This breakthrough analysis of several advanced, exceptionally productive, and motivating organizational cultures is based on interviews with employees--from shop floor workers to CEOs--to discover precisely what makes them so effective. These positive case studies, illuminated by the executive perspective in each situation, tell fascinating stories of how these exciting cultures were formed, developed, or evolved to meet the challenges created by the firms' growth and success. Haasen and Shea also examine the recent history of four negative examples of conventional organizations that have imploded, regressed, suffered from malaise, or been sidetracked by their executives. A new concept of employee ownership emerges from the studies, one that is not primarily financial in nature but instead revolves around the idea of joint responsibility for decisions and actions. That basis leads to more collaborative teamwork, less reliance on hierarchy, and a greater sense of involvement in key strategy formulation. Managers are transformed from out-of-touch "bosses" into important resources to their people. The work environment of these new corporate cultures is characterized by mutual respect and support. The result is a stimulating, "fun" place to work, which in turn leads to greater productivity and lower turnover costs.

Recently published figures predict that the number of employed individuals between the ages of 55 and 64 will increase by 11 million by 2002; on average, today's 65-year-old can expect to live to 83, reflecting general trends in increased health and longevity. As the huge cadre of baby boomers approaches traditional retirement age, such factors as financial security, health benefits, and the attractiveness of staying active in later years are encouraging more older people to work well into their 60s, 70s, and even 80s, while businesses are learning to anticipate their long-term employment needs, and facing potential labor shortages unless they hold onto and develop more older workers. The economic, political, and cultural implications of these trends will reach staggering proportions, changing the make-up of organizations large and small and the very nature of work and our attitudes toward it. The Older Worker Advantage tackles these issues head on, taking into account both the organization's/manager's point of view and the older employee's point of view. Gordon Shea and Adolf Haasen analyze data from a wide variety of sources, including international comparisons, to explore the phenomenon of older workers in depth, dispelling common myths that contribute to age discrimination, and reinforcing the relevance of such qualities as life experience and communication skills for today's knowledge-driven enterprises. The authors showcase the pioneering efforts of such organizations as the Vita Needle Company, AES Corporation, and the U.S. Coast Guard, among others, in establishing programs and practices that develop older worker skills and support multigenerational collaboration--to the benefitof both individuals and the organization. In the process, they consider such timely topics as: *what motivates older workers; *the impact of technology on older worker training; *creating diverse project teams; *an emerging breed of managers attuned to older worker requirements and capabilities. Featuring diagnostic exercises, an appendix on legal protections for older workers, and specific tools for enhancing productivity and positive work environments, The Older Worker Advantage will be an essential resource for business owners and executives, managers, older employees, trainers, counselors, policymakers, educators, and students--anyone concerned with the profound changes in our workforce and its effects on young and old alike.

For many years, Germany has been confronted with the need for political, economic and societal change. In recent federal and state election, the two major political parties have seen an erosion of their electoral acceptance, while newcomers like "Die Linke" (the leftist) party, with strong roots in East Germany, are gaining strength. Problems created by the worldwide financial crisis are exacerbated in Germany by high welfare costs, above average benefits and abundant vacation time, as well as a general entitlement mentality, resisting badly needed change. Help comes from an unexpected quarter: East Germany. In fact, the East German people had to learn tough lessons, living through the experience of two political systems and having to deal with much adversity in the process. Recently, however, a healthy self-confidence and defiant resourcefulness has reappeared after a long period of frustration, hopelessness, and resignation. New developments in the political, economic, and socio-cultural area seem to be harbingers of welcome transformation, which may give the East German people the opportunity to become agents of change toward a new Germany.