Re: The Bill of Gates fallacy

["Cordell, Arthur: #ECOM - COMÉ"]

Bravo!  Self service is no service at all.  We just access part of the
bank's (or supermarket, or gas station, etc.) mainframe, and doing the work
ourselves,  complicate our day and put people out of work.  Amazing.  And we
call it progress.

arthur cordell
 --
From: Victor Milne
To: [EMAIL PROTECTED]; [EMAIL PROTECTED]
Subject: Re: The Bill of Gates fallacy
Date: Saturday, February 12, 2000 12:22AM



 - Original Message -
From: Bob McDaniel
To: [EMAIL PROTECTED]
Sent: February 11, 2000 6:58 PM
Subject: Re: The Bill of Gates fallacy


[snip]

In this way may evolve a rationale for paying people for consuming. This is
where some similarity with the Tobin tax perhaps becomes most explicit. We
may see emerge what some writers have already anticipated: micropayments on
numerous purchases, i.e. payments based on bits of information. While
individually miniscule, in the aggregate the pay out may be substantial.

I think we should also be paid when we do the corporation's work for
them--as in self-serve gas stations, wading through voice menus, and the
soon-to-come automated supermarket checkout.

BOOK ANNOUNCEMENT

[George Cheney]

_Values at Work 
Employee Participation Meets Market Pressure at Mondragón_ 

By

George Cheney 

_Values at Work_ is an analysis of organizational dynamics with
wide-ranging implications in an age of market globalization. It looks at
the challenges businesses face to maintain people-oriented work systems
while remaining successful in the larger economy. George Cheney revisits
the famous Mondragón worker-owned-and-governed cooperatives in the Basque
Country of Spain to examine how that collection of innovative and
democratic businesses is responding to the broad trend of "marketization." 

The Mondragón cooperatives are changing in important ways as a direct
result of both external pressures to be more competitive and the rise of
consumerism, as well as through the modification of internal policies
toward greater efficiency. One of the most remarkable aspects of the
changes is that some of the same business slogans now heard around the
globe are being adopted in this set of organizations renowned for its
strongly held internal values, such as participatory democracy, solidarity,
and equality. Ironically, while the cooperatives are reconfiguring
themselves as market-driven and customer-focused firms, they may be
sacrificing the very internal integrity that has been crucial to their
success for over four decades. Instead of emphasizing the special or unique
qualities of the Mondragón experience, this book demonstrates the case's
relevance to trends in all sectors and across the industrialized world. 

Cheney argues that serious ironies and risks are associated with the shift
in business policy, at Mondragón and elsewhere, despite the short-term
maximization of profit it brings. Also, his analysis reveals how talk about
business values is important in the life of the organization. The book
offers practical recommendations for value-based organizations that seek to
maintain their social integrity while engaging today's market. 

"_Values at Work_ is a provocative read on the prospects for workplace
democracy in today's hypercompetitive global economy.  George Cheney excels
in showing how both cooperatives and conventional corporations must
reconcile relentless marketization of our cultural and economic life with
the democratic spirit."
--Charles Derber, Sociologist and author of _Corporation Nation:
How Corporations Are Taking over Our Lives and What We Can Do about It_

George Cheney is Professor in the Department of Communication Studies at
The University of Montana-Missoula and Adjunct Professor in the Department
of Management Communication at The University of Waikato, Hamilton, New
Zealand. He is the author of _Rhetoric in an Organizational Society:
Managing Multiple Identities_, winner of the award for best book of 1992
from the Organizational Communication Division of the National
Communication Association. He has published widely in journals and has
lectured in North America, Western Europe, Latin America, and Australasia. 

_Values at Work_ is available now in hardback for US$35.00, from:
Cornell University Press, P.O. Box 6525, Ithaca, NY 14851-6525 USA;
OR by phone at:  607-277-2211; or by e-mail at:  [EMAIL PROTECTED] .






