Newsday (New York) (Nassau and Suffolk Edition) September 25, 2005, Sunday

Copyright 2005 Newsday, Inc.
Newsday (New York)

September 25, 2005 Sunday
NASSAU AND SUFFOLK EDITION

SECTION: LI LIFE; Pg. G28

HEADLINE: NOTEBOOK;
Students see leaders in action

BYLINE: MARY ELLEN PEREIRA

BODY:
Thirty high school students of Italian heritage from across the United States spent a week in Washington, D.C., this summer, learning about the inner workings of government and public policy. Four were from Long Island.
As part of the National Italian American Foundation's Government and Public Policy Students to Leaders Workshop, the teens met with political leaders, participated in interactive leadership and team-building sessions and were learned about possible career choices.
The local students were Martina Camarda, Bayport-Blue Point High School; Michelle DiDomenico of Plainview, Holy Trinity Diocesan High School in Hicksville; Julia Mann, John L. Miller-Great Neck North High School; and Anthony Mongone of New Hyde Park, Holy Trinity Diocesan High School.
In addition, the students visited the Pentagon, the Italian Embassy and other government institutions.
LAWRENCE
Personnel changes
at Hebrew Academy
The Hebrew Academy of the Five Towns and Rockaway in Lawrence has made some administrative changes for the 2005-06 school year.
Heidi Steil, who has 18 years of experience as a teacher and administrator in preschool education, joins the Hebrew Academy as the early childhood director. A yeshiva graduate, Steil received bachelor's and master's degrees from The City University of New York. She is an active member of the National Association for the Education of Young Children and the Board of Jewish Education.
Joy Hammer was named principal of general studies of the academy's lower school. She comes to the Hebrew Academy after a 20-year career in the New York City public school system as a teacher, communication arts coordinator, assistant principal and principal. She most recently served as principal of PS 18 in Queens Village. Also a yeshiva graduate, Hammer holds bachelor's and master's degrees from Queens College in addition to a professional diploma in supervision and administration. She is a mentor for the Reading and Writing Project at Teachers College, Columbia University.
LINDENHURST
Gorman named
to business post
Robert Gorman is the new assistant superintendent for business in the Lindenhurst School District. He previously was assistant business administrator and assistant director of facilities and operations for the East Meadow School District.
A graduate of Dowling College with a bachelor's degree in administration and finance, he earned a master's degree in management and operations research from Polytechnic University and a professional diploma in school district administration from the C.W. Post Campus of Long Island University.
He began his career in the corporate sector, working for such companies as Estée Lauder and Controlotron Corp.
Gorman said, "My hope would be to give a fresh look to the finances in the [Lindenhurst] district, to do my best for our students, and remember the obligations to do my best for the public good."
RIVERHEAD
Principal named
at Phillips Avenue
Thomas Payton was named principal of Phillips Avenue Elementary School in Riverhead, replacing interim principal Charles Venezia. He comes to Riverhead from Nevada, where he was assistant principal of Addeliar Guy Elementary School in Las Vegas. Originally from New York, he began his career as a fourth-grade teacher in Massapequa.
"I am a big proponent of differentiated instruction," Payton said. "I would say that one of my strengths is my knowledge of curriculum and the application of research-based programs. All children can learn, but children learn in different ways on different days."
Payton received a bachelor's degree in criminal justice from Buffalo State College; a master's degree in elementary education from Hofstra University; and a professional diploma in educational administration from Dowling College.

SACHEM
Murphy appointed
interim superintendent Charles Murphy has been appointed interim superintendent for the Sachem School District. James Ruck is retiring Sept. 30.
Murphy earned a bachelor's degree in business administration, a master's degree in education and a doctorate in educational leadership from Fordham University. He also has a professional diploma from Cornell University's School of Industrial and Labor Relations.
He began his career as a teacher in upstate New York and was an assistant principal at other districts prior to joining the Sachem School District in 1997. At Sachem he has been principal of Hiawatha Elementary School in Lake Ronkonkoma, coordinator for community education, assistant superintendent for personnel, and most recently, assistant superintendent for curriculum and instruction.

VALLEY STREAM
New appointments
at high school level
Thomas Troisi, principal of Valley Stream North High School for the past four years, has been named assistant superintendent for curriculum and instruction for the Valley Stream Central High School District. He replaces Lois Austen, who resigned in March.
Troisi has a doctorate in educational administration from Hofstra University. He previously was assistant principal of Wantagh High School.
Succeeding Troisi as principal is Clifford Odell. Odell is a former assistant principal at Harborfields High School in Greenlawn. A member of the Harborfields School District for eight years, he first served as a guidance counselor and basketball coach.
HIGHER EDUCATION
Management students
get new programs
College of Management students at the C.W. Post Campus of Long Island University will find new programs to hone their financial expertise.
Business and finance students can earn Bloomberg Certificates through an Internet program led by Bloomberg professionals that explains how to track the equity, fixed income and foreign exchange markets. In addition, students can join the Investment Club, which mimics real-time market fluctuations. Participants, acting as analysts, construct and monitor mock portfolios.
For more information, call 516-299-3017.
ISLANDWIDE
Army recruiting
for technology contest
The U.S. Army's eCybermission, a Web-based science, math and technology competition, is open to all students in grades 6 through 9.
Teams of three or four students are asked to define a problem in their community and conduct research and experiments to test their hypotheses. With help from online mentors, Army personnel who are experts in the fields, the teams must identify how their solution can help the community and implement their plans.
Sixteen teams will be selected as regional winners, with each student receiving a prize of $3,000 plus an all-expenses-paid trip to Washington, D.C., for the national judging.
Four teams will be deemed national first-place winners and earn an additional $5,000 each.
Registration for the competition runs through Dec. 12. For more information, visit www.ecybermission.com.
Engineering firm
awards scholarships H2M Group, a construction, engineering and architectural consulting firm based in Melville, awarded $500 scholarships to six recent graduates.
The recipients are Diana Franco, George W. Hewlett High School; Craig Ginsberg, Holy Trinity Diocesan High School in Hicksville; Kevin Glover, Garden City High School; Krista Green, Bayport-Blue Point High School; Albert Li, Huntington High School; and Jonathan Scholl, The Wheatley School in Old Westbury.

