Increased outside consulting activities by faculty members are likely to raise sensitive issues. A pragmative perspective on the pros and cons of such outside consulting is offered and some considerations in developing an institutional policy to govern outside faculty consulting are discussed. (MLW)

Collective bargaining will mature and be more appreciated for its value as an "agreement-making process" by the year 2000. Presidents will be seen more as part of a management group, less closely tied to faculty, and conflicts will occur more between faculty groups than between faculty and administration. (MSE)

Expertise in the labor relations field is seen as necessary for any college or university engaged in collective bargaining. Three choices are considered: hiring the expert, retaining an outside consultant, or training the in-house specialist. Management, it is suggested, must maintain the power balance by meeting expertise with expertise.…

The Supreme Court's decision in National Labor Relations Board v Yeshiva University, it is suggested, will result in a decrease in faculty organizing efforts at private colleges but does not signal the end of such drives. The background of the case and a legal analysis of the decision are discussed. (MLW)

Problems and possible solutions of faculty retrenchment are examined in the light of the University of Wisconsin's experience. Two alternatives are offered: (1) reduce the number of permanent or long-term tenure commitments or (2) lay off faculty when funds are insufficient. If layoffs are the course of action, it is suggested an attempt be made…

Recent court cases involving termination of faculty due to financial exigency are summarized. Sections include an introduction, definition, a survey of recent cases, recommendations, conclusions and questions, and a bibliography. (Author/LC)

The importance of maintaining the moral and institutional loyalty of remaining faculty during a period of retrenchment is discussed. Areas discussed are institutional perspective, decline strategy, slack resources and priorities, program reviews and planning, and professional development. (Author/LC)

The Supreme Court's decision that tenured faculty members at Yeshiva University are managers and do not have the right to unionize and enter into a collective bargaining agreement is discussed. It is suggested that the surge toward unionization begun in 1971 by private sector faculty has apparently been curbed. (MLW)

The higher education manager's situation and opportunities for growth and change are discussed. The possibilities for mobility and career advancement for higher education middle managers are reviewed. How performance appraisals may play a part in a middle manager's situation is discussed. (MLW)

The dominant faculty dispute resolution process will continue to be negotiation between parties, but mediation will increase. Problem solving by labor-management committees and similar groups, and compulsory interest arbitration, will remain limited. Grievance mediation, although gaining in interest, will not overtake binding grievance…

A structured recruitment model for faculty consists of nine primary elements (with suggestions for carrying out each): establishing position objectives, initial contact with the candidate, initial candidate interview, reference contacts, evaluation of the candidate, campus visit, decision to extend an offer, making the employment offer, and…

Affirmative action compliance is seen as insufficient: individual institutions must work to create a climate in which women faculty members are able to contribute to their full potentials. Recommendations for attitude and behavior change and for personnel policy revisions are mentioned. (Author/LBH)

Litigation concerning wrongful discharge of faculty will increase, but considerable legal variation among the states will persist. The biggest distinction between states will concern tort damage awards, and the net result will be the creation of new policies for employee rights. Employment-at-will doctrine will be affected in most states. (MSE)

The future of faculty unions depends on an acceptance of their special role in the academy. Faculty unionization will not follow the industrial model, but a relatively high percentage of faculty are unionized, and academic managers who are hostile to unions will not find faculty to be a docile group. (MSE)

Responses of 17 recovering alcoholic faculty to interviews concerning their own personal traits and the campus environmental and professional factors in their abuse of alcohol and drugs, and of administrators concerning their role in faculty recovery are reported and discussed. (MSE)