College boards must carefully prepare for collective bargaining if they cannot prevent state laws requiring collective bargaining from enactment. This article outlines a good collective bargaining act and describes methods for boards to avoid entering into collective bargaining and to deal with it if forced. (DC)

Describes programs initiated by Ohlone College and the United Auto Workers in response to mass layoffs at the Fremont General Motors Plant. Considers orientation, guidance, and counseling services for laid-off workers; job retraining; and the formation of the Area Consortium on Training by the union, college, and local agencies, and its…

Discusses the collegial model of governance, the essence of which is faculty self-regulation, and the effects of changing economic conditions on its viability. Considers the new importance of collective bargaining and the changing roles of management, unions, and governing boards in governance. (JG)

Stresses that shared responsibility between administrators and faculty is necessary to enhance the educational process in the two-year college. Argues that collective bargaining is not a panacea, and that faculty must play a major role in assessing the quality of education. (JG)

Describes a study of the relationship between the presence of collective bargaining and job satisfaction of two-year college faculty. One-fourth of the full-time faculty at 20 unionized and nonunionized colleges were surveyed using the Job Satisfaction Inventory. Satisfaction levels were higher among nonunionized faculty on seven of eight…

Discuses the effects of unionization on faculty salaries at two- and four-year institutions, reviewing studies of the relationship between faculty pay levels and increases and collective bargaining. Indicates that the majority of studies showed that unionization had an initially favorable impact on unionized faculty pay increases but not an…