The Seattle Times, September 25, 2005, Sunday

Copyright 2005 The Seattle Times Company
The Seattle Times

September 25, 2005 Sunday
Fourth Edition

SECTION: ROP ZONE; Business; Pg. D1

HEADLINE: Labor's new frontier;
Service sector demands new organizing tactics

BYLINE: Shirleen Holt, Seattle Times business reporter

BODY:
As the Boeing Machinists strike enters its fourth week, unions representing a much larger constituency are gearing up for their own effort: Bringing a movement born in the factories of the industrial age to the 21st-century service economy.
It won't be easy. Like the rest of the nation, the state's service sector which employs people who do things rather than make things is spread out in office buildings, institutions and homes from Vancouver to Bellingham. The labor force is composed of store clerks, hotel maids, landscapers and receptionists. They work in small local businesses and large corporations with faraway headquarters.
They earn on average $39,000 a year compared with the $43,000 for workers in what economists label the "goods-producing" (and often unionized) industries manufacturing, construction, agriculture, mining or logging.
These workers also represent the fastest-growing segment of Washington's economy. While goods producers lost 17,000 jobs since 1990, service employers added 625,000. At the same time, union membership has declined in the state's private sector, from 22 percent in 1983 to about 13 percent today.
Led by the Service Employees International Union, the rebel organization that defected from the AFL-CIO earlier this summer, reform-minded labor leaders say the only way to keep the movement from becoming extinct in this changing economy is to overhaul it.
"If you're told that a company had the same product line and corporate structure in 2005 as it had in 1955, you could probably conclude that the company is failing," says David Rolf, president of SEIU's Local 775, which represents 26,000 long-term caregivers in Washington.
He echoes his boss, Andrew Stern, who presides over the 1.8 million-member national SEIU.
Stern was the architect of the biggest labor shake-up in more than 50 years when his and three other unions bolted from the AFL-CIO, taking a third of the federation's membership with them.
The unions set up a rival group, the Change to Win Coalition, that now includes laborers, carpenters and farmworkers unions; the Teamsters; United Food and Commercial Workers and UniteHere, which represents hotel and textile workers.
To build their numbers, reform leaders are suggesting dramatic changes:
Reorganize organizing
When manufacturing dominated the economy, unions could organize around a single large employer such as Boeing or Ford which had concentrated work forces and few competitors and labor could exercise considerable clout.
Service businesses, on the other hand, have a dispersed work force and lots of competitors. A campaign targeting a single employer puts that company at a disadvantage against others with lower labor costs.
"You've got to really organize by industry to have any power to make changes," says Kim Cook, president of SEIU's Local 925, representing 14,000 classified employees in early education.
To win over key employers, SEIU promises that a union won't be created unless more than half their competitors also agree.
SEIU used that method, combined with some old-fashioned picketing, to organize 70 percent of the janitors in northern New Jersey, more than doubling their wages to more than $11 an hour, according to a New York Times Magazine profile of Stern written in January.
Consolidate
The leaders that broke away from AFL-CIO claim the labor movement can't gain clout under its current structure, which has dozens of unions representing slices of the work force too small to effect much change.
"I remember going to a meeting a couple of years ago with Providence Health Systems," Rolf says. "There were people from the laborers [union], office workers, SEIU locals, independent state nurses association, operating engineers. There must have been 10 unions in that room that represented workers in one specific company."
The rival coalition, Change to Win, wants to merge unions around industry sectors such as health care, security or waste management.
The philosophy has already stirred controversy and turf battles. The American Federation of State, County and Municipal Employees charged that SEIU was trying to raid members in California, Pennsylvania and other states. "The last thing we need is to compete for existing members," the national union wrote in a statement critical of the Change to Win coalition.
This past Monday the two unions made peace and agreed to fight for members in California and Pennsylvania.
Rick Bender, who heads the Washington State Labor Council, doubts that voluntary mergers will come anytime soon.
"These internationals are not going to give up these people they represent."
Think like a business
Rolf sprinkles his speech with terms like "market share," "product lines" and "strategic leverage."
Business principles infuse the rebel unions' strategies, both in organizing campaigns and also internally.
Under Stern's guidance, SEIU has adopted what have been traditionally corporate practices: viral marketing (the president himself has a Web log), media PR blitzes and image branding, visible on every SEIU local Web site and in the union's signature purple apparel.
In re-engineering the movement, the leaders are posing the kinds of questions asked in business schools.
"What's our product line for the 21st century?" Rolf asks. "If you could build a labor movement from scratch, what would it look like? What's our role in upscaling workers so they have more choices? What's our role in globalizing that looks different than, `let's defeat globalizaton'?"
They're asking why union management, rather than shop stewards, is spending the bulk of its time handling grievances brought by the small percentage of workers who have problems on the job. And they're asking: "Why are we married to the Democrats?"
"Any sort of monopoly party strategy in a two-party system means that half the time you don't have any friends to talk to. We should be invading the Republican Party the same way that Republicans invaded the Democratic Party a few years ago," Rolf says.
They're also prepared to turn on Democrats who don't support them. When state Rep. Helen Sommers, a pro-labor Democrat and head of the House Appropriations Committee, wanted to deny raises to home-care workers, SEIU and the Washington State Labor Council stunned Olympia by backing her opponent, Democratic activist Alice Woldt. Sommers won re-election, but labor's message was clear.
Revive union populism
If business-style innovation represents one side of the reform coin, the familiar push for social justice occupies the flip side.
SEIU hopes to revive the class-struggle sentiment that gave labor unions their fire in the 1930s.
Union locals in Washington held a spate of old-style campaigns in the past two years, picketing Swedish Medical Center, pushing for bargaining rights for in-home day-care providers, calling a strike against Group Health Cooperative, and most recently rallying for the striking Boeing Machinists.
The campaigns have carried a militancy not seen in recent years. During the 2003 and 2004 legislative sessions, SEIU disrupted Olympia's usual civility when advocating raises for long-term care contractors, who were granted collective-bargaining rights through an SEIU-backed voters' initiative.
Led by Rolf, members held rallies with protesters clad in the union's signature purple. They chanted songs blasting lawmakers, held a vigil at former Senate Majority Leader Jim West's Spokane home and even persuaded a former caregiver of West's mother to scold the senator.
The confrontations angered the Republicans and offended the Democrats.
"They forget we're real people," a frustrated Democrat, Sen. Darlene Fairley, told The Associated Press near the end of 2003's contentious session.
In the end, SEIU got the raises.
The unions' recent victories, however, have largely taken place in the public sector, the "low-hanging fruit" for organizers, since government agencies are ostensibly less hostile to unions than private employers.
The real test of modern labor's effectiveness will take place in the private industry with employer resistance and, in some cases, an apathetic work force.
Marcus Courtney, founder of the Washington Alliance of Technology Workers, has tried to organize tech workers since 1998 with little luck.
Despite efforts at Microsoft, Amazon.com, RealNetworks and Washington Mutual, the union can only claim about 500 members.
"There's legitimate criticism to be leveled at the American labor movement to not reaching out to new types of workers and understanding the changes taking place in the economy," Courtney says. "But at the same time you can't blame the entire decline of the American labor movement on labor. There are employers who have tremendous power to delay the ability of workers to organize."
Many companies now employ "union-avoidance specialists," and the workers themselves many of them under 30 and beneficiaries of pay and perks won by earlier generations are often skeptical about what a union can do for them that they can't do themselves.
"We don't care for class war and Union Yes! posters," a labor-relations student at Cornell University wrote on the Seattle Times.com opinion blog, responding to a debate over the future of organized labor.
"What we want to know is how having an organized voice is better than having profit sharing, how seniority is more valuable than performance bonuses, and how security is better than mobility."
Courtney, Rolf and others are aware that coming battles include winning not only the hearts and minds of employers, but in some cases the employees, too.
For them, Rolf offers a word of caution: "Anything enlightened management grants can be taken away."
Shirleen Holt: 206-464-8316 or sholt@seattletimes.com

The Daily Record (Baltimore, MD), September 24, 2005, Saturday

Copyright 2005 Dolan Media Newswires
The Daily Record (Baltimore, MD)

September 24, 2005 Saturday

SECTION: NEWS

HEADLINE: National Watch and Clock Museum in Pennsylvania chronicles the science of measuring time

BYLINE: Mary E. Medland

BODY:
Unless we're late, most of us don't give a whole lot of thought to our wristwatches, nor the alarm clock until it's time to shut it off and start another day.
But hike on up to Lancaster County, Pa., for a visit to the National Watch and Clock Museum, and you'll never think the same about horology -- "the science of measuring time" or "the art of making timepieces."
Before there was the museum, there was the National Association of Watch and Clock Collectors, which was founded in 1943 by hobbyists, educators, collectors, students and pretty much anyone fascinated with timekeeping. By the early 1950s, the association's secretary, collector Earl Strickler, had grown the organization and raised enough money to hire a number of people to work with him from his home.
Continuing to grow, in 1971 the association purchased a building from Pennsylvania Power and Light with the intention of opening a museum and housing the association's administrative staff. In 1977, the nonprofit museum opened its doors to the public.
In 1999, a $7 million renovation was completed; the museum, which started off as 8,000 square feet, has doubled in size. Today, the museum boasts North America's largest collection of time-keeping artifacts, a 30-person staff and 15,000 annual visitors, and the association has grown to some 26,000 members from 55 countries.
Originally there were 1,000 pieces on display; now, about 20 percent of the 12,000 items in the collection can be seen.
For those wishing to research the provenance of the clock passed down from grandparents or purchased in an antique store, the museum has a library and research center with nearly 5,000 sources of information -- computers, videos, books and journals -- that are available to the public. On the second Saturday of every month there are different programs and speakers.
A few of the standout items at the museum include a table clock that dates to 1570, sundials from the 17th century and, in the Asian section, an antique clock with a stick of incense that burns for precisely one hour. At the end of that hour, a ball is dropped -- the resulting noise alerting those in earshot of the time.
In the 18th-century gallery, there are musical clocks that date back to the late 1700s. Describing an elaborate German glass bell musical clock from 1770, the museum writes, "Typical of clocks of this period, this Black Forest musical clock has a wooden movement with verge escapement " or 'cow's tail' pendulum. " The 30-hour movement strikes the quarter-hour and hour. Six melodies are each played through twice, when manually selected, on nine original glass bells. The carved and painted wooden dial features an armorial crest with crown. Two standing lions flank the chapter ring. Gold and silver leaf accents the red and blue paint."
Another nifty clock in the collection is the conical pendulum statue clock. Dating to 1875, it is an 11-foot French clock that was made by a Monsieur E. Farcot for display the following year at the Philadelphia Centennial Exhibition. With a silver-bronze statue of a woman and a marble-and-onyx base, the pendulum, which is attached to the woman's hand, does not swing from side to side as is typical, but rather swings conically.
From the 19th-century collection, there's an alarm clock that does not go off at a specific time, but rather after a certain period of time has passed. Made in Paris by Monsieur H. Laresche; Emperor Napoleon Bonaparte was a client.
Apparently getting workers out of bed to head off for the salt mines is not a new problem. Around 1910, an unknown American clockmaker came up with the kitschy "Tugaslugabed." The clock itself was bolted to the floor and before nodding off, dead-to-the-world sleepers wrapped a ring around their toe (ring and clock were connected by string.) When the alarm went off the next morning, the clock gave a good, hard tug to the toe-ring's string.
In addition to the museum's permanent exhibit, there's a temporary show -- through June 2006 -- that will charm all ages. "What's in Your Cereal Box? American Pop Culture Timepieces" features more than 125 timepieces, many of which were given as premiums by cereal manufacturers, including Cocoa Puffs, Lucky Charms and Cheerios.
The genesis for the exhibit began in the early 1970s when Ursula Metsker -- author of "Time: A Premium" -- noticed on the label of a can of Starkist tuna that all she had to do to get a watch was to send in the label. She did, and an addiction was begun.
Celebrities in this watch-wall-alarm clock exhibit include Bart Simpson, Mr. Peanut, Superman, Pocahontas, the California Raisins, Little Mermaid, Pillsbury Doughboy, Morris the Cat, Mickey Mantle, Mickey Mouse, and Beauty and the Beast.
The National Watch and Clock Museum
514 Poplar St.
Columbia, Pa. 17512-2130
Hours of operation:
April-December
Tuesday-Saturday, 10-5
Sunday, 12-4 p.m.
January-March
Tuesday-Saturday, 10 a.m. to 4 p.m.
Closed Sundays, Mondays and major holidays.
Admission:
Adult -- $7
Senior citizen (60+) -- $6
Family (two adults and children) -- $20
Child (ages 6-16) -- $4
Free to members of National Association of Watch and Clock Collectors and their dependents
Engle Clock
One can only guess what it was that Stephen Engle was smoking when he spent 20 years creating the clock that was billed as the Eighth Wonder of the World. It's an 11-foot-high, 8-foot-wide, 3-foot-deep, 1,049-pound clock that has a cast of characters that includes Jesus, all 12 of the apostles, Satan, Father Time, the Grim Reaper, Orpheus and Linus.
If that's not enough, it also has a platoon of Continental Army soldiers who rush past Molly Pitcher on their way to the Battle of Monmouth. And, Engle added characters who play background music.
Engle begins the hour by reminding us of our mortality with a skeleton banging a bone on a skull. In the hour's remaining 15-minute increments, Father Time makes an appearance, as do figures representing youth and middle age, the latter of which happens to be a dead ringer for Stephen Engle. Forty minutes into the hour, the Continental soldiers charge by, and 15 minutes later, the apostles make their appearance.
Once Engle completed his magnificent opus, he turned the clock over to a Captain and Mrs. Reid, who dubbed it the Eighth Wonder and proceeded to schlep it around the United States -- charging a small fee for admission. Due to the fragility of the clock, it does not run continuously. However, when visitors reach a critical mass, museum guides are happy to put it through an entire hour-long performance in about 10 minutes.
School of Horology
Ready for a career change? There is world-wide a shortage of skilled clock and watch repairmen and restoration experts.
The School of Horology, which opened in 1995, is right across the street from the National Clock and Watch Museum in Lancaster, Pa. There are two programs -- one in watch and clock repair and another in restoration -- which are certified by the Accrediting Commission of Career Schools and Colleges of Technology.
Enrolled students take courses such as Hairsprings, Cuckoo Clock Repair, Introduction to Escapements and Reversed Painting on Glass. The clock repair program consists of 10 70-hour courses in two-week increments.
And a few of the schools students are not at all who one would expect.
Arthur Finn retired from the University of North Carolina Chapel Hill's School of Medicine, where he had been a professor of medicine and cell and molecular physiology. He enrolled to determine how his 1795 English grandfather clock actually worked. He's now back home in Carolina in a new profession -- with a four-month waiting list for his newly acquired skills.
With a degree in labor relations from Cornell University, an MBA from Santa Clara University and a good run as a recruiting services consultant for the telecommunications, computer and consulting industries, Gene Wypyski decided it was time to expand his love of his antique clock collection one step further and headed for the school. Today, he and his wife own an antique clock shop in Georgia.

