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As an on‐going political process, the European Union has had complex effects on the economic and social contract in and between its member countries. Some consequences may not have been expected, and not the least of these has been the way in which the rules developed for the Community have impacted on national sovereign law‐making powers. This was precisely illustrated in a United Kingdom discrimination case about the assessment of compensation. While the national law fixed a compensation limit, the effect of Community law rules was such that this limit had to be ignored by the national courts. Understanding how this result could be achieved is not merely a matter of academic interest. It is important for any business undertaking proposing to establish subsidiaries either in the present Union or in the many Eastern European countries which are lining up to gain membership. More generally, the lessons of the European Union experience can inform debate internationally about securing social rights in trade blocs which have either been recently formed or which are in the process of creation.

It's not enough to simply acquire alternative and small‐press materials. They must also be made easily accessible to library users by means of accurate, intelligible, and thorough cataloging.

Women with learning disabilities are at high risk of losing their children, yet their experience of this process remains under‐investigated. This study looks at the experiences of eight mothers with learning disabilities who lose custody of their children. In‐depth, semi‐structured interviews were conducted to explore their experiences. Findings suggest that concern about the women's parenting tend to be raised by other people, rather than the women themselves. Many of the women appeared not to understand the process of their children's removal, and said that they felt bullied and victimised by it. All blamed their violent partner or the social workers for what had happened, while some blamed their ‘learning disabilities’. All commented that they had received inadequate support from both services and their families before and after their children were removed. All described intense feelings of loss. The psychological impact seemed to reinforce their feelings of powerlessness and brought the salience of their learning disabilities into focus. Service and clinical implications are addressed.

The purpose of this paper is to look at job design, motivation and teamwork. As the market gets more competitive, companies must change their plan of attack on almost a daily basis. They need to answer the question: what is the best way to do business? As employers look at job design they will find that it is not the only factor that indicates how productive employees are in the workplace. Motivation also determines how much energy employees will expend, as well as what tasks will be accomplished, and in what amount of time it will be completed.

Increasing productivity among employees is the key to a successful work group and firm. This paper will look at job design, motivation in the workplace and teamwork as they continue to be the major factors that determine the amount of work an individual does within a firm. Job design includes three main categories: job enlargement, job rotation, and job enrichment. The job characteristics model, a more recent approach to job design, includes five core job characteristics that include skill variety, task identity, task significance, autonomy, and job feedback.

The paper presents plenty of evidence that organizations are increasingly relying on teams to handle work once taken on by one person. Self‐managed teams are given the authority to make decisions that were once reserved for managers. Cross‐functional teams are used to improve coordination among different departments involved in carrying out a joint project. Many organizations are implementing these teams successfully into their structure. The result is that they are finding them to be more productive and prosperous than the work of single individuals.

Work teams such as self‐directed teams and cross‐functional teams are becoming increasingly popular among firms in today's work environment. Teams can work together in a dynamic business world to gain an edge over the competition.

Overall, job design, motivation, and teamwork tie together and create a work environment that can either help or hurt an organization. If a proper plan is implemented, then the firm should be more productively successful.

Somewhat parallel to the NCLBA is the Elementary and Secondary Education Act (ESEA) signed into law by President Lyndon Johnson in 1965. It was intended to provide schools with additional resources and help poor children climb out of poverty by providing them with a better education. Debate about how much ESEA improved the schools persists, but the weight of the evidence seems to suggest that its impact on student learning was modest. Critics suggest that ESEA provided money without accountability. Similarly, critics of NCLBA claim that the law requires strict accountability without adequate resources (Center on Educational Policy, 2003).