George Cheney
Professor and Director of Graduate Studies
Department of Communication Studies
The University of Montana-Missoula
Missoula, MT 59812
USA
tel.:  406-243-4426
fax:  406-243-6136
e-mail:  [EMAIL PROTECTED]

FW:Re Knowledge society and values at work

[Melanie Milanich]

In the last year in Toronto I perceive something happening to our
knowledge society and values at work that disturbs me.  First Britnell's
book store closed (after some 100 years of service and knowing its
devoted patrons), then the Children's bookstore, then the W.H. Smith's
bookstore, then the Village bookstore, then the Third World Bookstore
and last week Elderhostel Canada annouced it will be closing this
spring--with them go the specialized collections  and specialized
service and knowledge not obtainable elsewhere, the staff that could
know individual customers and tell them about authors, publishers and
events that would be of interest to them.  Staff that would take the
time to value the people coming in their doors as unique individuals and
sometimes even become friends sharing neighborhood anecdotes and current
events (as well as gossip) and enlisting their support for shared
causes.  These were  often the stores that would have bulletin boards
with flyers and posters of local interest and related organizations.
This was the place where you could take your flyer for your
organization's event.
   Now of course there have come in the HUGE CHAPTERS STORES with their
escalators and coffee shops and lectures on financial management and
rows and rows of finance and management and business books and software,
but try to find something from a small Canadian publisher or something a
little esoteric or try to talk to someone about puppetry or Ontario
politics or Indonesian religion or the local neighborhood  and you get a
blank stare and a fumble with the computer screen.
Of course there are the " dot coms"  taking over as well, but I don't
see that they could ever fulfill the functions that were lost, they may
have the technical knowledge but where is the wisdom?
Melanie

Fw: French to sue US/UK over Echelon spying

[Michael Gurstein]

- Original Message -
From: MichaelP <[EMAIL PROTECTED]>
Sent: Sunday, February 13, 2000 9:08 AM
Subject: French to sue US/UK over Echelon spying


> The Times ( London ) February 10 2000 EUROPE

> French to sue US and Britain over network of spies
>
> FROM ADAM SAGE IN PARIS
>
>
>
> THE British and US Governments are to be sued in France after claims that
> they have spied on French companies, diplomats and Cabinet ministers.
> Lawyers are planning a class action after confirmation last week that a
> global anglophone spy network exists.  Codenamed P-415 Echelon, the
> world's most powerful electronic spy system was revealed in declassified
> US National Security Agency documents published on the Internet, and is
> capable of intercepting telephone conversations, faxes and e-mails.
>
> The system was established in the 1980s by the UKUSA alliance, which
> unites the British, American, Australian, New Zealand and Canadian secret
> services. In Europe, its listening devices are at Menwith Hill defence
> base in Yorkshire. French MPs claim to have evidence that the European
> Airbus consortium lost a Fr35 billion (3.5 billion) contract in 1995 after
> its offer was overheard and passed to Boeing. Georges Sarre, a left-wing
> MP, said: "The participation of the United Kingdom in spying on its
> European partners for and with the US raises serious and legitimate
> concerns in that it creates a particularly acute conflict of interest
> within the European Union."
>
> The European Parliament's Civil Liberties Committee will study a report on
> the Echelon network on February 23. The debate is certain to fuel
> criticism of Britain's role.
>
> Until this month, the network was an official secret recognised by none of
> the members of the UKUSA alliance. But the documents published by the
> George Washington University prove its existence and its capacity to
> intercept civilian satellite communications.
>
> Jean-Pierre Millet, a Parisian lawyer, said that Echelon tracked every
> mobile and satellite call, but only decoded those involving a key figure.
> "You can bet that every time a French government minister makes a mobile
> phone call, it is recorded," he said.
>
> M Millet said that Echelon's system leaves it open to legal challenge
> under French privacy laws. "The simple fact that an attempt has been made
> to intercept a communication is against the law in France, however the
> information is exploited." Yesterday he said that he would bring an action
> on behalf of French civil liberty groups.
>
>
> =
>
>
> *** NOTICE: In accordance with Title 17 U.S.C. Section 107, this material
> is distributed without profit to those who have expressed a prior interest
> in receiving the included information for research and educational
> purposes. ***
>
>
>
>
>
>

Hegemony

[mcg1]

There was an interview with someone from Sun Microsystems on the syndicated radio 
program, "Newsweek on Air," Sunday morning. Although I was taking a shower at the time 
and not listening with full attention, the comments this person made frightened me 
deeply. The interview concerned the recent "Denial of Service" Internet attack. The 
person from Sun Microsystems commented that one of the reasons such an attack was 
possible was the low cost or no-cost of e-mail communication. The Sun Microsystems 
person suggested that if the e-mail cost were increased, by charging customers in a 
way similar to how cell phone calls are billed, with people paying for both receiving 
and sending messages, then the conditions that permit a "denial of service" attack 
would be eliminated.