The Globe and Mail (Toronto, Canada), September 21, 2005, Wednesday

The Globe and Mail (Toronto, Canada), September 21, 2005, Wednesday

MANAGING BOOKS: WORKPLACE POLITICS

Got a good idea? A little Machiavelli goes far
By HARVEY SCHACHTER

Wednesday, September 21, 2005 Page C2

Get Them On Your Side
By Samuel Bacharach
Platinum Press, 234 pages, $26.95
Good ideas aren't enough. To get those ideas adopted, and implemented, you need political competence.

The word "political" in organizations has been given a negative cast, thanks to obsequious, ambitious souls, who are more interested in buttering up colleagues to boost their personal fortunes than getting things done.

But in an era of empowerment, when ideas can come from all over the organization and need cleverly constructed strategies to come to fruition, political competence is an admirable (if little-discussed) trait.

"In order to get results, you have to identify allies and resistors, you have to get buy in, you have to build coalitions, and you have to lead politically," Cornell University professor Samuel Bacharach writes in Get Them On Your Side.

Understanding the political terrain starts with objections. You can expect them, no matter how brilliant your idea is. Prof. Bacharach lists the six common ones to anticipate:

"Your idea is too risky."
"That idea will make things worse."
"Your proposal won't change a thing."
"You don't know the issues well enough."
"You're doing it wrong."
"You have ulterior motives."

Inertia is comfortable, so you'll be hit by veiled or even outright attacks. You can try to confront the arguments head on, point by point. You could try to let your critics rant and rave, until others are tired of their protests, or try to steer around them. But Prof. Bacharach says those are defensive actions that are likely to create antagonisms.

Instead, he urges you to plan ahead, by analyzing the goals of people around you, and looking for how to find allies. People fall into four categories, based on whether they prefer planned or improvised actions, and whether they favour tinkering or major overhauls:

Traditionalists prefer to tinker but want to do so in a planned, rational way. They are wary of change but will accept it when regenerative -- the purpose of the change is to integrate the past successes of the organization into the current reality. The strength of this approach is that it's cautious and reflective. The weakness is that it focuses on the past and can ignore important differences with today.

Adjusters also prefer modest tinkering, but like to do so in an improvisational way. They assume change is inevitable but unpredictable, and so only react when necessary. The approach focuses on the present, and how to react to the external situation. Timing is critical; you have to figure out when to pursue the change -- when it will seem right to them.

Developers prefer planned change -- but also love major overhauls. They like a rational, scientific systematic approach, such as the Six Sigma quality method.

Revolutionaries want to fundamentally transform the mission and the processes of the organization but unlike the developers don't engage in a planned approach. They are nimble and reactive.

A key element of political competence, the author stresses, is to understand which of those four agendas your change falls under and then map out where the main people whose support you need fit on the same schema. By understanding their mindset, you can figure out who is likely to be an ally and who is a resistor.

If you are proposing a revolutionary improvising approach, for example, you can't expect support from a traditionalist, who is the opposite, preferring planned and incremental change. But you might be able to win over those who at least like the improvisational elements of your plan or who have a zest for big change.

That can help you gain initial support. Beyond that, you need to justify your actions to everyone, get buy-in, and lead a coalition that puts your ideas in place.

Prof. Bacharach outlines each of those steps in clear, practical fashion. By the end, you should be more politically competent, in the best way.

Buffalo News (New York), September 21, 2005, Wednesday

Copyright 2005 The Buffalo News
Buffalo News (New York)

September 21, 2005 Wednesday
FINAL EDITION

SECTION: LOCAL; Pg. B1

HEADLINE: County plan sets sights on unions

BYLINE: By Matthew Spina - NEWS STAFF REPORTER

BODY:
Joel A. Giambra's four-year plan puts Erie County's unions more squarely in his cross hairs than he had predicted.
The county executive's plan -- written largely by the control board's financial consultant -- complains about the generosity of a union worker's paid time off; a medical plan that offers monthly massages and requires no premiums; and 15 annual sick days, of which the average worker took 14.9 in the year that ended in August.
Giambra wants the unions to not only surrender perks but to get more done. One passage suggests using satellite technology to gauge the productivity of workers on the road.
Unions represent nine of every 10 county workers, and Giambra wants them to bend under the threat of a wage freeze imposed by the control board, should its seven state appointees become a "hard board" able to cancel raises.
He admits it's a long shot.
An expert in labor issues tends to agree.
"Force the unions to the table, under the threat of a control board? I think it falls flat on its face," said Cliff Suggs, a former federal mediator on the faculty of Cornell University School of Industrial and Labor Relations. "The control board might be able to freeze my wages. They can't take anything away."
Suggs, who has mediated issues between the county and its unions, believes the county worker has been made a scapegoat by some leaders and by the general public. The unions bargained for their benefits, he said. "The unions didn't go in with a gun and say, 'You will give me this.' "
If the Legislature endorses Giambra's four-year plan, it would help him confront the unions.
If the Legislature doesn't embrace the plan by Oct. 1, the same events might unfold. The control board, free to become a panel with teeth, would expect him to pursue his recommendations. After all, many were added by the board's own consultant, The PFM Group.
Legislators did nothing about the plan Tuesday. They are in a behind-the-scenes struggle over whether the property tax increase, plus expensive deficit financing, can be altered by raising the sales tax. They have 11 more days to find a consensus.
In the four-year plan's 28 pages analyzing the work force, Giambra and PFM raise these questions:
Should Erie County employees receive free health coverage when 88 percent of private sector workers nationwide pay a portion of their premiums and 44 state governments, including New York's, also ask their workers to pay a share?
The county gives $100 a month to employees who opt out of family coverage and join the plan offered by their spouse's employer, but should the county still pay $100 when the spouse's employer also is Erie County?
Why does the county grant its average worker 15 sick days a year, about five days more than the private sector average, and why does the Erie County worker take 10 days' sick leave in a typical year, twice what a private worker takes? For the year that ended in August, during which morale plummeted amid layoffs and budget acrimony, county workers averaged 14.9 sick days.
Why do Erie County workers get eight hours' pay for working six hours during the summer? Why do they get full benefits even before completing a probation period? And why can they get extra cash if they regularly take less than their one-hour paid lunch?
Many county employees and union leaders feel like pinatas. Their workloads rose sharply when 1,500 full- and part-time co-workers were laid off, and many officials and the general public believe the more they pummel the unions, the more likely a fortune in savings will spill out.
Union leaders are quick to counter that Giambra now targets many of the benefits he once granted. For instance, workers don't contribute to their health insurance premiums because they agreed to a single provider, saving millions. Retirees now get free health insurance because that was offered in exchange for no raise in 2004.
While workers get 15 sick days a year, they aren't covered by New York State disability insurance, so they must bank sick time to brace for a serious illness. Workers are eligible for extended sick leave after 10 years on the job.
When debating how to patch the 2005 deficit, some leaders and citizens suggested a 10 percent pay cut for all. But many employees lost income anyway by bumping into lower paying jobs to survive rounds of layoffs. Concessions by the blue-collar union provided the flexibility to open the county's parks this summer on an austere budget.
The Civil Service Employees Association has stressed that its members shouldn't have to pay for Giambra's poor budget-making.
Local 815 President Joan Bender and other high-ranking leaders say their contract doesn't expire until the end of 2006, and the CSEA does not intend to change it.
"We have told Joel there are cost-saving initiatives we would be happy to work with him on, and he is only interested in his things. We have been told in no uncertain terms that it's his way or the highway," Bender said.
". . . There's no way I can go back to our members and ask them to give away things for nothing. And they would vote them down anyway."
John Orlando, who heads the county's blue-collar union, has said he wants to keep the control board soft because he sees the trouble Buffalo's board has caused for the city's workers. But Orlando, now negotiating a new contract, has said he will not bend on many of Giambra's requests.
Giambra's report says Philadelphia, Washington, D.C., and Pittsburgh, recovered financially by wringing savings from their personnel costs, along with other measures. But New York requires its governments to negotiate nearly all changes to past practices because public employee unions are barred from striking.
"Unions throughout the state, particularly in Western New York, have sort of drifted toward extraordinarily generous deals that make government workers inefficient," said E.J. McMahon, director of the Empire Center for New York State Policy, an affiliate of the Manhattan Institute, a conservative think-tank.
"Their general tendency, in order, is never to give back anything they won at the bargaining table. Before they do that they will take a wage freeze with the full intention of getting it back at the other end, at the first sign of a refreshment in revenues.
"They will also tend to take layoffs . . . because after all layoffs in the traditional union sense are to the least important union members. The most important members, the tail that wags the union dog, are the most senior members.
"So unions tend to accept layoffs," McMahon said, "and accept them fairly readily as an alternative to givebacks, and then go out and bemoan the consequences for public service after the layoffs occur."
Suggs, of the Cornell school, has a different take: "One of the things you need in doing any type of bargaining is you need a solid basis of trust. That certainly has not happened, at least in this county situation," he said. "It has been unfortunate."
e-mail: mspina@buffnews.com

