The Negotiation of Child Care and Employment Demands Among Low-Income Parents

Low-income working mothers face significant child care challenges. These challenges are particularly salient in an era of welfare reform, when welfare recipients are under increased pressure to find a job. The current study examines how child care demands are negotiated for an urban sample of low-income mothers. The sample includes a racially and ethnically diverse group of 57 respondents with and without welfare experience who are mothering children under 13 years of age and working in entry-level jobs. Findings suggest that respondents seek arrangements that are affordable, convenient, and safe, and informal arrangements may be most compatible with convenience and cost considerations. Informal care is not universally available, however, andmay be less reliable. Implications for child care policy are discussed.     

Corporate Environmentalism and Organic Agriculture in Australia: The Case of Uncle Tobys1

Abstract Recent expansion in the organic food industry represents an increasing awareness amongst an array of actors of the implications of conventional agriculture. In particular, the organic agriculture movement has been driven by both organic producers and consumers concerned about the environmental implications of food production and the health effects associated with food consumption. The recent institutionalization of the organic movement in organic regulatory bodies and through the involvement of food companies has encapsulated other actors within this network. This paper looks specifically at Uncle Tobys, a producer of breakfast cereals, which joined this network when it decided to produce an organic breakfast cereal called “Organic Vita Brits.” The integration of this company has expanded the range of actors participating within the organic network and altered the relationships between them. The temporary involvement of Uncle Tobys in the organic food industry has also resulted in a shift in the construction of meaning of “organic.” The limited success, despite many efforts to appeal to green consumers, of Uncle Tobys within this network suggests that organic food remains a niche product, consumed by a minority of consumers.     

Bouncing back

If you have taken a career sidetrack, realize that you are still marketable. You have skills, traits, and knowledge that are transferable to many new opportunities. Fortunately, many leaders today in health care and executive search are familiar with your plight, given that they all have their own version of initiatives that did not fly. They will not judge you unfairly because they understand all too well the complex pressures of today's health care environment, filled with risk, cost constraints, and unrealistic profit targets. If you're bouncing back from an unfortunate career move, these steps may keep you focused on your search for new opportunities: (1) recognize that you are not alone, (2) realize that the entity failed, not you, (3) discuss the former position in a positive light, (4) don't give in to cynicism or self-pity, (5) don't let it happen to you again, and (6) play an active role in structuring your next position.     

Delegation can make (or break) your career

Delegation is not a soft skill. Physician executives who do not delegate well and strategically cannot expect to achieve the top jobs now or in the future. It's not enough to have great communications skills to convey your vision. You won't achieve that vision alone; you must have a great team to bring that vision to fruition. However, you can't delegate your first and most important step--self-assessment. To maximize your strengths and minimize your weaknesses, you'll need a clear view of what makes you tick. Then start thinking about your executive role in these terms: Conceptualize work mandates as projects; choose people who are better than you for your team; and try to work yourself out of a job. By learning to delegate, physician executives can make their own careers (as well as those on their team) richer and more fulfilled.     

Becoming who you are.

It's difficult to predict success based only on educational background and career experience, important as they are. More is needed. And one of the aspects that needs to be evaluated is the degree of self-actualization. Self-actualized individuals have worked out their personal issues well enough that their personal life no longer has to intrude into their professional lives and actions. In a word, they are free people. In career terms, self-actualized people are "company people," but not "yes-people." They are executives who have freed themselves to be able to internalize the growth, development, and strategic planning of their organization--because they are able to rise above personal considerations, to shed emotionalism, and see more clearly. Some methods you can use to figure out where you stack up are: Conduct a self-evaluation; identify role models; do what is called "a 360 evaluation."     

Getting a firm grip on the realities for physician executives

Today, physician executives can be found in every health care setting-group practices, hospitals and academic medical centers, insurance companies, drug companies, airlines, the government, and more. But before physicians land these positions, they must negotiate the often difficult passage from clinician to manager to executive to business-minded leader. To manage this transition successfully, physicians must be aware of and understand some basic realities of management positions. The nature of these realities and how physicians interested in management can deal with them are the subject of this article.     

Joint-ventures as strategic choice--a literature review

The concept of 'strategic options' has become firmly established in recent years--this regards choices such as 'organic growth', acquisition, merger, and so on. This paper explores one such route forward, the option of joint-ventures. The examination is undertaken within a framework that considers market structures and the pressures for change. Initial sections introduce a form of analysis based upon the work of Michael Porter. This is used to suggest how and why joint-ventures and other alliances are attractive. Later discussion considers some of the practical considerations when setting-up a joint-venture.