Becoming an URBAN PLANNER Are you considering a career in urban planning? Becoming an Urban Planner is the best place to start. Through in-depth interviews with more than eighty urban planners across the United States and Canada, this book gives you a valuable insider’s look at your future profession as it is lived and practiced. Becoming an Urban Planner introduces you to the urban planning profession—its history, what you must know to prepare for a career in planning, and the different types of planning jobs. Beyond the basics, though, it shows you the realities of what it’s really like to be a planner today. You’ll learn about: The skills you’ll need and how to hone them in school and on the job Potential career paths and what people in these positions do Using internships, job shadowing, and other opportunities to break into the field Deciding among planning specialties and moving between public and private sectors How to search for and get your first position Emerging areas in planning, including sustainability and climate change Each topic is explored through in-depth interviews with both generalists and others who have devoted their careers to a particular aspect of planning. These professionals share their insights and describe how they have arrived at where they are and how beginners like you can learn from their experiences. With the information from this book to guide and inspire you, you will be able to chart your own path to success as an urban planner.

A Guide for the Idealist is a must for young professionals seeking to put their idealism to work. Speaking to urban and regional planners and those in related fields, the book provides tools for the reader to make good choices, practice effectively, and find meaning in planning work. Built around concepts of idealism and realism, the book takes on the gap between the expectations and the constraints of practice. How to make an impact? How to decide when to compromise and when to fight for a core value? The book advises on career "launching" issues: doubt, decision-making, assessing types of work and work settings, and career planning. Then it explains principled adaptability as professional style. Subsequent chapters address early-practice issues: being right, avoiding wrong, navigating managers, organizations and teams, working with mentors, and understanding the career journey. Underpinning these dimensions is a call for planners to reflect on what they are doing as they are doing it. The advice provided is based on the experience of a planning professor who has also practiced planning throughout his career. The book includes personal anecdotes from the author and other planners about how they launched and managed their careers, and discussion/reflection questions for the reader to consider.

During the Second World War several independent business organizations in the US devoted considerable energy to formulating and advocating social and economic policy options for the US government for implementation after the war. This 'planning community' of far-sighted businessmen joined with academics and government officials in a nationwide endeavor to ensure that the colossal levels of productivity achieved by the US during wartime continued into the peace. At its core this effort was part of a wider struggle between liberals, moderates and conservatives over determining the economic and social responsibilities of government in the new post-war order. In this book, Charlie Whitham draws on an abundance of unpublished primary material from private and public archives that includes the minutes, memoranda, policy statements and research studies of the major post-war business planning organisations on a wide range of topics including monetary policy, demobilization, labor policy, international trade and foreign affairs. This is the untold story of how the post-war business planners – of all hues – helped shape the 'moderate' consensus which prevailed after 1945 over a permanent but limited government responsibility for fiscal, welfare and labor affairs, advanced American interests overseas and established.

Lessons from an experiment in equity planning.

The George Hicks Collection at the National Library, Singapore, comprises about 6,900 books and materials donated between 200 and 2015 by Mr George Lyndon Hicks. The Collection focuses on four main subject areas – Southeast Asia, China, Japan and overseas Chinese – spanning the disciplines of history, sociology, economics, political science and anthropology. The body of works in the Collection reveals Mr Hicks’ profound interest in Asia and his scholarly pursuits over the decades. This volume, written and compiled by Eunice Low, presents an annotated bibliography of selected works from the Collection and highlights significant titles. Also included are an overview of the life and career of Mr Hicks, a list of his authored and edited works, as well as essays introducing the chapters.

A far-reaching transformation is taking place in the US in the relationship between employers and employees. The lessons learned from Japan and from "best practice" companies like IBM about how job security, training, and internal development can improve employee commitment and performance have given way to a new set of lessons about how companies can redue fixed costs, increase flexibility, and improve performance by eliminating the elaborate employment systems that prepared employees for long careers in the company. Where the old arrangement protected employees from outside market forces, the new ones drag the market right back in through downsizing, contingent workforces, hiring on the outside for new skills, and compensation contingent on overall organizational performance. New work systems that reengineer processes and empower employees "flatten" the organizational chart, cutting management jobs in particular and reducing opportunities for career development. The new arrangements shift many of the risks of business from the firm to the employees and make employees, rather than employers, responsible for developing their own skills and careers. They also increase the demands placed on workers while reducing what they receive back for their efforts. While morale is down and stress is up, employee performance seems to be rising largely because of fear driven by the shortage of good jobs. Change at Work explores the theme that employees have paid the price for the widespread restructuring of American firms as illustrated by reduced security, greater effort and hours, and reduced morale. In this important study--commissioned by the National Planning Asociation's Committee on New American Realities--the authors consider how individuals and employers need to adapt to the new arrangements as well as the implicatioons for important policy issues such as how skills will be developed where the attachment to the firms is sharply reduced. The future is uncertain, but the authors argue that the traditional relationship between employer and employee will continue to erode, making this work essential reading for managers concerned with the profound impact corporate restructuring has had on the lives of workers.