in British higher education, especially in universities and polytechnics, are examined, along with major staffing issues facing employing authorities and academic staff in the short term. Implications for employee relations in a period of institutional change and resources constraint are considered. (MSE)

College and university personnel managers are urged to pay more attention to employees who operate behind the scenes by: finding a champion among them; linking work with institutional mission; hiring the best; encouraging customer service; soliciting ideas; fostering trust; enlarging responsibility; not upstaging; providing the best equipment; and…

A journalism adviser with no formal background in journalism education analyzes his successes and proposes a new approach to scholastic journalism--separate publications (newspaper, magazine, yearbook) with a common staff and the sharing of resources. (RL)

Overload pay gives the recipient the prospect of remaining afloat in educational cutbacks. College professionals who assume an overload contribute to lowering the standards of higher education. Ways in which deans or department heads justify these faculty 'ghosts' are outlined. (MLW)

This article employs the concepts of "professional jurisdiction" and "formal knowledge" to examine threats to teacher professionalism in England arising from the British government's "workload remodelling" policy to expand the numbers and remit of staff in schools without qualified teacher status. The connection…

The history of nonacademic staff in Western European and U.S. colleges is traced, and employment patterns at one major research university since 1924 are examined, since nonacademic personnel management is one concern of institutional researchers. Nonacademic staff are categorized as follows: professional nonfaculty, clerical/secretarial,…

Reviews the influences of organizational evolution and intentional change, library posture toward collection development, personnel management, and human perspectives on the establishment of an administrative framework for achieving collection development goals. (Author/EM)

Discusses four potential problem areas in the employment of temporary librarians in a variety of positions in academic libraries--orientation, supervision, acceptance and integration, and utilization--and notes the influence of time limitations on the work environment. Solutions are suggested, and further research is proposed. Fourteen sources are…

Institutions can take steps, learned from industry, to enhance self-reliant employees who will provide productivity instead of problems and create organizational excellence. These include a climate nurturing creativity, responsible choices and actions, and personal growth, as well as fringe benefits for employee protection and security such as…

Approaches to creative, modified, and new management strategies and practices are offered as justifications for the continued development of effective and responsive community colleges. Judith S. Eaton describes the dangers in isolating academic concerns from management decision processes. Dorothy M. Burns advocates centralization of human…

Teachers are alienated and dissatisfied with their jobs and often "burn out" because they must work in a bureaucratic structure in which all or most decisions are made by administrators and are expected to be carried out by the professionals, rather than being made by the professionals or in collaboration. This pyramidal structure or organization…