Based on National Association of Elementary School Principals 1987 survey data, this article presents a profile of the "typical" K-8 principal--White, male age 47, politically conservative, with a masters degree, 11 years' experience as principal, and considerable job satisfaction. Women are gaining representation, but not minorities.…

Predicts that the social contract between employers and employees will be radically different in the future. Discusses four truths in employment and looks at lifelong learning and the role of the university. Identifies most significant aspect of new contract between employees and employers to be continued movement toward individual contracts. (NB)

Cites the advantages of working in the office rather than working at home and telecommuting: discipline, structure, and social interaction, as well as office supplies and working equipment. Suggests that the drama of meetings and the social interactions are important parts of work life. (JOW)

A civil engineer describes his first day as a substitute teacher. Despite detailed lesson plans and good intentions, maintaining an orderly class environment is far from a "piece of cake." Recess duty is an ordeal, and lunch in the shabby teacher's lounge is uninspiring. The biggest benefit is appreciation of what constitutes a full-time teacher's…

A literature review notes how gender expectations lead to nonverbal communication differences in such behaviors as smiling, eye contact, kinesics, proximics, and decoding. The importance of the effective use of nonverbal communication in human resource development is emphasized. (SK)

Provides a summary of the research on the use of the Myers-Briggs Type Indicator (MBTI) in the workplace with implications for the practical uses of the MBTI. Suggests using the MBTI to aid the office professional, office manager, and office employee in training, career counseling and planning, team building, organizational development, and…

Examined relationships among work-family tension and work conditions. Hypothesized that links between work-family tension and work conditions would be stronger in small than in large workplaces. Results indicated that some perceptions of work conditions differed between small and large workplaces, and that connections between work-family tension…

Case studies were conducted of computer integration in two workplaces: an interdepartment interface in a hospital and a shared maintenance management system in a processing plant. These effects were found: interfacing tightens control by altering the division of labor and increasing supervision; and a shared database does not change the division…

While exploring educational leadership concepts, a group of superintendents on retreat found "grace" considerably harder to define than "vision" or "legacy." Inspired by a superintendent's courageous response to imminent dismissal and another's handling of clinical depression, the group first conjured up graceless…

As a result of technology, tomorrow's worker will be able to spend more time away from the office, connecting with customers, partners, suppliers, and colleagues. Managers' ability to create coherence through shared vision and a common set of professional values will rank among their more important career assets. (Author/JOW)

A review of 17 studies of high-performance work systems concludes that benefits of employee involvement, skill training, and other high-performance work practices tend to be greater when new methods are adopted as part of a consistent whole. (Author)

Surveys of companies involved in reorganization found that firms that establish workplace education programs and reorganize work report noticeable improvements in their employees' abilities and the quality of their products. (Author)

Part-time graduate students (n=97) completed the White Racial Identity Attitude Scale (WRIAS) and Reactions to Interracial Situations at Work Questionnaire. Those with high levels of Autonomy on the WRIAS had more positive reactions. Those with high levels of Disintegration and Reintegration had more negative reactions. (SK)

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)

Tips for working more effectively to improve performance and realize goals include time management, enlightened empowerment, good commitments, selective problem solving, and escalation of critical problems. (JOW)