Chicago Tribune, September 20, 2005, Tuesday

Copyright 2005 Chicago Tribune Company
Chicago Tribune

September 20, 2005 Tuesday
Chicago Final Edition

SECTION: BUSINESS ; ZONE C; Pg. 3

HEADLINE: No raids, vow 2 unions in AFL-CIO split;
SEIU, AFSCME form joint unit for home health workers

BYLINE: By Barbara Rose, Tribune staff reporter

BODY:
Two big unions have ended their bitter war in California by agreeing not to raid one another's members and to work together around the country.
The two-year pact announced Monday between the Service Employees International Union and the American Federation of State County and Municipal Employees allays fears that labor was headed down a destructive path after its historic split at the AFL-CIO convention in Chicago in July, union experts said Monday.
SEIU led renegade unions who broke away from the 50-year-old national federation, saying it could do a better job of organizing. AFSCME remained an AFL-CIO stalwart.
"AFSCME is one of the leading unions that has argued all unions should stay together," said Cornell University labor expert Richard Hurd. "The fact they are now sitting down with SEIU is encouraging."
The agreement establishes a legally binding procedure for resolving disputes without resorting to costly organizing battles such as the bitter fight that heated up in July over more than 200,000 home health-care workers in California.
Equally important, it provides for talks that could lead to swapping members in markets where one union is stronger than the other, with the aim of giving members greater clout by concentrating workers in a similar industry in a single union.
"There were efforts prior to the AFL-CIO convention to promote this kind of dialogue, but it was rejected" by the renegades, Hurd said. "This indicates they are willing to work with unions that have not seen fit to join the exodus but are interested in addressing longer term structural change."
SEIU Secretary Treasurer Anna Burger said the agreement demonstrates the breakaway coalition's commitment to growing rather than dividing the labor movement.
"I hope that now that we've done this there will be more discussions about how we can all work together," she said.
AFSCME spokeswoman Jodi Sakol said, "We see this as paving the way for similar agreements with other unions who have departed from the AFL-CIO."
In California word of the agreement had not yet reached many of the home health-care workers who were the focus of SEIU's campaign to raid a troubled AFSCME affiliate.
"I'm still getting bombarded by the mailings," Pretti Hilton, a home-care worker in Riverside, Calif., said Monday.
The agreement establishes a new joint union to represent home-care workers who have not won contracts. SEIU will drop its efforts to recruit Hilton and others in Riverside County, where AFSCME/United Domestic Workers recently won a new contract.
The two unions will continue to represent their respective home health-care workers elsewhere in California while cooperating on lobbying and other activities.
"It looks like they've patched things up in a way that could solve one of the biggest problems that emerged in July," said UCLA labor expert Ruth Milkman. "The Riverside battle was an incredibly disturbing development."

Chicago Tribune, September 20, 2005, Tuesday

Copyright 2005 Knight Ridder/Tribune Business News
Copyright 2005 Chicago Tribune
Chicago Tribune

September 20, 2005, Tuesday

KR-ACC-NO: TB-UNIONS-20050920

HEADLINE: Rival unions end California war

BYLINE: By Barbara Rose

BODY:

CHICAGO -- Two big unions have ended their bitter war in California by agreeing not to raid each other's members and to work together around the country.
The two-year pact announced Monday between the Service Employees International Union and the American Federation of State County and Municipal Employees allays fears that labor was headed down a destructive path after its historic split at the AFL-CIO convention in Chicago in July.
SEIU led renegade unions who broke away from the 50-year-old national federation, arguing they could do a better job of organizing. AFSCME, meanwhile, remained an AFL-CIO stalwart.
"AFSCME is one of the leading unions that has argued all unions should stay together," said Cornell University labor expert Richard Hurd. "The fact they are now sitting down with SEIU is encouraging."
The agreement establishes a legally binding procedure for resolving disputes without resorting to costly organizing battles such as the bitter fight that heated up in July over more than 200,000 home health care workers in California.
Equally important, it provides for talks that could lead to swapping members in markets where one union is stronger than the other, with the aim of giving members greater clout by concentrating workers in a similar industry in a single union.
"There were efforts prior to the AFL-CIO convention to promote this kind of dialogue, but it was rejected" by the renegades, Hurd said. "This indicates they are willing to work with unions that have not seen fit to join the exodus but are interested in addressing longer term structural change."
SEIU Secretary Treasurer Anna Burger said the agreement demonstrates the breakaway coalition's commitment to growing rather than dividing the labor movement.
"I hope that now that we've done this there will be more discussions about how we can all work together," she said.
AFSCME spokeswoman Jodi Sakol said, "We see this as paving the way for similar agreements with other unions who have departed from the AFL-CIO."
In California, word of the agreement had not yet reached many of the home health care workers who were the focus of SEIU's campaign to raid a troubled AFSCME affiliate.
"I'm still getting bombarded by the mailings," Pretti Hilton, a home care worker in Riverside, Calif., said Monday.
The agreement establishes a new joint union to represent home care workers who have not won contracts. SEIU will drop its efforts to recruit Hilton and others in Riverside County, where AFSCME/United Domestic Workers recently won a new contract.
The two unions will continue to represent their respective members elsewhere in California while cooperating on lobbying and other activities.
"It looks like they've patched things up in a way that could solve one of the biggest problems that emerged in July," said UCLA labor expert Ruth Milkman. "The Riverside battle was an incredibly disturbing development."
-----
To see more of the Chicago Tribune, or to subscribe to the newspaper, go to http://www.chicagotribune.com. Copyright (c) 2005, Chicago Tribune
Distributed by Knight Ridder/Tribune Business News.

Rochester Democrat and Chronicle, September 19, 2005, Monday

Copyright 2005 Rochester Democrat and Chronicle
All Rights Reserved
Rochester Democrat and Chronicle (New York)

September 19, 2005 Monday Metro Edition

SECTION: BUSINESS; Pg. 12D

HEADLINE: SMALL BUSINESS NEWS

BODY:
Talk planned on how disasters affect insurers
Early estimates have Hurricane Katrina costing insurers as much as $100 billion in losses - making Katrina the most expensive hurricane in history. Marsh - a risk management company - will talk about how Katrina and other natural disasters will affect the insurance industry, among other topics, at its Annual Market Review and Forecast at 8 a.m. Sept. 28 at the RIT Inn & Conference Center. For details, call (716) 843-4521.
Top 100 event will be held Nov. 8 at Riverside
Rochester's annual Top 100 luncheon will be at noon Nov. 8 at the Riverside Convention Center, 123 E. Main St. downtown. The Top 100, sponsored by the Rochester Business Alliance and KPMG, features Rochester's fastest-growing privately owned companies based on revenue over a three-year period.
The luncheon coincides with the RBA's annual meeting, which will include the organization's annual report from board Chairman Brian Hickey, regional president for M&T Bank, and RBA President and Chief Executive Sandy Parker.
For more information, go to www .rochesterbusinessalliance.com or call (585) 263-3653.
Businessman honored for helping firm recover
Turnaround Management Association, a nonprofit organization that helps suffering businesses make turnarounds, honored a Rochester-area businessman for helping to orchestrate a recovery for a company in Watertown.
Ronald Castor of JC Jones & Associates won a small-company turnaround award for helping Knowlton Specialty Papers, which has $50 million in revenue, make an improvement in its operations.
Career Development moves to State Street
Career Development Services has moved from its East Avenue location to 150 State St., which is also the home of the Rochester Business Alliance. The move to the newly renovated third floor will allow economic efficiencies and a chance to enhance services.

Author offers workshop on disengaged workers
A presentation and workshop on "The growing trends of work force disengagement" will start at 8 a.m. Wednesday at Tastings Restaurant at Wegmans Food Markets Inc. in Pittsford Plaza. The talk, sponsored by Lee Hecht Harrison and Cornell University School of Industrial and Labor Relations, will be given by Andrew Harrison, a Rochester native and author of career-related books. The cost is $20 for members of the Genesee Valley Chapter of the Society for Human Resource Management and $25 for nonmembers. For more information, go to www.gvcshrm.org.

Small-business seminar set at Fairport library
The Small Business Development Center at the State University College at Brockport and the Fairport Public Library will hold a small-business workshop at 7:30 p.m. Sept. 27 at the Elma Gaffney Meeting Room at the library, 1 Village Landing. The workshop is free, but advance registration is required. To register, go to www.fairportlibrary.org.
Finger Lakes Workforce board meets this week
The Finger Lakes Workforce Investment Board Inc. will have its next board meeting at 8:30 a.m. Wednesday at the Geneva Lakefront Ramada Inn. Melissa Crystal of the Finger Lakes One Stop in Ontario, Wayne County, will present an overview on the workshop, "Succeeding at Work." The meeting is open to the public. For more information or to make a reservation, call (315) 789-3131.
We want to hear about your small business
Send us news about your small business or information for small-business owners.
Contact us by fax at (585) 258-2583 or e-mail reporter Amy H. Wu at awu@ DemocratandChronicle.com.

