Labor-Management Cooperation

[Excerpt] In analyzing labor-management cooperation, it is important to be clear on what it is not. It is not an absence of strikes or conflict. Cooperation is not synonymous with industrial peace. Cooperation may take place even when bargaining leads to work stoppages; conversely, the mere absence of strikes is no evidence that there is labor-management cooperation. In the current period, there is a tendency to equate concessionary bargaining with labor-management cooperation. Demand for and acceptance of givebacks reflect economic pressures and relative bargaining strength and ought not to be interpreted as evidence of a cooperative relationship

Union-Management Cooperation: A Passing Fad or Permanent Change?

[Excerpt] Union-management cooperation is not a passing fad. It is not a new, or even a recent, development on the American labor relations scene. Nonetheless, interest in this subject has been growing. It is the purpose of this article, first, to clarify the meaning of union-management cooperation, indicating what it is and what it is not; second, to describe its history in the United States, going back to World War I; third, to explain the forces, both past and present, that have led to the development of union-management cooperation; fourth, to describe the various mechanisms employed to achieve this cooperation, including the levels of involvement and their scope; fifth, to set forth the necessary and sufficient conditions for successful union-management cooperation: and, finally, to discuss its future

A STUDY OF THE DEFENSIVE BEHAVIORS OF FREE-RANGING DEKAY’S BROWNSNAKES, STORERIA DEKAYI (HOLBROOK, 1836)

The defensive behaviors of free-ranging Dekay’s Brownsnakes, Storeria dekayi, were studied at a site in Erie County, Pennsylvania, USA. Twenty-nine unique sequences of defensive behavior were documented. A total of 50 individual snakes (26 males and 24 females) provided 88 observations during the initial phase, of which 78% (n = 69) were of snakes that remained in place. Snakes were tapped with the investigator’s hand to elicit defensive behaviors during the contact phase. Snakes were more than twice as likely to attempt to flee during the contact phase (46%) than during the initial phase (22%). During the contact phase, mean surface body temperatures were significantly higher in snakes attempting to flee (22.3 ± 1.3 °C) than those that remained in place (16.1 ± 2.2 °C). The most frequently observed response during the contact phase was dorso-ventral flattening of the head and body (n = 42). During capture, most snakes (94%) smeared their cloacal contents on themselves and the investigator’s hand

NATURAL HISTORY OF DEKAY’S BROWNSNAKE, STORERIA DEKAYI (HOLBROOK, 1836), AT A SITE IN NORTHWESTERN PENNSYLVANIA

A population of Dekay’s Brownsnake, Storeria dekayi was studied using mark-recapture techniques in Erie County, Pennsylvania, USA during the spring, summer and autumn of 2012. Morphometric data were similar to that reported for the species, with adult females averaging larger and more massive than adult males. However, sexual dimorphism in snout-vent length (SVL) and total length (TL) was not significantly different (P>0.05) in juveniles, although relative tail length (tl/TL) was dimorphic. Relative tail length in both juveniles and adults was greater in males (tl/TL = 0.22-0.27) than females (tl/TL = 0.18-0.23). Storeria dekayi were active from 21 March through 22 October, and displayed a bimodal activity pattern, with peaks in April and August. Using the Schnabel and the Schumacher-Eschmeyer methods, population size was estimated to be 122 ± 19 and 130 ± 35 individuals, respectively. Density was estimated to be 244 and 260 snakes/ha, and biomass 1.60 and 1.71 kg/ha. Additional data regarding population structure, mortality, diet, reproduction, body temperature, movements and site fidelity are also presented

Conceptions and expectations of mentoring relationships in a teacher education reform context

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The establishment of the Institute of Chartered Accountants of India (ICAI): the first step in the development of an accounting profession in post-independence India

This paper analyses the influence of culture and politics on the establishment of the Institute of Chartered Accountants of India (ICAI) using a theoretical framework, extending the work of Gray (1988) and McKinnon (1986) in which accounting change is analysed into three phases, a source phase, a diffusion phase and a reaction phase. The ICAI is established in a way which is in line with the cultural and social context of India with the ICAI set up under parliamentary charter promulgated through the parliamentary system and with government involvement in the council of the ICAI. In particular, the analysis shows the importance of the relationship between the state and the accounting profession in determining the outcome of accounting change, with in this case, the balance of power being in the hands of the Government

Development of company law in India : the case of the Companies Act 1956

The influence of culture and politics on the promulgation of accounting regulations in the Companies Act 1956 in India immediately post independence is analysed using an exploratory framework based on the work of McKinnon (1986) and Gray (1988). Within the framework, the process of change is analysed into three phases, a source phase, diffusion phase and reaction phase with all phases of change being influenced by intra-system activity, trans-system activity and the social and cultural context of India. In particular, the importance of the role of the Government within the process of accounting change is seen and the social context is seen to influence both the need for change and the process of change

Approximate infrared emissivity calculations for HCl at elevated temperatures

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