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The lifetime employment system in Japan offers employees a high degree of job security. The characteristics, foundations, extent and effects of the system are examined, as are some present strains upon it. The system's implications for education and for careers guidance in Japan are then explored. The structure of guidance services in schools, in employment offices, in universities and colleges, and for adults, are described, and are related both to the lifetime employment system and to other features of Japanese society.

Companies are finding it harder to hire and retain younger people, and applications at business schools are plunging. 70 MILLION STRONG.  Nick Hahn, a managing director at Vivaldi Partners, a New York consulting firm, remembers just a decade ago when he was looking for a job, how most college graduates would have given almost anything for a top-paying spot at a big-name investment bank or consulting firm. It was taken for granted that to climb the corporate ladder they would all work 80-plus-hour weeks. That's beginning to change. Increasingly, "today, college grads ask: 'what can your firm do for me' to help them lead a more purposeful and meaningful life," says Hahn.

You can't get much more basic than the lead finding of Poynter's EyeTrack07 study, presented this morning to the American Society of Newspaper Editors in Washington, D.C.Readers select stories of particular interest and then read them thoroughly.And there's a twist: The reading-deep phenomenon is even stronger online than in print.At a time when readers are assumed to have short attention spans, especially those who read online, this qualifies as news. RELATED RESOURCES -- Marketplace report on Poynter's Eyetrack research -- Editor & Publisher report That was the predominant behavior of roughly 600 test subjects -- 70 percent of whom said they read the news in print or online four times a week. Their eye movements were tracked in 15-minute reading sessions of broadsheet, tabloid and online publications. Evidence from these sessions revealed how long readers spend with the stories they pick, as well as a host of other details about reading patterns.This first look at EyeTrack07's headline findings is presented here in four formats:A video produced at Poynter last week, that replicates the presentation Sara Quinn and Pegie Stark Adam gave this morningA text version of that presentationThe slides [PDF] used in this morning's presentationA brochure [PDF] summarizing both the findings and the methodology of the studyAlso, be sure to take a look at this video, produced by Poynter's Al Tompkins, and included in the ASNE presentation this morning.The study, which was planned more than a year ago, tested readers in Denver, Minneapolis, Philadelphia and St. Petersburg, Fla., last summer and fall.But analysis of the readers' eye movements was just completed recently. The project is still a work in progress. Deeper analysis is ongoing, and more findings are slated to be released later this year.The application of these initial findings to print and online design is just beginning.Discussion continues at a major Poynter conference April 10 through 12. That conference is full, but you can still sign up for a hands-on EyeTrack workshop to be held at Poynter in September. Click here to learn more and register.A book with complete results, pictures of the materials test subjects viewed and a full account of how the research was done will be available in June.

Some of the world's most innovative thinkers and strategists have shared their views on how business is adapting to global challenges. Download our podcasts each day this week and hear the presentations made at the recent London Business School Global Leadership Summit:

"Generation Y is much less likely to respond to the traditional command-and-control type of management still popular in much of today's workforce," says Jordan Kaplan, an associate managerial science professor at Long Island University-Brooklyn in New York. "They've grown up questioning their parents, and now they're questioning their employers. They don't know how to shut up, which is great, but that's aggravating to the 50-year-old manager who says, 'Do it and do it now.' " That speak-your-mind philosophy makes sense to Katie Patterson, an assistant account executive at Edelman Public Relations in Atlanta. The 23-year-old, who hails from Iowa and now lives with two roommates in a town home, likes to collaborate with others, and says many of her friends want to run their own businesses so they can be independent. "We are willing and not afraid to challenge the status quo," she says. "An environment where creativity and independent thinking are looked upon as a positive is appealing to people my age. We're very independent and tech savvy."

They've got the smarts and the confidence to get a job, but increasing numbers of the millennial generation — those in their mid-20s and younger — are deciding corporate America just doesn't fit their needs. So armed with a hefty dose of optimism, moxie and self-esteem, they are becoming entrepreneurs. "People are realizing they don't have to go to work in suits and ties and don't have to talk about budgets every day," says Ben Kaufman, 20, founder of a company that makes iPod accessories. "They can have a job they like. They can create a job for themselves."

