In Australia, a sample of 50 female and 52 male chief executive officers (CEOs) and 53 top women managers was drawn from a larger survey. Results showed interpersonal and organizational situation factors (such as female management hierarchy, personal encouragement) were more associated with women CEOs' status. Status was less related to…

This ethnographic study of interpretations about stress among hospital social workers reveals concrete ways that institutional systems take form in employees' mundane actions and interpretations. There was a dominant form of stress experience consistent with medical ideology and a marginalized form consistent with social work ideology. Ambiguity…

Reviews the forms and functions of narrative. Considers the influence of organizational narratives in academic settings from three perspectives: a developmental perspective (the transformative and transformable nature of organizational stories); a comparative perspective (the important distinction between macro-stories and micro-stories); and a…

Barriers to creating learning organizations include inability to change mental models, learned helplessness, truncated learning, individualism, culture of disrespect and fear, entrenched bureaucracy, part-time/temporary workforce, and diversity issues. Nevertheless, the learning organization is a sustainable vision for human resource development.…

After 4-6 months of employment in either "enterprising" or "social" bank branches, 95 bank tellers completed Holland's Self-Directed Search and a satisfaction inventory. Findings supported a positive correlation between congruence and job satisfaction and between congruence and supervisors' evaluations but only when congruence…

Describes a conceptual framework to measure various school climate aspects, including institutional integrity, initiating structure, consideration, resource support, principal influence, teacher morale, and academic emphasis. The Organization Health Inventory is a 44-item questionnaire asking educators to describe their behavior along a 4-point…

Real structural changes challenge traditional views about the way things should be. A new image can guide education into the twenty-first century and transform education by purposeful design. (JOW)

Employment declined and unemployment rose in the second half of 1990; job losses were particularly acute in construction and manufacturing. (Author)

The challenge at Pacific Gas & Electric was to train 27,000 employees to create an environment in which cultural diversity improves the company's competitive advantage. The solution was to train and certify 110 employees as diversity awareness trainers. (JOW)

Explores the links between social identity, language use, and retention in organizational mergers and acquisitions. Finds that (1) change in culture does not happen gradually across the whole organization, but either quickly or not at all; (2) change happens by subgroups; and (3) conflict in mergers and acquisitions was between individuals rather…

Higher productivity must become internalized in college institutional cultures and recognized as a strategic issue for long-term reasons of educational quality and robust survival. The primary challenge is not downsizing but right-sizing for available resources, mission, and quality standards. The concept of selective excellence must prevail. (MSE)

Teams avoid pitfalls of hierarchies but have their own drawbacks related to five categories: leadership, accountability, the nature of the task, multiskilling, and human imperfection. Instead of being viewed as a panacea, teams should be recognized as another way of organizing human beings to get the job done. (JOW)

Offers suggestions to help committed and concerned faculty and administration successfully recruit faculty of color to their departments. Discusses strategies of commitment, of climate, and of recruitment. (SR)

Examines the problems inherent in being a black intellectual: the predicament of being caught between an insolent American society and an insouciant black community. The paper suggests various ways of understanding and transforming the problem. (GLR)

Provides a feminist critique of the prevailing conceptual frameworks and methods used to examine leadership in colleges and universities, focusing on four organizational frames (bureaucratic, collegial, political, and symbolic), and a feminist reinterpretation of definitions of leadership given by one male and one female college president. (SM)