Offers guidelines for a situational and reciprocal approach to authority relationships. Compares the following leadership styles: accommodating (military, helper, diplomat, partisan), autonomous (independent, counselor), and adversarial (gamesperson, rebel, whistleblower). (JOW)

In the aftermath of downsizing, managers must deal with the attitudes of the surviving employees. Some will offer an example of a bright future and are valuable contributors to employee morale. Others may experience sadness, anger, mistrust, and a psychological uncoupling from the organization. (JOW)

Examines the marketing influences (robust economy, low unemployment, young employees, changes in work arrangements) that are converging to create the recruiting and retention challenges that companies face. Offers suggestions such as marketing a business as a brand and seeking continuous feedback from employees. (JOW)

Companies are competing for an ever-smaller share of the labor pool and are finding that offering training gives them a competitive advantage in recruiting and retaining employees. Both technical and interpersonal skills training is in demand. (JOW)

In a learning organization, growth, learning, improvement, and everlasting experimentation are woven into its culture and employees not in a perpetual state of change will be unable to cope. Mentors can assist by finding a teachable moment, providing support without rescuing, and demonstrating authenticity, not perfection. JOW)

A temporarily disabled executive experiences first hand what those who are disabled regularly face. He offers suggestions for going further than the requirements of the Americans with Disabilities Act and making the workplace work for those with disabilities. (JOW)

Four small business owners recommend making the crucial departments the best, providing opportunities from within, involving senior managers in training, offering tuition assistance, having workers train each other, fostering trust between employers and employees, allowing the free flow of information, and using total quality management or quality…

Before companies attempt to increase the diversity in their management ranks, it is necessary for them to learn to manage diversity. Managers should have a plan; focus on individual learning, human-relations, motivational, and communication styles; examine organizational culture; and offer diversity training. (JOW)

Suggests that training approaches that work for Generation Xers are effective for most people regardless of age. Sidebars debunk the slacker myth, discuss communicating with Xers, and explain the likes and dislikes of this age group. (SK)

Despite decades of management fads, U.S. businesses have practiced chain-of-command management. Only through changes in leadership can corporate America repair the damage to employee morale that stems as much from the way companies execute layoffs as from the layoffs themselves. (Author/JOW)

Three key principles for ensuring employee support of organizational change are management empathy with subordinates, effective communication, and participative management. (SK)

More employers are offering opportunity for career development and continuous learning in return for high performance and productivity during an employee's tenure. (Author)

Profiles Lisa Dunlap, vice president of retention and recruiting for The Thomson Corporation. Discusses her efforts to make it easy for employees to stay with the company through several methods. Describes the company's website, which makes it easy for employees to look for a new job within the company. (JOW)

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)

The conflict between family and work is not going to go away by itself. Many companies offer programs, benefits, and services that support workers and their families. Tracking results of the programs on such issues as productivity, turnover, absenteeism, and tardiness will help organizations modify or supplement their training and education…