"They want to create a custom life and create the kind of career that fits around the kind of life they want," says Bruce Tulgan, the founder of RainmakerThinking, a management training firm in New Haven, Conn., and an author specializing in generational diversity in the workplace. Experts say these children of the baby-boom generation, also known as Gen Y or echo boomers, are taking to heart a desire for the kind of work-life balance their parents didn't have. They see being their own boss as a way to resolve the conflict. So now they're pressing ahead with new products or services or finding a new twist on old-style careers. They're at the leading edge of a trend toward entrepreneurship that has bubbled for decades and now, thanks in large part to technology, is starting to surge. "It is a fun-loving generation," says Ellen Kossek, a Michigan State University professor in East Lansing who has spent 18 years researching workplace flexibility. "They view work as part of life, but they don't live to work the way we were socialized as boomers. There is a real mismatch between what the young generation wants and what employers are offering."

Those who have studied generations in the workplace, such as author David Stillman of Minneapolis, do have some insights. Stillman, who co-wrote the 2002 book When Generations Collide, say these young workers have very different ideas than earlier generations. "This generation has the group-think mentality," he says. "When you are raised to collaborate at home, then you are taught how to do that in middle school and practice it in college, you show up at work saying 'Where's my team?' They're just comfortable working with peers." Many go into business with friends.

This 'Introduction to Online Communities' has been written to give an overview of the different types of online community, what makes an online community, and the various community tools. Every community is unique and it is difficult to give a guaranteed recipe for success, but I will cover common factors found in every good online community. It is also worth remembering that as in real life communities take time to grow, and will continually evolve. This is the challenge of online Community Management.

K-Log guru and advocate John Robb presents the benefits of K-Logs as:1) Answers. K-Logs make it easy for people to find answers to problems they need to solve. A simple search of K-Log archives will quickly find an answer if available.2) Experts. Because K-Logs organize knowledge and information byindividual, it is easy to find people with the expertise you need. They can be found via search, cross linking from other K-Loggers, or community tools.3) Organized archive. K-Logs provide a permanent archive of all posted knowledge. Employees may come and go, but their knowledge remains.He sells the economic benefit of K-Logs as:1) Shorter time to find. Giving you faster, more accurate responses to customer inquiries, etc. 2) More accurate decision making. Use of experts, revealed by K-Logs, will improve the quality of corporate decision making. Improved knowledge transfer will expose wasteful projects and inaccurate assumptions. It will also unlock hidden knowledge resources within the company.3) Faster training for new employees. New employees can quickly find the information, context, and insight they need to become productive quickly. A new team member can synch up quickly with an ongoing project by reading the team's K-Logs.4) Simplified management and improved corporate control. The elimination of what is that person doing (?) or how is that project progressing (?) questions that plague managers.

Mine wasn't a particularly sociable apartment building, but wi-fi transcends urban alienation.

One of my favorite business model suggestions for entrepreneurs is, find an old  UNIX command that hasn't yet been implemented on the web, and fix that.  talk and  finger became ICQ,  LISTSERV became Yahoo! Groups,  ls became (the original) Yahoo!,  find and  grep became Google,  rn became Bloglines,  pine became Gmail,  mount is becoming S3, and  bash is becoming Yahoo! Pipes. I didn't get until tonight that Twitter is  wall for the web. I love that.

Dweck’s next question: what makes students focus on different goals in the first place? During a sabbatical at Harvard, she was discussing this with doctoral student Mary Bandura (daughter of legendary Stanford psychologist Albert Bandura), and the answer hit them: if some students want to show off their ability, while others want to increase their ability, “ability” means different things to the two groups. “If you want to demonstrate something over and over, it feels like something static that lives inside of you—whereas if you want to increase your ability, it feels dynamic and malleable,” Dweck explains. People with performance goals, she reasoned, think intelligence is fixed from birth. People with learning goals have a growth mind-set about intelligence, believing it can be developed. (Among themselves, psychologists call the growth mind-set an “incremental theory,” and use the term “entity theory” for the fixed mind-set.)

All of these programs link to myriad open APIs--advanced program interfaces that serve as building blocks for new applications--and data on the Web from Amazon (Research), Google (Research), and others. Thus can the information on your desktop be fused with the entire Web through a powerful and increasingly invisible bridge between the two.

