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A significant change is under way in the organization and management of work. The work force can be managed in two ways, one based on control and the other based on commitment. The traditional--or control-oriented--approach took shape in the early 1900s in response to the division of work into small, fixed jobs for which individuals were held accountable. Commitment does not flourish in this environment, and discontent with the apparatus of control has been growing. In the new, commitment-based approach to the work force, jobs are broader than before, combining planning and implementation and including efforts to upgrade operations. Control and lateral coordination depend on shared goals; expertise, rather than formal position, determines influence. Management believes that employee commitment will lead to enhanced performance. Assessing the costs of the commitment-based approach is difficult because many problems inherent to the strategy remain to be solved, for example, employment assurances, compensation, effects of technology, supervisors' role, and union-management relations. Most organizations initially make a more limited set of changes when making the transition to a commitment approach. The transformation may be fueled by economic necessity, but other factors shape it. (A work force strategies table compares the following aspects of the control, transitional, and commitment approaches: job design and principles, performance expectations, management organization, compensation policies, employment assurances, employee voice in policies, and labor-management relations.) (NLA)

A significant change is under way in the organization and management of work. The work force can be managed in two ways, one based on control and the other based on commitment. The traditional--or control-oriented--approach took shape in the early 1900s in response to the division of work into small, fixed jobs for which individuals were held accountable. Commitment does not flourish in this environment, and discontent with the apparatus of control has been growing. In the new, commitment-based approach to the work force, jobs are broader than before, combining planning and implementation and including efforts to upgrade operations. Control and lateral coordination depend on shared goals; expertise, rather than formal position, determines influence. Management believes that employee commitment will lead to enhanced performance. Assessing the costs of the commitment-based approach is difficult because many problems inherent to the strategy remain to be solved, for example, employment assurances, compensation, effects of technology, supervisors' role, and union-management relations. Most organizations initially make a more limited set of changes when making the transition to a commitment approach. The transformation may be fueled by economic necessity, but other factors shape it. (A work force strategies table compares the following aspects of the control, transitional, and commitment approaches: job design and principles, performance expectations, management organization, compensation policies, employment assurances, employee voice in policies, and labor-management relations.) (NLA)

A significant change is under way in the organization and management of work. The work force can be managed in two ways, one based on control and the other based on commitment. The traditional--or control-oriented--approach took shape in the early 1900s in response to the division of work into small, fixed jobs for which individuals were held accountable. Commitment does not flourish in this environment, and discontent with the apparatus of control has been growing. In the new, commitment-based approach to the work force, jobs are broader than before, combining planning and implementation and including efforts to upgrade operations. Control and lateral coordination depend on shared goals; expertise, rather than formal position, determines influence. Management believes that employee commitment will lead to enhanced performance. Assessing the costs of the commitment-based approach is difficult because many problems inherent to the strategy remain to be solved, for example, employment assurances, compensation, effects of technology, supervisors' role, and union-management relations. Most organizations initially make a more limited set of changes when making the transition to a commitment approach. The transformation may be fueled by economic necessity, but other factors shape it. (A work force strategies table compares the following aspects of the control, transitional, and commitment approaches: job design and principles, performance expectations, management organization, compensation policies, employment assurances, employee voice in policies, and labor-management relations.) (NLA)

A significant change is under way in the organization and management of work. The work force can be managed in two ways, one based on control and the other based on commitment. The traditional--or control-oriented--approach took shape in the early 1900s in response to the division of work into small, fixed jobs for which individuals were held accountable. Commitment does not flourish in this environment, and discontent with the apparatus of control has been growing. In the new, commitment-based approach to the work force, jobs are broader than before, combining planning and implementation and including efforts to upgrade operations. Control and lateral coordination depend on shared goals; expertise, rather than formal position, determines influence. Management believes that employee commitment will lead to enhanced performance. Assessing the costs of the commitment-based approach is difficult because many problems inherent to the strategy remain to be solved, for example, employment assurances, compensation, effects of technology, supervisors' role, and union-management relations. Most organizations initially make a more limited set of changes when making the transition to a commitment approach. The transformation may be fueled by economic necessity, but other factors shape it. (A work force strategies table compares the following aspects of the control, transitional, and commitment approaches: job design and principles, performance expectations, management organization, compensation policies, employment assurances, employee voice in policies, and labor-management relations.) (NLA)

A significant change is under way in the organization and management of work. The work force can be managed in two ways, one based on control and the other based on commitment. The traditional--or control-oriented--approach took shape in the early 1900s in response to the division of work into small, fixed jobs for which individuals were held accountable. Commitment does not flourish in this environment, and discontent with the apparatus of control has been growing. In the new, commitment-based approach to the work force, jobs are broader than before, combining planning and implementation and including efforts to upgrade operations. Control and lateral coordination depend on shared goals; expertise, rather than formal position, determines influence. Management believes that employee commitment will lead to enhanced performance. Assessing the costs of the commitment-based approach is difficult because many problems inherent to the strategy remain to be solved, for example, employment assurances, compensation, effects of technology, supervisors' role, and union-management relations. Most organizations initially make a more limited set of changes when making the transition to a commitment approach. The transformation may be fueled by economic necessity, but other factors shape it. (A work force strategies table compares the following aspects of the control, transitional, and commitment approaches: job design and principles, performance expectations, management organization, compensation policies, employment assurances, employee voice in policies, and labor-management relations.) (NLA)