The Union Leader (Manchester, NH), September 19, 2005, Monday

Copyright 2005 Union Leader Corp.
The Union Leader (Manchester NH)

September 19, 2005 Monday STATE EDITION

SECTION: BUSINESS; Pg. C2

HEADLINE: BUSINESS PEOPLE

BODY:
-----
Employment group elects Hirsch fellow BOSTON -- The College of Labor and Employment Lawyers has elected Jeffrey L. Hirsch as a fellow. Hirsch, who lives in Georges Mills section of Sunapee, N.H., is co-chair of Robinson and Cole law firm's Labor, Employment, and Benefits Section.
The College of Labor and Employment Lawyers is a non-profit professional association honoring the leading lawyers nationwide in the practice of labor and employment law.
Since 2001, Hirsch has served on the editorial board for Bender's Labor and Employment Bulletin, a national publication.
He holds a B.S. from Cornell University School of Industrial and Labor Relations and J.D. from Boston University. He taught in Boston University's M.B.A. program and is a fellow in the school's Human Resources Policy Institute. -----
Wellness agency announces officers WINDHAM -- Center for Life Management (CLM), a non-profit community mental health organization serving the region for 38 years, recently announced its officers and new members of the Board of Directors for 2005-06.
Board officers include: Chairman, Philip Plante, a resident of Hampstead and vice president with Community Bank & Trust Co. in Plaistow; Vice Chairman, Daniel Griffiths, human resource manager with GOAL QPC in Salem; and Secretary, Bernice Moulton, a Sandown resident and senior payroll specialist with Paychex, Inc.
Three new members have joined the Board of Directors. They are: Susan Daland, a Derry resident and a DWI intake coordinator and program instructor for R.E.A.P./Serenity Place; Susan Noel, a resident of Windham and owner of "Off the List" concierge service; and Jay Ferriter, also of Windham and vice president of corporate services at Caritas Holy Family Hospital as well as a senior lecturer for health law and health management at Northeastern University.
The Center for Life Management, with locations in Derry, Salem and Windham, provides comprehensive services that support mental health and emotional well-being at every stage of life as well as 24-hour emergency intervention. To learn more about the Center for Life Management call (603) 893-3548 or visit www.centerforlifemanagement.org. -----
Thibeault certified as travel counselor CAMPTON -- Waterville Valley Region Chamber of Commerce Visitor Information Center manager Doris Thibeault was one of 26 Granite State Ambassadors recently achieving national status as Certified New Hampshire Travel Counselors.
"We are lucky to have Doris at the helm of our Visitor Information Center," said Chris Bolan, executive director. "She really deserves the nickname 'Miss Information,' as she is rarely stumped by a visitor question."
Granite State Ambassadors Inc. trains residents and employees who staff welcome and information centers.
The Visitor Center, near Exit 28 off I-93, serves an average of 50,000 visitors annually. For more, visit www.watervillevalleyregion.com or call 603-726-3804.

Los Angeles Times, September 18, 2005, Sunday

Copyright 2005 Los Angeles Times
All Rights Reserved
Los Angeles Times

September 18, 2005 Sunday
Home Edition

SECTION: CALIFORNIA; Metro; Metro Desk; Part B; Pg. 1


HEADLINE: Steve Lopez POINTS WEST;
On Their Feet for a Better Living

BYLINE: Steve Lopez

BODY:
Roughly 20 employees gathered in the parking lot of a restaurant on Central Avenue in Glendale, where they were warned about the possibility of police intervention, then began marching toward the Hilton hotel and the office of their boss.
Some were afraid, some were emboldened, some were a little of each.
Juan Mendoza, a waiter who makes minimum wage plus tips after 13 years and pays about $200 a month for medical benefits, walked ahead of Leticia Ceballos. After 11 years in various housekeeping jobs, she makes $8 an hour. The nonunion clock-punchers believe they'd have a better deal with union representation, so despite fear of retribution, they were ready to speak up.
The employees entered the high-rise Hilton through the back door and snaked through a service area to the executive offices of the four-star hotel. With them in solidarity was Ana Cortes, a Beverly Hilton housekeeper who said she makes $3 an hour more than her Glendale colleagues for comparable work and gets free medical benefits from her unionized hotel.
Before long, several security guards showed up, along with a gentleman in a gray suit.
"Who are you?" asked Kurt Petersen, a union organizer for Team United.
Gary Lemma, the hotel's assistant general manager, threw the question back at Petersen. Petersen told him the employees had decided to call for a union election, and they wanted a commitment from the company that it would remain neutral instead of trying to scare workers away from voting for representation. The workers were concerned about what they said were previous attempts by management to discourage unionization.
"We want the same benefits they have at the Beverly Hilton," said Ceballos, one of several employees who spoke up about pay and benefits or complained that supervisors have discouraged union organizing. Many of the employees prefaced their remarks by telling Lemma that they liked him, and this was nothing personal.
"Are you going to remain neutral?" Petersen asked.
Lemma said the hotel respects the right of employees -- whom he referred to as team members and as family -- to join a union. He implied that management would be neutral but stopped short of guarantees, saying he hoped employees would make "the right choice" in deciding whether to sign a union petition.
"When you say you are neutral, that makes me happy," said the Rev. Alexia Salvatierra, who had come with the workers as a representative of Clergy and Laity United for Economic Justice. "But having meetings like those we have heard have already happened, where the company that signs these employees' paychecks tells them that the union is bad -- that is not being neutral."
Pressed by Petersen on neutrality, Lemma was somewhat vague. He went on to suggest that the confrontation by employees constituted a "subversive action" on their part.
And he wasn't happy about it. "You know," Lemma said, "this, to me, is an ambush."
On the way out, Petersen said the group was headed up to the lobby to demonstrate, but then confessed he was joking.
"Don't bluff me," Lemma said soberly.
And so began yet another battle between labor and management in Greater Los Angeles, a small but symbolic confrontation that touches on class mobility, the immigrant workforce, affordable housing, children left alone while parents work two jobs, healthcare, the social safety net and economic vitality, to hit just the highlights.
"We've got to change this industry," Petersen said outside the hotel. "The city will not improve until tourism becomes a job where people can make a living."
After the meeting, I met with Lemma, who said pay and benefits at the Glendale Hilton are comparable to those at Hiltons in Burbank and Pasadena, the latter of which is unionized. It's unrealistic, he said, to compare the Glendale Hilton with major hotels in Beverly Hills or downtown Los Angeles.
That's true in the sense that Hiltons, Hyatts and the like are often only managed, rather than owned, by those chains. So each property runs its own show, and often, the bigger and more lucrative the market, the better the deal for employees.
But by Glendale City Councilman Frank Quintero's standards, the Glendale Hilton does a bang-up business precisely because of its location, in guest rooms as well as banquet facilities. When he heard about the wage and benefits package, Quintero decided he'd march into the Hilton with the employees to ask that they be treated with dignity.
"I don't think it's a fair and equitable situation," he said.
Lemma doesn't see it that way. He insisted that with two weeks' vacation, free parking and free use of the hotel fitness facility, among other perks, the majority of the Glendale Hilton's "team members" were content enough to vote down the union.
I informed him Team United had shown me signatures in support of a union election that they said represented 70% of the employees, or roughly 120 out of 175. Lemma doubted it and said the employees have no guarantee of improving their deal if they go union, but they'll be on the hook for monthly dues. He's right, and unions are anything but perfect, sometimes costing members dearly in badly managed strikes or boycotts. But Glendale Hilton workers wouldn't have invited Cortes to join their march if they didn't envy her union deal at the Beverly Hilton.
A day after the confrontation, the workers' hopes that management would remain neutral faded into oblivion with a letter to employees suggesting the union had made false promises.
"Dear Valued Team Member," the letter began.
"We don't think we need a Union at our Hotel and don't believe that a union would be in your best interest.... We will be meeting with all of our team members to discuss the demonstration, the way the Union snuck into our building, and to provide you with the facts about unions."
Kate Bronfenbrenner, director of labor education research at Cornell University, has spent the last 15 years studying employer campaigns against unions.
The Hilton's letter to its employees was perfectly legal. But Bronfenbrenner said: "An overwhelming number of employers aggressively oppose organizing efforts and use everything legal and illegal to intimidate, threaten and coerce workers to vote against the union."
She added that "the hotel industry has got very wealthy people running it who make enormous profits and have largely immigrant workforces that are paid very low wages and who are treated poorly by supervisors and often by customers."
Union hotels, she said, are entirely different.
"Union hotels have good jobs where you can send your kids to college, have regular hours and a home life.... In Las Vegas, if you work in a hotel, that's a high-class job. Hotel work in Las Vegas is like auto work in Detroit. It made the middle class."
I'll keep you posted on what happens in Glendale.
Reach the columnist at steve.lopez@latimes.com and read previous columns at latimes.com/lopez.

The Daily Journal (Vineland, New Jersey), September 17, 2005, Saturday

Copyright 2005 The Daily Journal (Vineland, NJ)
All Rights Reserved
The Daily Journal (Vineland, New Jersey)

September 17, 2005 Saturday

SECTION: LIVING; Pg. 3B


HEADLINE: WHO'S NEWS

BODY:
Mark Thompson was named to the dean's list at the New York State School of Industrial and Labor Relations at Cornell University for the spring semester. He was also named to the Society of Collegiate Scholar and will be inducted in the fall.
Mark is a 2004 graduate of Vineland High School.
On Sunday, Nov. 6, the Burlington-Camden Alumni Chapter of Kappa Alpha Psi, through its Community Development Corporation, will celebrate 14 African-American women for their achievements at Auletto's Catering in Deptford. Television personality Beverly Williams of Channel 3 WKYW-News will host the event.
The Kappa Community Development Corporation was established in 2002 to organize and advance the fraternity's community outreach programs. These programs consist of mentoring young men, providing black college tours and awarding scholarships to assist deserving students in furthering their education.
Among those being honored is Margaret Cofer Bruner of Vineland.
During her 38 years as an educator in the Vineland Public School system, Bruner touched the lives of countless young people.
An award-winning teacher in the Gifted and Talented program, Bruner served 12 years as advisor to the Dr. Mennies School Safety Patrol Program and was voted "Most Outstanding" in the city eight times by the local police department. Bruner completed her education at Glassboro State College, becoming certified in the state of New Jersey to teach grades kindergarten through 12 in most subjects
A lifetime member of the NAACP, Bruner has been cited many times by the New Jersey State Legislature for her contributions to her community, state and nation.