It's been a long time -- all the way back to the dawn of desktop computing in the early 1980s -- since software coders have had as much fun as they're having right now. But today, browser-based applications are where the action is. A killer app no longer requires hundreds of drones slaving away on millions of lines of code. Three or four engineers and a steady supply of Red Bull is all it takes to rapidly turn a midnight brainstorm into a website so hot it melts the servers.

K Log noun. See: Knowledge Log. Also: Klog, K-Blog. K-logs are usually internal blogs (i.e. on an intranet and not visible to the general public) and are used as highly effective knowledge management systems and/or internal company communication systems (such as project blogs, for example).

n 1998, a group of individuals advocated that the term free software be replaced by open source software (OSS) as an expression which is less ambiguous and more comfortable for the corporate world.[2] Software developers may want to publish their software with an open source software license, so that anybody may also develop the same software or understand how it works. Open source software generally allows anybody to make a new version of the software, port it to new operating systems and processor architectures, share it with others or market it. The aim of open source is to let the product be more understandable, modifiable, duplicatable, reliable or simply accessible, while it is still marketable. The Open Source Definition, notably, presents an open-source philosophy, and further defines a boundary on the usage, modification and redistribution of open-source software. Software licenses grant rights to users which would otherwise be prohibited by copyright. These include rights on usage, modification and redistribution. Several open-source software licenses have qualified within the boundary of the Open Source Definition. The most prominent example is the popular GNU General Public License (GPL). While open source presents a way to broadly make the sources of a product publicly accessible, the open-source licenses allow the authors to fine tune such access.

Lifelong learning is the concept that "It's never too soon or too late for learning", a philosophy that has taken root in a whole host of different organizations. Lifelong learning is attitudinal; that one can and should be open to new ideas, decisions, skills or behaviors. Lifelong learning throws the axiom "You can't teach an old dog new tricks" out the door. Lifelong learning sees citizens provided with learning opportunities at all ages and in numerous contexts: at work, at home and through leisure activities, not just through formal channels such as school and higher education. Lifelong education is a form of pedagogy often accomplished through distance learning or e-learning, continuing education, homeschooling or correspondence courses. It also includes postgraduate programs for those who want to improve their qualification, bring their skills up to date or retrain for a new line of work. Internal corporate training has similar goals, with the concept of lifelong learning used by organisations to promote a more dynamic employee base, better able to react in an agile manner to a rapidly changing climate. In later life, especially in retirement, continued learning takes diverse forms, crossing traditional academic bounds and including recreational activities. One of the reasons why lifelong education has become so important is the acceleration of scientific and technological progress. Despite the increased duration of primary, secondary and university education (14-18 years depending on the country), the knowledge and skills acquired there are usually not sufficient for a professional career spanning three or four decades. Contents

If you are blogging with your students, or you are thinking of blogging with your students, I encourage you to not think of blogs as a writing assignment, but instead to look at them as conversations. Conversations that can give you both feedback about a lesson, or continue a conversation well after a lesson has ended. Blogging brings a new dimension to the classroom. You cannot blog and not change the structure of your classroom.

At most companies, going AWOL during daylight hours would be grounds for a pink slip. Not at Best Buy. The nation's leading electronics retailer has embarked on a radical--if risky--experiment to transform a culture once known for killer hours and herd-riding bosses. The endeavor, called ROWE, for "results-only work environment," seeks to demolish decades-old business dogma that equates physical presence with productivity. The goal at Best Buy is to judge performance on output instead of hours. Hence workers pulling into the company's amenity-packed headquarters at 2 p.m. aren't considered late. Nor are those pulling out at 2 p.m. seen as leaving early. There are no schedules. No mandatory meetings. No impression-management hustles. Work is no longer a place where you go, but something you do. It's O.K. to take conference calls while you hunt, collaborate from your lakeside cabin, or log on after dinner so you can spend the afternoon with your kid. Best Buy did not invent the post-geographic office. Tech companies have been going bedouin for several years. At IBM (IBM ), 40% of the workforce has no official office; at AT&T, a third of managers are untethered. Sun Microsystems Inc. (SUNW ) calculates that it's saved $400 million over six years in real estate costs by allowing nearly half of all employees to work anywhere they want. And this trend seems to have legs. A recent Boston Consulting Group study found that 85% of executives expect a big rise in the number of unleashed workers over the next five years. In fact, at many companies the most innovative new product may be the structure of the workplace itself.