When the economy is depressed, resources are limited, mandates are overwhelming, and the organizational climate in the district is souring, education leaders and teachers union officials often brace themselves for contentious negotiations. Poor economic conditions affect the district's ability to offer raises, maintain current benefit levels, and…

School business officials' days are filled with numbers and reports--audits, balance sheets, check registers, financial statements, journal entries, vouchers, and warrant reports, just to name a few. Those are all important tools that school business officers use to manage the financial resources of the district effectively. However, they are also…

In times of limited resources, the likelihood of difficult negotiations between labor and management may increase even in the best of school districts. The negotiation process can range from traditional to positional to competitive to a more collaborative and cooperative interest-based approach. The most productive approach is a matter of debate…

Meeting the challenges of delivering a 21st-century curriculum and a world-class quality education ultimately depends on the willingness of the staff on the ground to give 100% effort to their jobs. Although many people in schools work very hard, some staff members are way down on the scale with regard to performance. All too often, a significant…

In April 2009, a high school principal in a large Arizona school district met individually with 18 of his most senior teachers to inform them that they would not have a job the following year. Why didn't tenure protect them from wholesale dismissal? The answer is they all had one thing in common: they were retirees who had been leased or hired…

Good communication skills distinguish the poor manager from the effective manager. Effective communication skills on the part of managers can determine the effort and productivity of employees. (Author/MLF)

Conflict between people can arise over breakdowns in communication, work policies and practices, adversarial management, and personality conflict. A conflict-resolution plan involves defining the problem, collecting the facts and opinions, considering all solutions proposed, implementing the solutions, and evaluating the situation. (MLF)

Because of the contention caused by the entire process of negotiations, animosity exists between teachers and the administration. A list of unintended consequences is discussed. (Author/MLF)

Cost increases and realization of the diverse needs of employees have prompted organizations to review the cost and value of employee benefits. Examines alternatives including "cafeteria plans," managed care programs, and disability income plans. (MLF)

Points out some of the more commonly overlooked opportunities that the collective bargaining relationship offers for attaining the organization's goals. (Author/MLF)

Advocates public involvement in the whole collective negotiations process, and the formation of a citizens advisory committee on collective negotiation to advise the school board on the issues being proposed or discussed at the bargaining table. (Author/MLF)

Total Quality Management (TQM) is a process of continuous improvement where decisions are based on data. TQM works for those organizations that are prepared to make it work for them. Discusses seven common mistakes that many organizations make when implementing TQM. (MLF)

Suggestions for developing a creative and synergistic organization include the following: believe that people want to do their effective best in their work; communicate with people face-to-face; share virtually all information regularly and freely; use humor to create an upbeat work atmosphere; and always establish a timeline when asking someone…

Board members should look at the demands from employee groups and make sure that they understand what the actual costs are on a short-term basis and on a long-term basis. (Author/MLF)