Business Wire, September 15, 2005, Thursday

Copyright 2005 Business Wire, Inc.
Business Wire

September 15, 2005 Thursday 1:00 PM GMT

DISTRIBUTION: Business Editors; High-Tech Editors

HEADLINE: Palm Names Michael R. Farese and Rena Lane as Senior Vice Presidents

DATELINE: SUNNYVALE, Calif. Sept. 15, 2005

BODY:
Palm, Inc. (Nasdaq:PALM) today announced the appointments of Michael R. "Mike" Farese, senior vice president, engineering, and Rena Lane, senior vice president, human resources. Farese and Lane report to Ed Colligan, Palm president and chief executive officer.
"Mike and Rena are great additions to our executive team," said Colligan. "We're delighted to have someone like Mike on board with so much depth and breadth in the mobile handset space. His understanding of technology ranges from the component level all the way up to the developing 3G networks. And Rena brings a wealth of HR experience in high-growth companies, plus familiarity with building winning cultures in small to global companies."
Farese is responsible for all engineering programs associated with new product development. He brings to Palm more than 20 years' experience in the development of wireless telecommunication products at such leading handset companies as Ericsson, Motorola and Nokia, and including work on some of the first GSM world phones and TDMA digital smartphones in the industry. Prior to joining Palm, Farese was president and chief executive officer of WJ Communications, a leading provider of semiconductors for the wireless industry. He also served as president and chief executive officer for Tropian Inc., a provider of ASICs (application-specific integrated circuits) for GSM cellular networks and for 3-G UMTS/W-CDMA cellular networks. Farese also has held management positions at ITT Corp. and AT&T Corp., and engineering positions at Bell Laboratories.
Farese received a bachelor's degree in electrical engineering from Rensselaer Polytechnic Institute, a master's degree in electrical engineering from Princeton University, and a doctorate in electrical engineering from Rensselaer Polytechnic. He also is a member of the board of directors of Communications Intelligence Corp. and Newfound Communications Inc.
Lane is responsible for worldwide human resources and brings more than 15 years' experience providing progressive human-resources leadership to companies during all stages of development and global organizational growth. She joined Palm from WebEx Communications, Inc., where she was vice president of human resources. Previously, Lane was vice president of human resources at MIPS Technologies, Inc. at the time of its spin-out and IPO, and she was one of the original HR leaders at SGI during the period of rapid growth when it reached $1 billion in revenue. She also held roles with Exxon Corp.'s high-technology mergers and acquisitions team.
Lane received a bachelor's degree in economics from the State University of New York at Geneseo and a master's degree in industrial and labor relations from Cornell University.
About Palm, Inc.
Palm, Inc., a leader in mobile computing, strives to put the power of computing in people's hands so they can access and share their most important information. The company's products for consumers, mobile professionals and businesses include Palm(R) handheld computers, Palm Treo(TM) smartphones, Palm LifeDrive(TM) mobile managers, as well as software, services and accessories.
Palm products are sold through select Internet, retail, reseller and wireless operator channels throughout the world, and at Palm Retail Stores and Palm online stores (http://www.palm.com/store).
More information about Palm, Inc. is available at http://www.palm.com.
Palm, LifeDrive and Treo are among the trademarks or registered trademarks owned by or licensed to Palm, Inc. All other brand and product names are or may be trademarks of, and are used to identify products or services of, their respective owners.


CONTACT: Palm, Inc. Marlene Somsak, 408-617-7451 marlene.somsak@palm.com

URL: http://www.businesswire.com

Business Wire, September 13, 2005, Tuesday

Copyright 2005 Business Wire, Inc.
Business Wire

September 13, 2005 Tuesday 2:51 PM GMT

DISTRIBUTION: Business Editors

HEADLINE: Dow Jones & Company Appoints Richard J. Levine Vice President of News and Staff Development

DATELINE: NEW YORK Sept. 13, 2005

BODY:
Dow Jones & Company today announced that it has appointed Richard J. Levine, 63, to the new role of vice president of news and staff development, effective Oct. 3. Mr. Levine, who currently serves as vice president and executive editor of Dow Jones Newswires, will report to Paul E. Steiger, managing editor, The Wall Street Journal, and Paul J. Ingrassia, president, Dow Jones Newswires.
In his new role, Mr. Levine will be responsible for developing a staff training program for all Dow Jones journalists, and for devising ways to expand and increase the effectiveness of coordination and collaboration between the staffs of the Company's two largest news departments--The Wall Street Journal and Dow Jones Newswires. He also will seek to improve the Company's relationships with third-party content providers whose material is used throughout Dow Jones.
"In addressing these important issues, Dick will draw on his nearly 40 years of experience across the Company's print and electronic news operations," said Peter R. Kann, chairman and chief executive officer, Dow Jones & Company. "The expertise that he brings to this position, which comes from one of the longest and broadest editorial careers at Dow Jones, makes Dick uniquely qualified for his new role."
Mr. Levine started with Dow Jones in 1966 as a reporter in the Journal's Washington bureau, where he was chief economic writer for assignments ranging from labor to military affairs. In 1980, he moved to the Company's South Brunswick, N.J., facility as editorial director of database publishing and was one of the founders of the Company's electronic publishing operations. He became a vice president of the Information Services Group in 1987, and then held a variety of senior editorial posts in the Company's electronic news operations.
He was named vice president and managing editor of Dow Jones Newswires in 1995 and executive editor in 2001. In these positions, he has expanded and directed a global news staff of more than 870 journalists in 92 bureaus. Earlier this year, he took on the added assignment of president of the Dow Jones Newspaper Fund, a nonprofit organization dedicated to improving journalism.
Mr. Levine holds a bachelor's degree in industrial and labor relations from Cornell University, and a master's degree from Columbia University's Graduate School of Journalism, where he was named a Pulitzer Traveling Fellow.
About Dow Jones & Company
In addition to The Wall Street Journal and its international and online editions, Dow Jones & Company (NYSE: DJ; www.dowjones.com) publishes Barron's and the Far Eastern Economic Review, Dow Jones Newswires, Dow Jones Indexes, MarketWatch, and the Ottaway group of community newspapers. Dow Jones is co-owner with Reuters Group of Factiva, with Hearst of SmartMoney and with NBC Universal of the CNBC television operations in Asia and Europe. Dow Jones also provides news content to CNBC and operates The Wall Street Journal Radio Network in the U.S.



CONTACT: Dow Jones & Company Amy Wolfcale, 212-416-3213 Vice President, Corporate Communications amy.wolfcale@dowjones.com

Observer-Dispatch (Utica, New York), September 13, 2005, Tuesday

Copyright 2005 Observer-Dispatch (Utica, NY)
All Rights Reserved
Observer-Dispatch (Utica, New York)

September 13, 2005 Tuesday

SECTION: LOCAL; Pg. 1B

HEADLINE: NEWSBEAT

BYLINE: Kari Ingersoll
...
Hispanic Month being celebrated

UTICA-- The Multicultural Committee of the Disability Rights Coalition is hosting an educational event in celebration of Hispanic Heritage Month from 9 a.m. to noon Thursday, Oct. 6, at the Resource Center for Independent Living at 409 Columbia St.
The featured speaker, Ed Lopez-Soto of the Cornell Employment & Disability Institute, will address cultural and disability issues including civil rights, cultural barriers, current litigation, underserved populations and economics in the Hispanic community locally and nationally.
To make reservations, call 797-4642 ext. 282 (voice) or 797-5837 ext. 282 (TTY).
Sign language and Spanish language interpreting will be provided.
Seating is limited.
Reservation deadline is Sept. 30.

The Seattle Times, September 11, 2005, Sunday

Copyright 2005 The Seattle Times Company
The Seattle Times

September 11, 2005 Sunday
Fourth Edition

SECTION: ROP ZONE; Local News; Pg. B1

HEADLINE: Races pack uncommon sizzle;
Election 2005 - Port of Seattle commissioner