A significant change is under way in the organization and management of work. The work force can be managed in two ways, one based on control and the other based on commitment. The traditional--or control-oriented--approach took shape in the early 1900s in response to the division of work into small, fixed jobs for which individuals were held accountable. Commitment does not flourish in this environment, and discontent with the apparatus of control has been growing. In the new, commitment-based approach to the work force, jobs are broader than before, combining planning and implementation and including efforts to upgrade operations. Control and lateral coordination depend on shared goals; expertise, rather than formal position, determines influence. Management believes that employee commitment will lead to enhanced performance. Assessing the costs of the commitment-based approach is difficult because many problems inherent to the strategy remain to be solved, for example, employment assurances, compensation, effects of technology, supervisors' role, and union-management relations. Most organizations initially make a more limited set of changes when making the transition to a commitment approach. The transformation may be fueled by economic necessity, but other factors shape it. (A work force strategies table compares the following aspects of the control, transitional, and commitment approaches: job design and principles, performance expectations, management organization, compensation policies, employment assurances, employee voice in policies, and labor-management relations.) (NLA)

A significant change is under way in the organization and management of work. The work force can be managed in two ways, one based on control and the other based on commitment. The traditional--or control-oriented--approach took shape in the early 1900s in response to the division of work into small, fixed jobs for which individuals were held accountable. Commitment does not flourish in this environment, and discontent with the apparatus of control has been growing. In the new, commitment-based approach to the work force, jobs are broader than before, combining planning and implementation and including efforts to upgrade operations. Control and lateral coordination depend on shared goals; expertise, rather than formal position, determines influence. Management believes that employee commitment will lead to enhanced performance. Assessing the costs of the commitment-based approach is difficult because many problems inherent to the strategy remain to be solved, for example, employment assurances, compensation, effects of technology, supervisors' role, and union-management relations. Most organizations initially make a more limited set of changes when making the transition to a commitment approach. The transformation may be fueled by economic necessity, but other factors shape it. (A work force strategies table compares the following aspects of the control, transitional, and commitment approaches: job design and principles, performance expectations, management organization, compensation policies, employment assurances, employee voice in policies, and labor-management relations.) (NLA)

A significant change is under way in the organization and management of work. The work force can be managed in two ways, one based on control and the other based on commitment. The traditional--or control-oriented--approach took shape in the early 1900s in response to the division of work into small, fixed jobs for which individuals were held accountable. Commitment does not flourish in this environment, and discontent with the apparatus of control has been growing. In the new, commitment-based approach to the work force, jobs are broader than before, combining planning and implementation and including efforts to upgrade operations. Control and lateral coordination depend on shared goals; expertise, rather than formal position, determines influence. Management believes that employee commitment will lead to enhanced performance. Assessing the costs of the commitment-based approach is difficult because many problems inherent to the strategy remain to be solved, for example, employment assurances, compensation, effects of technology, supervisors' role, and union-management relations. Most organizations initially make a more limited set of changes when making the transition to a commitment approach. The transformation may be fueled by economic necessity, but other factors shape it. (A work force strategies table compares the following aspects of the control, transitional, and commitment approaches: job design and principles, performance expectations, management organization, compensation policies, employment assurances, employee voice in policies, and labor-management relations.) (NLA)

A significant change is under way in the organization and management of work. The work force can be managed in two ways, one based on control and the other based on commitment. The traditional--or control-oriented--approach took shape in the early 1900s in response to the division of work into small, fixed jobs for which individuals were held accountable. Commitment does not flourish in this environment, and discontent with the apparatus of control has been growing. In the new, commitment-based approach to the work force, jobs are broader than before, combining planning and implementation and including efforts to upgrade operations. Control and lateral coordination depend on shared goals; expertise, rather than formal position, determines influence. Management believes that employee commitment will lead to enhanced performance. Assessing the costs of the commitment-based approach is difficult because many problems inherent to the strategy remain to be solved, for example, employment assurances, compensation, effects of technology, supervisors' role, and union-management relations. Most organizations initially make a more limited set of changes when making the transition to a commitment approach. The transformation may be fueled by economic necessity, but other factors shape it. (A work force strategies table compares the following aspects of the control, transitional, and commitment approaches: job design and principles, performance expectations, management organization, compensation policies, employment assurances, employee voice in policies, and labor-management relations.) (NLA)