At the moment this comment was made, I was paralyzed with fear. There is no doubt that 
those who control the economic and political levers of power have noticed the success 
NGOs and other protest groups are having using e-mail to mobilize their adherents, and 
the healthy global civic culture that has been developing. These elites are also aware 
of how destabilizing a healthy civic culture can be for a plutocratic, patronizing, 
narrow-based, corporate power structure. I began to wonder how long it will be before 
communication such as through listserv lists is restricted by increasing its economic 
cost. Right now we can send and receive an unlimited number of messages of any length 
at either a low fixed monthly cost or no cost. That is what permits the NGOs and 
listserv lists to proliferate and expand. If the Internet is envisioned by the 
political and economic elites as solely a commercial medium, like television, then 
there is little reason for them to allow us to continue eng!
!
aging in non-commercial conversations at no cost.

We have two political traditions in the United States. The first is republicanism that 
was created in New England and that involved participation in public affairs among 
most adults, subsistence yeoman farmers, and merchant capitalists. The second 
tradition is a narrow-based aristocracy created in the South, which controls the best 
land and most of the other economic resources, distributes economic benefits through 
patronage, and discourages mass public education in order to preserve a compliant 
lower income population. Both traditions continue to this day in the United States. 
Cynthia M. Duncan's book, "Worlds Apart", gives an excellent analysis of how this 
plutocratic power structure from the early days of coal mining and plantation 
agriculture, coal operators and plantation bossmen maintained tight control over 
workers—not just in the workplace but in every dimension of social and political life.

The danger, today, is that with the bifurcation of economic wealth into two 
social-classes, both political and economic power will be absorbed by the upper twenty 
percent of wealth holders, and the model by which this can be achieved is the history 
of power distribution in the American South.

Antonio Gramsci, an Italian socialist in the 1930s who died in one of Mussolini's 
prisons, identified two distinct forms of political control: domination, which 
referred to direct physical coercion by police and armed forces, and hegemony which 
referred to both ideological control and more crucially, consent. For Gramsci, 
hegemony is shared ideas or beliefs which serve to justify the interests of dominant 
groups. The unique achievement of the southern Bourbon class was that they were able 
to dominate the economic life of the South without having to resort to physical 
coercion or oppression. By reducing the opportunities for the development of a healthy 
civic culture, economic elites can control the conditions that perpetuate their own 
hegemony.

Hugh McGuire

Re: Re Knowledge society and values at work

[john courtneidge]

Dear f/w friends

Time to set up a co-operative bookstore (to stock the stuff that others hide
away?

e-hugs

j

***
--
>From: Melanie Milanich <[EMAIL PROTECTED]>
>To: [EMAIL PROTECTED]
>Subject: FW:Re Knowledge society and values at work
>Date: Sun, Feb 13, 2000, 3:04 pm
>

>In the last year in Toronto I perceive something happening to our
>knowledge society and values at work that disturbs me.  First Britnell's
>book store closed (after some 100 years of service and knowing its
>devoted patrons), then the Children's bookstore, then the W.H. Smith's
>bookstore, then the Village bookstore, then the Third World Bookstore
>and last week Elderhostel Canada annouced it will be closing this
>spring--with them go the specialized collections  and specialized
>service and knowledge not obtainable elsewhere, the staff that could
>know individual customers and tell them about authors, publishers and
>events that would be of interest to them.  Staff that would take the
>time to value the people coming in their doors as unique individuals and
>sometimes even become friends sharing neighborhood anecdotes and current
>events (as well as gossip) and enlisting their support for shared
>causes.  These were  often the stores that would have bulletin boards
>with flyers and posters of local interest and related organizations.
>This was the place where you could take your flyer for your
>organization's event.
>   Now of course there have come in the HUGE CHAPTERS STORES with their
>escalators and coffee shops and lectures on financial management and
>rows and rows of finance and management and business books and software,
>but try to find something from a small Canadian publisher or something a
>little esoteric or try to talk to someone about puppetry or Ontario
>politics or Indonesian religion or the local neighborhood  and you get a
>blank stare and a fumble with the computer screen.
>Of course there are the " dot coms"  taking over as well, but I don't
>see that they could ever fulfill the functions that were lost, they may
>have the technical knowledge but where is the wisdom?
>Melanie
>
>

Re: WorkForce Investment Act - A Report from the Field

[john courtneidge]

Dear Tom (and f/w friends)

Hurrah for your work.

One weekly resource for your ced work might be the UK magazine 'Newstart' -
launched last year - www.newstartmag.co.uk

I've no direct involvement with it, but you might pick up some new UK-base
angles.

Another though is to suggest that you encourage new business starts to set
up as co-operatives - new worker co-ops seem to have a better survival rate
than conventional ones.