BYLINE: Alwyn Scott, Seattle Times business reporter

BODY:
What's at stake: Control of the five-member board could shift, putting an end to business as usual at the Port of Seattle, which oversees Sea-Tac airport, Seattle's waterfront economy and a budget of more than $600 million.
It's normally a sleepy backwater, an afterthought far down the ballot.
But several flames have set the Port of Seattle commission race simmering this year. The 12 candidates vying for three seats have created primary-election contests in each race a first in many years.
The lack of campaign-contribution limits has allowed half a million dollars to pour into these races and spawned at least one political-action committee made up of real-estate developers and business leaders, which has raised $100,000 more.
The stakes are high. First, with two incumbents seeking re-election and an open seat up for grabs, upstart candidates could take control of the five-member board and put an end to business as usual at the Port, which oversees $2 billion in net assets and an annual budget of more than $600 million.
Many contenders vow radical change everything from overhauling the Port's accounting and spending, to making it profitable and weaning it from the $60 million it receives annually from King County taxpayers. Those moves could have huge consequences for the cruise lines, airlines, concessionaires, cargo handlers and contractors who do business with the Port and build its facilities.
Second, normally cozy relations between Port management and unions are frayed. A series of conflicts over the past decade have left union workers feeling the Port has turned a deaf ear to their needs, and have prompted the King County Labor Council to seek more influence. It is backing candidates in two races; their victories, combined with sitting Commissioner Alec Fisken, would give labor influence a commission majority.
Third, the Port's move into commercial real-estate development over the past decade is viewed by some as taking the Port away from its historic mission of developing and running a maritime industry and the airport. While the shift is ostensibly to make money for money-losing seaport operations, so far it hasn't paid off financially, either. Labor and maritime-industry candidates want the Port to stop redeveloping the waterfront and return to its roots of helping move passengers and cargo.
Finally, the new commission may have the opportunity to pick a successor to Chief Executive Mic Dinsmore, who has said he isn't sure if he'll renew his contract when it expires in 2007.
Here are summaries of the key contenders in each of the three races:
POSITION 4
Incumbent Patricia Davis joined the commission in 1986, when the Port's levy amounted to 40 cents per $1,000 of assessed value for King County property owners.
During her 18-year watch, she points out, the commission has cut the levy by a third. That's often lost on those only looking at the increase in 2003, when the levy was raised to 25 cents from 18 cents, to offset the weak economy.
Davis says she has taken far-sighted decisions to build up the Port's cargo and airport capacity to ride the wave of Asian imports and an expected rise in air passengers and cargo at Seattle-Tacoma International Airport.
Far from being a "status-quo" candidate, as many see her, Davis says she has sought constant change at the Port to keep pace with a fast-moving global economy and respond to challenges such as the drop in air and sea traffic after the 9/11 attacks.
"The reason we're booming now is because we made decisions 10 years ago that put us in a position to capture growth," she said. "I consider myself a change agent who has continued to move us forward."
Renegotiating leases with cruise lines and cargo handlers, as some candidates propose, could open the door for those businesses to leave for other West Coast ports in the U.S. or Canada. That would be a disaster for jobs and for the Port's finances, Davis says.
"If we don't retain our customer base, we don't make the revenues we need to move forward with our investment and create jobs," she said.
The Labor Council didn't back her this year because some unions, such as the large group of electrical workers, disliked her voting for the Port to turn maintenance of cargo cranes over to the private terminal operators. Davis still has broad labor support, however.
Davis has backed the North Bay project, a Port plan to redevelop 57 acres of industrial land near Magnolia into an industrial, office and manufacturing center, while still retaining maritime industry there. She said she'd stop supporting it if the new uses don't attract enough private investment and provide sufficient return to the Port.
Davis' chief challenger, Jack Jolley, doesn't have Labor Council backing, either, though several unions have endorsed him. He's a former assistant treasurer at Microsoft who oversaw the department that invested the company's fast-growing cash pile during the 1990s.
He says the Port's financial statements paint a rosy picture and create an "opaque-on-purpose communications style" that leaves even commissioners in the dark.
"If you've got a degree in accounting, two weeks of free time, and access to the chief financial officer, you can figure out the financial statements," he said.
Most importantly, Jolley says, the financial summaries obscure problems such as declining market share, slow cargo handling and loss-making operations.
"The business is not being managed wisely," he said. "I would be trying to apply world-class business skills to an organization whose goals are not bottom-line profit but bottom-line creation of good, family-wage jobs."
He said the Port could do away with the tax revenue by more prudent management, particularly since most of its land was purchased decades ago and no longer carries a mortgage.
He also says that despite its rising volume of container cargo which jumped 20 percent last year Seattle has lost market share to other West Coast ports, in part because it is among the least efficient.
He says he would restructure lease agreements to give Port users incentives to use the facilities more efficiently. Jolley says he'd like to move cruise-ship docks to North Bay from Terminal 30, to maximize the use of working cargo area south of downtown. He also says he would want to verify the financial viability of any plan to put nonmaritime industry at North Bay.
Richard Pope, who ran unsuccessfully in 1999 and 2001, also is challenging Davis. He wants to eliminate the tax, and said the Port shouldn't be in the real-estate business. "It's ridiculous that we own billions of dollars worth of property and we lose money renting it," he said. With North Bay, the problem would only increase. "The Port is going to take more valuable land and lose money on it. They'd be better off selling it."
Also running: Robert Walker, a Microsoft worker who opposes "runaway costs" and "runaway customers" at the Port facilities.
POSITION 1
Incumbent Lawrence Molloy won his seat in 2001 by combining environmental support with backing from labor unions dissatisfied with longtime incumbent Jack Block, a former longshoreman. The margin was just more than 1 percent.
Molloy, an engineer at EBARA Corp., a Japanese environmental-technology company, is backed by the so-called blue-green coalition again this time endorsed by the Washington Conservation Voters and the Sierra Club as well as the King County Labor Council.
His challenger, John Creighton, is a securities lawyer who left Preston Gates & Ellis to campaign, and whose father is the former chief executive of Weyerhaeuser and United Airlines.
Creighton's endorsers include former mayors and organizations such as the Alki Foundation, an affiliate of the Greater Seattle Chamber of Commerce. He wants to avoid being labeled a "business" candidate facing a labor-environment incumbent, and is stressing his family's humble roots and good relations with labor. "The unions had good things to say about my father," he said.
Both candidates say they would curb Port spending but keep the levy. They would make commissioners more accountable and lessen the use of closed-door meetings. They differ on the Port's mission and strategy.
Molloy says he would cut 10 of the 20 Port staffers who work in public relations and use the savings to fund staff for environmental issues and to open a representative office in Anchorage. He also would focus on trade with Asia, mainly China, Japan and South Korea, and eliminate pricey trade missions to Europe. "The days of the European junket are over for a Port commissioner," he said.
He would halt the North Bay project and instead grant long-term leases to the land, rather than the three-year leases offered now.
Creighton, by contrast, would press ahead with North Bay as long as it pencils out financially. "We need economic diversity," he said.
Molloy would try to make seaport operations self-sustaining by renegotiating leases with tenant businesses. That would allow the levy to fund future development, rather than upgrading old facilities.
Creighton faults the current commission for overspending on the airport and for failing to vet a warehouse sale to Charlie's Produce. The food distributor never used the warehouses, and resold them a year later at a $10 million profit. Creighton said his legal background would help him protect the Port by adding repurchase options to such sales.
At the same time, Creighton says the Port has underinvested in the waterfront, particularly the cargo terminals. He takes Molloy to task for opposing a plan to upgrade the conveyor belts at the grain terminal along Western Avenue. Molloy says the tenant should cover the cost.
Also running is Wen Wu Lee, a flight attendant who wants to cut waste and inefficiency.
POSITION 3
The hottest primary contest is over the seat left by Paige Miller. It has drawn five challengers: a union council leader, a maritime industry advocate, an environmentalist, a former city treasurer and an activist out to end waste at the Port.
Among the top fund-raisers, Peter Coates, executive secretary of the Seattle/King County Building and Construction Trades Council, is the only one touting security as a top issue. A former King County police officer, he says the Port needs to do more to ensure cargo is carefully tracked and its origin known. Others say the commission should leave that to the federal government and shippers.
Coates supports the levy, as long as it isn't subsidizing seaport businesses. He isn't sure if it is or not. "It should be used to create development and family-wage jobs," he said. While labor is his base, he says he isn't beholden, despite having the Labor Council's endorsement. The commission, he says, "needs to fairly balance the interests of the business, environmental and labor communities."
Coates said it would be a mistake to convert the North Bay area to nonmaritime uses. But he wouldn't cancel the current plan, just review it. "We should not just leave it as vacant property," he said.
Richard Berkowitz, Pacific Coast director for the Transportation Institute, is a former union worker with backing from unions who now works with U.S. shipping lines. He says the Port has strayed too far from what should be its core mission: helping move passengers and cargo. With cargo increasing and new projects opening in Alaska, he said he would stop the North Bay plan and keep the land available for sea-based businesses.
"The Port seems to be focused more on real estate than on all these opportunities in maritime," he said. He also supports slowly weaning the Port off tax money by raising fees to cargo operators, saying the seaport should cover its costs.
Lloyd Hara, a former Seattle treasurer, also says he would like to see the Port make money, noting the Port owns $4 billion worth of assets. "Are we getting any return? No," he said. He would keep spending on infrastructure and development, but like Berkowitz, he said he would take a second look at North Bay to ensure it won't shut out opportunities for keeping Seattle a working seaport.
John Kane, an environmental consultant who specializes in cleaning contaminated property, says the Port should focus on getting its airport and seaport operations on track, rather than dabbling in real-estate ventures like North Bay. Better marketing of that property would probably bring in good tenants, he says. Through better fiscal management at the seaport and cost controls at the airport, the Port could spend less levy money, freeing funds to be used elsewhere in the county.
"Some of that money could go to our schools," he said. "That's one way the Port can pay back to the community."
Christopher Cain, who helped organize a rally in 2000 "celebrating" the 1999 WTO protests in Seattle, said he wants to fight waste at the Port, faulting its glitzy headquarters among other things, and stop using the levy to subsidize business.
He figures the Port's losses on its seaport operations amount to subsidies to businesses, because the terminal operators and other leasees wouldn't stay if they weren't making money. He opposes North Bay, since it would take land away from the maritime industry. Instead, Cain says, the Port should focus on using money for freight mobility and environmental cleanup.
Alwyn Scott: 206-464-3329
FACTS

POSITION 1

John Creighton, 39
Residence: Seattle
Occupation: Attorney
Background: Left work as a securities lawyer at Preston Gates & Ellis to campaign; bachelor's and master's degrees, international relations, Johns Hopkins University; law degree, Columbia University.
Top three endorsements: Alki Foundation, Former Gov. Gary Locke, former Mayor Paul Schell
Campaign Web site: www.johncreighton.org

Wen Wu Lee, age n/a
Residence: Des Moines
Occupation: Flight attendant
Background: Board member, Wings Financial Credit Union; master's degree, business administration, University of Nebraska-Lincoln.
Top three endorsements: n/a
Campaign Web site: none

Lawrence Molloy, 41
Residence: Seattle
Occupation: Environmental engineer
Background: Current Port commissioner, elected 2001; bachelor's degree, Colgate College; master's degree, engineering, Stanford University.
Top three endorsements: King County Labor Council, Washington Conservation Voters, Sierra Club
Campaign Web site: www.AhoyMolloy.com

POSITION 3

Richard Berkowitz, 45
Residence: Seattle
Occupation: Maritime industry trade association director
Background: Bachelor's degree, industrial and labor relations, Cornell University; master's degree, business administration, University of Washington.
Top three endorsements: Alaska Airlines, Alki Foundation, ILWU (Longshore District Council)
Campaign Web site: berkowitzforport.com

Christopher Cain, 38
Residence: SeaTac
Occupation: Carpenter and public-interest advocate
Background: Publishes Port Observer newspaper; trade college, four years, union-apprenticeship training. Helped organize WTO protest commemoration in 2000.
Top three endorsements: n/a
Campaign Web site: www.cainforport.com

Peter Coates, 58
Residence: Bellevue
Occupation: Executive secretary, Seattle/King County Building & Construction Trades Council
Background: Former King County police officer; attended Bellevue Community College, Northwest College and the University of Washington, studying history and political science.
Top three endorsements: King County Executive Ron Sims, Seattle Mayor Greg Nickels, King County Central Labor Council
Campaign Web site: www.coatesforport.com

