The relationship between time of founding and the composition of the workforce in Australian workplaces

This paper presents the results of an analysis of the relationship between organisational age and two specific aspects of labour flexibility-numerical
flexibility and workforce skill composition (as one facet of functional flexibility)that extends earlier work in two ways. First, it uses data from a large-scale national survey (the Australian Workplace Industrial Relations Survey [AWIRS)1995). Second. it focuses on two widely studied facets of labour flexibility, numerical flexibility and functional flexibility. Previous research has investigated the relationship between organisational age and aspects of organisation such as strategy and structure (Baum and Oliver, 1991; Henderson, 1999; Reed and Blunsdon, 1998). Henderson (1999) found that age effects were contingent on different organisational strategies and process. Reed and Blunsdon (1998) found that organisational maturity is associated with goal directed, or strategic flexibility characterised by low levels of formal rules and regulations but clarity a/purpose. But a more complex relationship was also identified - for example; very young organisations (founded in the 1990,) appear to have higher levels of formalisation at founding than organisations established in earlier periods. This paper investigates these questions further. The results show that the relationship between age; numerical flexibility and workforce skill composition is non-linear, but the data do not make it possible to separate age effects associated with aging, time of founding and changing environmental conditions.

Who's Dean today? Acting and interim management as paradoxes of the contemporary university

Interim, discontinuous or 'acting' management is an increasingly ubiquitous feature of universities. This paper asks: What are the implications of this for good academic governance? Should we understand this managerial dance as a symptom of the collapse of good managerial order or, by contrast, as a symptom of the robustness and flexibility of the organisational culture of the university? Or both? This paper answers 'all of the above' to these questions. It reaches that conclusion by examining relevant literature, theorising a methodology for reading the field of interim management, and by applying this theorising to an analysis of qualitative data collected as part of a national collaborative research project conducted in Australia.

Dean's great discovery : multiplication, division and fractions

Multiplication, division and fractions are 'hotspots' for students in the middle years with many students experiencing difficulty with these concepts (Siemon, Virgona & Cornielle, 2001). Arrays effectively model multiplication and help children develop multiplicative thinking and learn multiplication facts (Young-Loveridge, 2005). In this article we show how an open-ended array problem enabled a Grade 5/6 student to think about the relationship between multiplication, division and fractions. In the article we describe the project and 'hot spot' mathematical tasks that we used and provide some background on multiplicative thinking before presenting the case and a commentary (Western Melbourne Roundtable, 1997) of one student's exploration. This case was documented whilst we were working on a collaborative project with a team of upper primary teachers and a group of pre-service teachers at a local primary school.

Book review : 1835 : the founding of Melbourne and the conquest of Australia

Book review of 1835: the Founding of Melbourne and the Conquest of Australia. By James Boyce (Melbourne: Black Inc, 2011), ISBN 978-1-86395-475-4