I'm on two co-op listservs co-operative-bus and co-opnet both have a lot of
grassroutes / grassroots material.

HTH

e-hugs

j 
--
>From: Tom Christoffel <[EMAIL PROTECTED]>
>To: [EMAIL PROTECTED]
>Subject: WorkForce Investment Act - A Report from the Field
>Date: Sun, Feb 13, 2000, 5:14 am
>

>Hello To the List:
>
>I don't remember exactly how I began receiving this list, but I've never
>posted to it. I'm offering a post I made to the Learning Org list hosted by
>Rick Karash <[EMAIL PROTECTED]> Public Dialog on Learning Organizations --
>. It includes some introductory material and a
>viewpoint on how the region I serve is using the regional resources to
>improve workforce quality and become sustainable.  
>
>Dear LO list readers:
>
>I'm director of a regional Planning District Commission in Virginia. In
>other parts of the county they are Councils of Government, Development
>Districts, etc. You can get some orientation though the website in my
>signature block. The Northern Shenandoah Valley had been primarily
>agricultural - though marginal - since reconstruction. Being 60+ miles west
>of Washington, D.C., the Interstates and wealth of the 1960's spawned second
>homes and growth.  We have become an increasing piece of the Washington,
>D.C./Northern Virginia housing market, though still fringe. People commute
>60 to 90 miles one way for jobs. Our employment base is manufacturing and
>distribution, now growing because of the excellent mid-atlantic location.
>The metro area growth has driven up the cost of land and housing, but the
>local job base does not pay enough for new workers to get into the housing
>market, so they buy further west - West Virginia - or already live there. As
>a region, we import labor from the west and export to the east. Like most
>southern states, particularly rural areas, investment in education was low
>and remains so, relative to suburban areas. 
>
>The local governments, in seeking to broaden their economic base, have
>learned from the existing industry and businesses of all sizes that they
>need a better workforce. To upgrade the skills of those already in the
>workforce, many with low literacy as a result of historical educational
>investment, and the job readiness of new high school graduates. Though the
>Regional  Partnership program, the region's strategic plan set workforce
>development as its primary strategy. The Lord Fairfax Community College -
>which had been working with employers for years, found interest in the Work
>Keys program. Through Partnership Funds, they've been able to invest in the
>staffing for it and are working to leverage with corporate training budgets
>of the companies with plants in our region.
>
>We interviewed candidates the other day for the position and have, I think,
>a promising person who is currently a Quality Technician. He's completing
>his MBA and wants to get off the floor. In the interview he said he was the
>beneficiary of his employer's great training program. He said, "80% of the
>training in the U.S. is done by 20% of the companies."
>
>It seems that most of the readers of this list are in that market. These are
>the markets for learning organizations and knowledge based  companies. The
>gap in a region like ours - or any area really, is that small, single site
>firms - 500 to 300 to 100 to way under 50 have no corporate training. 
>
>My vision has been that the region become the corporate training department
>through the cordination of Community College, job skill training programs,
>private providers, corporate training departments, public schools - etc. The
>Workforce Investment Act which provides Federal funds for Job Training is
>intended to focus the now more limited Private Indusry Council programs on a
>local basis, though for training resources, a region is more reasonable.
>
>Virginia is using WIA as a base and focus for all training resources. It is
>encouraging a regional approach through out the state. The region for which
>I work is seeking to have a common board for the Workforce Investment Act
>and the Regional Parnership - which is also co-terminus with the Planning
>District. The alignment of resources has the makings of our becoming a
>"learning region." As long as the workforce quality in our region is on an
>upward curve, its people will be able to handle shifts in the industrial
>base and, ideally, create their own. This is the vision and the strategy. It
>will only take about 20 years.
>
>So - the Northern Shenandoah Valley is bootstrapping to gro

FW Historical Context of the Work Ethic A (fwd)

[S. Lerner]