A significant change is under way in the organization and management of work. The work force can be managed in two ways, one based on control and the other based on commitment. The traditional--or control-oriented--approach took shape in the early 1900s in response to the division of work into small, fixed jobs for which individuals were held accountable. Commitment does not flourish in this environment, and discontent with the apparatus of control has been growing. In the new, commitment-based approach to the work force, jobs are broader than before, combining planning and implementation and including efforts to upgrade operations. Control and lateral coordination depend on shared goals; expertise, rather than formal position, determines influence. Management believes that employee commitment will lead to enhanced performance. Assessing the costs of the commitment-based approach is difficult because many problems inherent to the strategy remain to be solved, for example, employment assurances, compensation, effects of technology, supervisors' role, and union-management relations. Most organizations initially make a more limited set of changes when making the transition to a commitment approach. The transformation may be fueled by economic necessity, but other factors shape it. (A work force strategies table compares the following aspects of the control, transitional, and commitment approaches: job design and principles, performance expectations, management organization, compensation policies, employment assurances, employee voice in policies, and labor-management relations.) (NLA)

A significant change is under way in the organization and management of work. The work force can be managed in two ways, one based on control and the other based on commitment. The traditional--or control-oriented--approach took shape in the early 1900s in response to the division of work into small, fixed jobs for which individuals were held accountable. Commitment does not flourish in this environment, and discontent with the apparatus of control has been growing. In the new, commitment-based approach to the work force, jobs are broader than before, combining planning and implementation and including efforts to upgrade operations. Control and lateral coordination depend on shared goals; expertise, rather than formal position, determines influence. Management believes that employee commitment will lead to enhanced performance. Assessing the costs of the commitment-based approach is difficult because many problems inherent to the strategy remain to be solved, for example, employment assurances, compensation, effects of technology, supervisors' role, and union-management relations. Most organizations initially make a more limited set of changes when making the transition to a commitment approach. The transformation may be fueled by economic necessity, but other factors shape it. (A work force strategies table compares the following aspects of the control, transitional, and commitment approaches: job design and principles, performance expectations, management organization, compensation policies, employment assurances, employee voice in policies, and labor-management relations.) (NLA)

A survey of faculty and selected administrators of liberal arts colleges was conducted, with the goals of achieving a greater understanding of the academic workplace for faculty in liberal arts colleges and identifying ways in which the vitality, commitment, morale, and productivity of the faculty could be enhanced. A total of 9,204 faculty in 142 colleges received the survey, and 4,271 responded. In addition, case studies were prepared for 10 colleges (College of Notre Dame of Maryland, College of St. Scholastica, Eastern Mennonite College, Gordon College, Greenville College, Lenoir-Rhyne College, Nebraska Wesleyan College, Simpson College, Smith College, and William Jewell College) which placed in the top third of surveyed institutions in terms of both faculty morale and satisfaction. The following preliminary findings are discussed: (1) degree of faculty satisfaction and morale is higher than expected at many liberal arts colleges; (2) high-morale colleges have congruent cultures and a strong sense of community; (3) institutional leadership practices are critical ingredients in forging strong communities and enhancing faculty morale; (4) the importance of a different conception of faculty scholarship, which emphasizes quality teaching, is growing; and (5) faculty career expectations appear different at liberal arts colleges. Three analyses are presented: "Comparison of Faculty Perceptions of the Workplace at Low and High Morale Colleges," by Ann E. Austin; "High Morale and Satisfaction among Faculty: Ten Exemplary Colleges," by R. Eugene Rice; and a tabulation of faculty responses to the survey (summary data and selected highlights and interpretations). The members of the study's task force are listed, as are the colleges surveyed. (KM)

A survey of faculty and selected administrators of liberal arts colleges was conducted, with the goals of achieving a greater understanding of the academic workplace for faculty in liberal arts colleges and identifying ways in which the vitality, commitment, morale, and productivity of the faculty could be enhanced. A total of 9,204 faculty in 142 colleges received the survey, and 4,271 responded. In addition, case studies were prepared for 10 colleges (College of Notre Dame of Maryland, College of St. Scholastica, Eastern Mennonite College, Gordon College, Greenville College, Lenoir-Rhyne College, Nebraska Wesleyan College, Simpson College, Smith College, and William Jewell College) which placed in the top third of surveyed institutions in terms of both faculty morale and satisfaction. The following preliminary findings are discussed: (1) degree of faculty satisfaction and morale is higher than expected at many liberal arts colleges; (2) high-morale colleges have congruent cultures and a strong sense of community; (3) institutional leadership practices are critical ingredients in forging strong communities and enhancing faculty morale; (4) the importance of a different conception of faculty scholarship, which emphasizes quality teaching, is growing; and (5) faculty career expectations appear different at liberal arts colleges. Three analyses are presented: "Comparison of Faculty Perceptions of the Workplace at Low and High Morale Colleges," by Ann E. Austin; "High Morale and Satisfaction among Faculty: Ten Exemplary Colleges," by R. Eugene Rice; and a tabulation of faculty responses to the survey (summary data and selected highlights and interpretations). The members of the study's task force are listed, as are the colleges surveyed. (KM)