Suchergebnisse

Most of the literature on sexual harassment was published between 1980 and 1983, before governments and private sector employers had operationalized anti-harassment measures and practitioners had a clear sense of what policies were likely to work. Further, while there has been a good deal of attention paid to the Supreme Court's decision in Meritor Savings Bank, FSB v. Vinson et. al, by the media and the legal community, there has been relatively little attention paid to this important case in public administration literature. "Dealing Effectively with Sexual Harassment in the Workplace: Some Lessons from One City's Experience" fills in some of these gaps by interpreting the City of Madison, Wisconsin's experience with the issue between 1979 and 1985. A hierarchy of problem behaviors is defined and a specific road map of approaches tested in the workplace is set forth. A brief analysis of Mentor's central findings and implications for the public administrator is provided, as well (see Section V). Of special interest is the distinction drawn between gender and sexual harassment.

During the past decade, the W. K. Kellogg Foundation's impact services model has evolved to allow program directors managing large, social change initiatives to draw on the expertise of new team members offering crucial support services. These impact services include social marketing and communications, evaluation, public policy, technology, and organizational learning. Expert consultation in other areas may also be sought as needed by the management team. This article traces the evolution of the impact services model, explores the effects of impact services supported program management on both the foundation and its grantees, and offers an account of how the model was applied in the case of Families For Kids, a $42 million initiative aimed at stimulating reform in adoption and foster care systems across the nation.