>X-Sender: [EMAIL PROTECTED]
>Mime-Version: 1.0
>Date: Sat, 12 Feb 2000 22:02:05 -0500
>To: [EMAIL PROTECTED]
>From: Tim Rourke <[EMAIL PROTECTED]>
>Subject: Historical Context of the Work Ethic A
>X-MIME-Autoconverted: from quoted-printable to 8bit by
>dijkstra.uwaterloo.ca id VAA05642
>Sender: [EMAIL PROTECTED]
>Precedence: bulk
>
>http://www.coe.uga.edu/~rhill/workethic/hist.htm
>Home Page
>
>Historical Context of the Work Ethic
>
>Roger B. Hill, Ph.D.
>
>© 1992, 1996
>
>>From a historical perspective, the cultural norm placing a positive
>moral value on doing a good job because work has intrinsic value for its
>own sake was a relatively recent development (Lipset, 1990). Work, for
>much of the ancient history of the human race, has been hard and
>degrading. Working hard--in the absence of compulsion--was not the norm
>for Hebrew, classical, or medieval cultures (Rose, 1985). It was not
>until the Protestant Reformation that physical labor became culturally
>acceptable for all persons, even the wealthy.
>
>
>
>Attitudes Toward Work During the Classical Period
>
>One of the significant influences on the culture of the western world
>has been the Judeo-Christian belief system. Growing awareness of the
>multicultural dimensions of contemporary society has moved educators to
>consider alternative viewpoints and perspectives, but an understanding
>of western thought is an important element in the understanding of the
>history of the United States.
>
>Traditional Judeo-Christian beliefs state that sometime after the dawn
>of creation, man was placed in the Garden of Eden "to work it and take
>care of it" (NIV, 1973, Genesis 2:15). What was likely an ideal work
>situation was disrupted when sin entered the world and humans were
>ejected from the Garden. Genesis 3:19 described the human plight from
>that time on. "By the sweat of your brow you will eat your food until
>you return to the ground, since from it you were taken; for dust you are
>and to dust you will return" (NIV, 1973). Rose stated that the Hebrew
>belief system viewed work as a "curse devised by God explicitly to
>punish the disobedience and ingratitude of Adam and Eve" (1985, p. 28).
>Numerous scriptures from the Old Testament in fact supported work, not
>from the stance that there was any joy in it, but from the premise that
>it was necessary to prevent poverty and destitution (NIV; 1973; Proverbs
>10:14, Proverbs 13:4, Proverbs 14:23, Proverbs 20:13, Ecclesiastes
>9:10).
>
>The Greeks, like the Hebrews, also regarded work as a curse (Maywood,
>1982). According to Tilgher (1930), the Greek word for work was ponos,
>taken from the Latin poena, which meant sorrow. Manual labor was for
>slaves. The cultural norms allowed free men to pursue warfare,
>large-scale commerce, and the arts, especially architecture or sculpture
>(Rose, 1985).
>
>Mental labor was also considered to be work and was denounced by the
>Greeks. The mechanical arts were deplored because they required a person
>to use practical thinking, "brutalizing the mind till it was unfit for
>thinking of truth" (Tilgher, 1930, p. 4). Skilled crafts were accepted
>and recognized as having some social value, but were not regarded as
>much better than work appropriate for slaves. Hard work, whether due to
>economic need or under the orders of a master, was disdained.
>
>It was recognized that work was necessary for the satisfaction of
>material needs, but philosophers such as Plato and Aristotle made it
>clear that the purpose for which the majority of men labored was "in
>order that the minority, the élite, might engage in pure exercises of
>the mind--art, philosophy, and politics" (Tilgher, 1930, p. 5). Plato
>recognized the notion of a division of labor, separating them first into
>categories of rich and poor, and then into categories by different kinds
>of work, and he argued that such an arrangement could only be avoided by
>abolition of private property (Anthony, 1977). Aristotle supported the
>ownership of private property and wealth. He viewed work as a corrupt
>waste of time that would make a citizen's pursuit of virtue more di
>fficult (Anthony, 1977).
>
>Braude (1975) described the Greek belief that a person's prudence,
>morality, and wisdom was directly proportional to the amount of leisure
>time that person had. A person who worked, when there was no need to do
>so, would run the risk of obliterating the distinction between slave and
>master. Leadership, in the Greek state and culture, was based on the
>work a person didn't have to do, and any person who broke this cultural
>norm was acting to subvert the state itself.
>
>The Romans adopted much of their belief system from the culture of the
>Greeks and they also held manual labor in low regard (Lipset, 1990). The
>Romans were industrious, however, and demonstrated competence in
>organization, administration, building, and warfare. Through the empire
>that they established, the Roman culture was spread through much of the
>civili

Re: The Bill of Gates fallacy

[Victor Milne]

I'm not suggesting that every form of consumer automation is an
inconvenience. For instance, using an ATM is quicker than a teller--for whom
you had to fill out the paper work--and internet banking is a real boon for
someone like me living out in the country.

However, I think we should just forget about systems where the consumer does
as much work as the displaced employee. We need those jobs for people at the
low end of the skills spectrum.

