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This report examines the function of experience in the role of vice‐principal as preparation for the school principalship, proposing that a dysfunctional socialization outcome of this career entry pattern is the development of a role orientation that emphasizes managing rather than leading the school. The authors differentiate these two dimensions of the administrative role by suggesting that the managerial function emphasizes organizational stability and maintenance of the day‐to‐day operation, and that the leadership function emphasizes improvements in instructional and organizational arrangements facilitating teaching and learning. While a balance in functions is the preferred orientation implicit in theoretical as well as prescriptive models of the principalship, and principals themselves espouse the desirability of an instructional leadership emphasis, most empirical studies of the principalship indicate a substantial skewing of emphasis in the direction of managerial activities. The paper offers an empirically grounded theoretical explanation of this occurrence. Based on data from the studies of the enculturation process and the work activities of vice‐principals, and guided by socialization theory, the report discusses role‐learning implications of experience in the vice‐principalship role and concludes with seven propositions for further study.

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In a simulated organizational conflict, concession behavior by a negotiator's opponent was manipulated to examine how subsequent third party intervention would influence negotiator perceptions of process control, decision control, distributive justice, and the third party. Negotiators whose opponents made large concessions reciprocated by also making large concessions, suggesting a high level of movement toward agreement by the disputants; subjects whose opponents made few concessions reciprocated in kind, resulting in little movement toward agreement. Third parties, however, imposed outcomes on all negotiators prior to negotiated agreements. Perceptions of decision control, distributive justice, and the necessity of third party intervention were influenced by whether disputants were close to reaching an agreement on their own or not. Outcome imposed by the third party influenced almost all measures. The study suggests that behavior by the disputants (in the form of movement toward agreement), and not just behavior by the third party, can influence ratings of both procedures and outcomes.

This paper reviews published arbitration awards dealing with fighting covering 1980 to 1990 as reported in the Bureau of National Affairs (BNA) and Commerce Clearing House (CCH). It attempts to show arbitral guidelines developed from the case sources. Where disagreement in approach to issues by arbitrators is noted, competing schools of thought are presented The majority of arbitrators define fighting as a physical encounter with the intent of offensively striking another person that must normally occur on company premises. For an employee to be considered acting in self‐defense s/he must have been assaulted by another employee and be of the mind that force is necessary to prevent bodily harm. Moreover, an employee acting in self defense must use only the amount of force necessary to protect himself or herself from danger. The right to discipline for off‐premises fights may be accorded to an employer when the fight is related to disagreements which have had their origins in the work place or is a continuation of a dispute occurring in the plant, or is otherwise clearly work‐related Discipline may also be issued when a supervisor is attacked away from the plant premises. A major factor leading to the mitigation of discipline can occur when both parties to a fight are determined to be equally guilty (i.e., there was no clear provocateur), but one is given a harsher penalty than the other. When assessing penalties imposed for fighting, arbitrators also take into account the length of service and/or the work record of an involved employee. The contrition or lack of contrition by one or both employees may also lead an arbitrator to modify or sustain the degree of the penalty imposed depending on the severity of the altercation. An arbitrator may reduce the degree of discipline based on management's failure to diffuse conditions leading to a fight when these are known in advance, or for inaction to break up a fight before it becomes serious.

The decade from 2000 until 2010 was a turbulent time for Toyota Motor Company. The carmaker came under significant criticism from the United States government, consumers throughout the world, and media critics amid allegations of poor quality control and vehicle safety concerns. Problems with accelerators and brake systems were found on several of its most popular models, a situation initially exacerbated by the slow and somewhat tentative response from top management. Toyota was accused of not addressing early warning signs that appeared several years before the crisis received intense negative publicity. Toyota struggled to retain the confidence of consumers and governmental regulators, eventually recalling approximately eight million automobiles.