Lloyd Hara, 66
Residence: Seattle
Occupation: Principal, Print Solutions and Consulting Services; adjunct professor, Seattle University
Background: Former King County auditor and elected Seattle city treasurer four times; bachelor's degree, economics (foreign trade); master's degree, public administration, University of Washington.
Top three endorsements: King County Police Officers Guild, King County Democratic Central Committee; former Gov. Gary Locke
Campaign Web site: www.lloydhara.com

John Kane, 49
Residence: Seattle
Occupation: Geologist/environmental consultant; president, founder Kane Environmental Inc.
Background: Bachelor's degree, geoscience, Hobart College; master's, business administration, Western Washington University.
Top three endorsements: Pacific Fishermen, Salmon Bay Sand and Gravel, 36th District Democrats
Campaign Web site: www.kaneforport.com

POSITION 4

Patricia Davis, 60
Residence: Seattle
Occupation: Port commissioner since 1986
Background: Bachelor's degree, Stanford University; master's degree, University of Washington; member, Puget Sound Regional Council's Prosperity Partnership's Transportation Policy and Economic Development boards.
Top three endorsements: Alki Foundation, Firefighters Local 1257, Longshoreman's Local 19
Campaign Web site: www.patdavis.org

Jack Jolley, 47
Residence: Seattle
Occupation: Retired former Microsoft assistant treasurer
Background: Worked in financial markets for 10 years; bachelor's degree, accounting, University of Washington.
Top three endorsements: Washington Conservation Voters, International Brotherhood of Electrical Workers Local 46, Service Employees International Union Local 6
Campaign Web site: www.jackjolley.com

Richard Pope, 43
Residence: Bellevue
Occupation: Attorney
Background: Law degree, University of Washington; graduate study, international trade, University of Tennessee.
Top three endorsements: n/a
Campaign Web site: www.NoPortTax.com (under construction)

Robert Walker, 31
Residence: Renton
Occupation: Operations technical specialist at Microsoft
Background: Bachelor's degree, The Evergreen State College
Top three endorsements: n/a
Campaign Web site: www.porkland.org/robert

Buffalo News (New York), September 4, 2005, Sunday

Copyright 2005 The Buffalo News
Buffalo News (New York)

September 4, 2005 Sunday
FINAL EDITION

SECTION: LIFESTYLES; Pg. F4

HEADLINE: Michalovic - Tarry

BODY:
The chapel in the Buffalo Seminary was the setting at 1:30 p.m. Saturday when Mariah Katherine Michalovic, a graduate of the school, and George Patrick Tarry III were united in marriage by the Rev. James M. Pollard, a Methodist minister.
The bride is the daughter of Rebecca and Stephen Michalovic of Amherst, and the bridegroom is the son of Carole and George Tarry of Burlington, N.C. A reception was given at the home of the bride's aunt, Rosalind Barber, in Eggertsville. Also a graduate of Cornell University, the bride received a master's degree in industrial and labor relations from Cornell. She is a human resources generalist for Medtronic Inc., Minneapolis, Minn. The bridegroom, a human resources generalist for Honeywell International, Minnespolis, is a graduate of Furman University, Greenville, S.C., and has a master's degree in international studies from University of South Carolina. The bridegroom spent four years in Japan to complete a second degree black belt in Aikido and is head instructor in Minnesota Ki-Aikido. He is a member of Wayzata Yacht Club on Lake Minnetonka, where a reception will be given Saturday aboard the yacht Paradise Destiny. The newly married couple will take a Tahitian cruise and will live in Minneapolis.

HR Magazine,September 2005,Vol. 50, Issue 9, page 159

HR Magazine,September 2005,Vol. 50, Issue 9, page 159

Get Them On Your Side

GET THEM ON YOUR SIDE By Samuel B. Bacharach, Platinum Press, 2005, 234 pages
List price: $19.95, ISBN: 1-59337-278-7

Jason figured out that by giving large supermarkets and big-box retailers a 5 percentdiscount on his company's breakfast cereals, company sales would increase 15 percent.

A good, simple idea, he thought.

Then the production manager said that a jump in sales could end up costing the companymoney if it had to buy a new factory. The technology specialist said that adding the discount to invoices would require major programming. The product manager insisted that other customers would demand the same discount. All of them told Jason to back off.

An idea that seemed to have only positive outcomes wouldn't seem so negative to thosewho would be affected, however, if they had different agendas.

In Get Them On Your Side, Samuel B. Bacharach, director of Cornell University's Institute for Workplace Studies, helps you understand co-workers" and bosses' approaches and shows you how to create coalitions that get meaningful backing for your initiatives.

Even someone who is "not obviously powerful in the organization" can succeed by developing political competence—the ability to see what can and can"t be controlled, to anticipate resistance, to decide when to act, and to identify allies, Bacharach says.

First, "map the political terrain." Analyze people's goals and approaches to help anticipate what they'll do when you present an idea. Are they tinkerers—people who prefer incremental change? Or are they overhaulers, who go for broader goals and fundamental change? Are their approaches focused on planning, with well-defined roles, plans and statistics? Or do they improvise, assessing what others do and then reacting?

Bacharach looks at how goals and approaches can mesh. Traditionalists, for instance, combine tinkering and planning in their cautious, experience-based ways. Adjusters see change as inevitable, and they combine tinkering with improvisation, reacting to change as it comes. Developers focus on keeping operations efficient, and they combine an overhauling outlook with a planning style; they are proactive but keep to specific goals.

Once you unlock people's agendas, you can identify potential allies and resisters. You need to determine your own agenda, list key stakeholders affected by your idea, identify their possible goals and find those with approaches similar to yours.

Next, get the right people on your side. Bacharach gives four steps:

• Create your coalition, which can help you overcome resistance and keep up support as your idea progresses.
• Establish your credibility—your trustworthiness and ability to make a suggestion.
• Get initial support through techniques such as co-opting leaders who can advocate for you.
• Justify your action with scenarios that help make your case. You can appeal to listeners' rational sides with numbers, or show them that "everybody's doing it," which can diminish perceived risk.

Now, make things happen. Bacharach coaches readers on how to talk with others to get buy-in and how to talk with resisters. Tips cover how to work out difierences within your coalition, spread your ideas beyond the initial coalition, deal with "counter-coalitions"that may form to resist your ideas, and prevent your own coalition from becoming too insular.

San Francisco Chronicle, September 9, 2005, Friday

www.sfgate.com

http://www.sfgate.com/cgi-bin/article.cgi?f=/c/a/2005/09/09/EDGT5EK1R81.DTL&hw=bacharach&sn=001&sc=1000
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We need you to manage, Mr. President
- Samuel B. Bacharach
Friday, September 9, 2005


To this point in his presidency, George W. Bush has drawn on his capacity as an ideological leader. He has shown unexpected rhetorical skills, a sense of drama and even a touch of charisma. He has surprised many by being able to rally people to his side in moments of crisis. Often, we don't give him enough credit for his ability to appeal to people's emotions, dreams, aspirations and, at times, their realistic fears. He is, after all, the man who stood on the tower of rubble and wrapped his arms around a New York City firefighter, and with emotion and conviction maintained that the whole world was listening.

Few leaders stand more dramatically on ruins and barricades. Leadership, however, is more than rallying people around you, it is more than dramaturgy. It is about taking charge. It is about sustaining momentum, keeping people on your side, and making sure that things really happen as they should. Leadership is not only about appearance. More important, it's about deliverables.

While there is much to be questioned about the president's role in the first few days of the national tragedy in New Orleans, the real test is not what he said, or what he did or didn't do, but what he will do now. Now that the rubber has hit the road in New Orleans, can he sustain momentum through the doldrums of reconstruction? Does he have the ability to marshal the people he needs? Can he keep us on his side and make things happen? The test now is not whether Bush can lead ideologically, but whether he can lead proactively. In short, can he manage?

Proactive leaders have the capacity to make sure that things are executed the way they should be. They are not simply visionary, but are leaders of nuts-and-bolts action who know their business, know their organizations, know the problems and challenges and are aware of the limitations of and need for resources. In this context, proactive leaders have the capacity to develop a tactical plan and lead that plan to success. Proactive leaders stay on top of the problem from beginning to end.

The time has come for George W. Bush to show this country that not only does he have a capacity to rally people, but he also has the capacity to be a CEO who can hold people accountable, evaluate progress, motivate key actors, anticipate problems, co-opt resources and enfranchise his constituents. This is not the time for processing and delegating. This is the time for creating hope through action.

First and foremost, proactive leaders understand that, whether behind the desk or on the front lines, they need to take charge. The president must be both in New Orleans and Washington at the same time because no matter where something happens, the president must show that he knows the buck stops with him. Proactive leaders understand the need for specific action plans. They live in a world of who, what, where, why, when and how. They understand clearly that no plan will occur unless they make it occur. What needs to be done is clear. Jobs must be created. The city of New Orleans must be rebuilt. A plan must be created to incorporate the citizens of New Orleans into the process of rebuilding their city.

But there will be no plan unless the president gets all relevant parties beyond turf battles. Proactive leaders directly assure accountability of the people they appoint. The process of rebuilding New Orleans must be sustained through continuous evaluation and accountability. Without coordinated accountability to the president, the road to recovery will be longer.

Proactive leaders don't delegate the mobilization of resources. They take charge of the mobilization of resources. Resources from the private and public sectors must be immediately mobilized. The right people with the right skills must be put to work. But again, this will only occur with managerial surveillance by the chief executive.

This is not the time to debate state versus federal government responsibility. We are beyond ideology. The country needs the president to manage proactively. Where tiles fall off the space shuttle, where terrorism is a daily reality, where hopelessness is seen on our TV screens, a can-do, take-charge, nuts-and-bolts proactive managerial style is what we look for in our president. The phoenix will rise from the ashes not because of rhetorical promises but because of managerial deeds.

Samuel B. Bacharach (sb22@cornell.edu) is the McKelvey-Grant Professor in the Department of Organizational Behavior at Cornell University. He is the author of "Get Them on Your Side" (Platinum Press/Adams Media, 2005).

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©2005 San Francisco Chronicle