- Original Message -
From: Cordell, Arthur: #ECOM - COMÉ <[EMAIL PROTECTED]>
To: <[EMAIL PROTECTED]>; <[EMAIL PROTECTED]>; Victor
Milne <[EMAIL PROTECTED]>
Sent: February 13, 2000 9:11 AM
Subject: Re: The Bill of Gates fallacy


> Bravo!  Self service is no service at all.  We just access part of the
> bank's (or supermarket, or gas station, etc.) mainframe, and doing the
work
> ourselves,  complicate our day and put people out of work.  Amazing.  And
we
> call it progress.
>
> arthur cordell
>  --
> From: Victor Milne
> To: [EMAIL PROTECTED]; [EMAIL PROTECTED]
> Subject: Re: The Bill of Gates fallacy
> Date: Saturday, February 12, 2000 12:22AM
>
>
>
>  - Original Message -
> From: Bob McDaniel
> To: [EMAIL PROTECTED]
> Sent: February 11, 2000 6:58 PM
> Subject: Re: The Bill of Gates fallacy
>
>
> [snip]
>
> In this way may evolve a rationale for paying people for consuming. This
is
> where some similarity with the Tobin tax perhaps becomes most explicit. We
> may see emerge what some writers have already anticipated: micropayments
on
> numerous purchases, i.e. payments based on bits of information. While
> individually miniscule, in the aggregate the pay out may be substantial.
>
> I think we should also be paid when we do the corporation's work for
> them--as in self-serve gas stations, wading through voice menus, and the
> soon-to-come automated supermarket checkout.
>
>

FW: BOOK ANNOUNCEMENT

[George Cheney]

_Values at Work 
Employee Participation Meets Market Pressure at Mondragón_ 

By

George Cheney 

_Values at Work_ is an analysis of organizational dynamics with
wide-ranging implications in an age of market globalization. It looks at
the challenges businesses face to maintain people-oriented work systems
while remaining successful in the larger economy. George Cheney revisits
the famous Mondragón worker-owned-and-governed cooperatives in the Basque
Country of Spain to examine how that collection of innovative and
democratic businesses is responding to the broad trend of "marketization." 

The Mondragón cooperatives are changing in important ways as a direct
result of both external pressures to be more competitive and the rise of
consumerism, as well as through the modification of internal policies
toward greater efficiency. One of the most remarkable aspects of the
changes is that some of the same business slogans now heard around the
globe are being adopted in this set of organizations renowned for its
strongly held internal values, such as participatory democracy, solidarity,
and equality. Ironically, while the cooperatives are reconfiguring
themselves as market-driven and customer-focused firms, they may be
sacrificing the very internal integrity that has been crucial to their
success for over four decades. Instead of emphasizing the special or unique
qualities of the Mondragón experience, this book demonstrates the case's
relevance to trends in all sectors and across the industrialized world. 

Cheney argues that serious ironies and risks are associated with the shift
in business policy, at Mondragón and elsewhere, despite the short-term
maximization of profit it brings. Also, his analysis reveals how talk about
business values is important in the life of the organization. The book
offers practical recommendations for value-based organizations that seek to
maintain their social integrity while engaging today's market. 

"_Values at Work_ is a provocative read on the prospects for workplace
democracy in today's hypercompetitive global economy.  George Cheney excels
in showing how both cooperatives and conventional corporations must
reconcile relentless marketization of our cultural and economic life with
the democratic spirit."
--Charles Derber, Sociologist and author of _Corporation Nation:
How Corporations Are Taking over Our Lives and What We Can Do about It_

George Cheney is Professor in the Department of Communication Studies at
The University of Montana-Missoula and Adjunct Professor in the Department
of Management Communication at The University of Waikato, Hamilton, New
Zealand. He is the author of Rhetoric in an Organizational Society:
Managing Multiple Identities, winner of the award for best book of 1992
from the Organizational Communication Division of the National
Communication Association. He has published widely in journals and has
lectured in North America, Western Europe, Latin America, and Australasia. 

_Values at Work_ is available now in hardback for US$35.00, from:
Cornell University Press, P.O. Box 6525, Ithaca, NY 14851-6525 USA;
OR by phone at:  607-277-2211; or by e-mail at:  [EMAIL PROTECTED] .










George Cheney
Professor and Director of Graduate Studies
Department of Communication Studies
The University of Montana-Missoula
Missoula, MT 59812
USA
tel.:  406-243-4426
fax:  406-243-6136
e-mail:  [EMAIL PROTECTED]