...Steven Lee 1916 County Road Apt. 103 District Heights, MD 20747 C: (240) 353-4086/ Weback13@gmail.com[->0] Objective Fast learner looking to establish a stable career. My professional experience, positive out look and energetic spirit is a sure asset to any work place. The ability to multi task, communicate well, and interact with a range of personalities are all advantages I have mastered. Professional Experience WMATA, Bladensburg, Washington DC (December 2013-May 2014) Worked as a bus operator also received Class B License. 1. Drove bus route 2. Responsible for keeping bus on schedule. 3. Responsible for transporting patrons to desired destination safely. Interstate Van Lines, Landover, Maryland (June 2010 - November 2011) Worked as a mover helper in which I helped move large amounts of household goods and office goods into and out of residences or company buildings. Also worked in a warehouse in which I helped take large amount of tonage where items were wrapped and secured and loaded into storage crates. ·1 Took inventory for large pickups of up to 25,000 lbs. ·2 Took inventory for warehouse intake for multiple shipments. ·3 Wrapped, secured, and loaded items into trucks and storage crates. ·4 Delivered shipments to residents, office buildings, and warehouses where items had to be placed correctly and properly assembled. ·5 Handled documents for multiple items including financial charges, high value items documents, and delivery...
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...Members Task Roles 1. Initiator/Contributor Contributes ideas and suggestions; proposes solutions and decisions; proposes new ideas or states old ideas in a novel fashion. 2. Information Seeker Asks for clarification of comments in terms of their factual adequacy; asks for information or facts relevant to the problem; suggests information is needed before making decisions. 3. Information Giver Offers facts or generalizations that may relate to the group’s task. 4. Opinion Seeker Asks for clarification of opinions made by other members of the group and asks how people in the group feel. 5. Opinion Giver States beliefs or opinions having to do with suggestions made; indicates what the group’s attitude should be. 6. Elaborator/Clarifier Elaborates ideas and other contributions; offers rationales for suggestions; tries to deduce how an idea or suggestion would work if adopted by the group. 7. Coordinator Clarifies the relationships among information, opinions, and ideas or suggests an integration of the information, opinions, and ideas of subgroups. 8. Diagnostician Indicates what the problems are. 9. Orienter/Summarizer Summarizes what has taken place; points out departures from agreed-on goals; tries to bring the group back to the central issues; raises questions about the direction in which the group is heading. 10. Energizer Prods the group to action. 11. Procedure Developer Handles...
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...Conflict and negotiation in the workplace Conflict occurs with two or more people who, despite their first attempts at agreement, do not yet have agreement on a course of action, usually because their values, perspectives and opinions are contradictory in nature. Conflict can occur: 1. Within yourself when you are not living according to your values. 2. When your values and perspectives are threatened. 3. When there is discomfort from fear of the unknown or from lack of fulfillment. Conflict is inevitable and often necessary when forming high-performing teams because they evolve through “form, storm, norm and perform” periods. Getting the most out of diversity often means addressing contradictory values, perspectives and opinions. Conflict is often needed. It: * Helps to raise and address problems. * Energizes work to be focused on the most important priorities. * Helps people “be real” and motivates them to fully participate. * Helps people learn how to recognize and benefit from their differences. Conflict is not the same as discomfort. The conflict is not the problem – poor management of the conflict is the problem. Conflict is a problem when it: * Hampers productivity. * Lowers morale. * Causes more and continued conflicts. * Causes inappropriate behaviors. Types of Managerial Actions That Cause Workplace Conflicts 1. Poor communications * Employees experience continual surprises, for example, they are not informed of...
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...SUCCESSFUL LEADERS Some of the traits/characteristics that were found by Bass (1990) to be common to successful leaders were: • Capacity (intelligence, verbal skills, originality) • Achievement (scholarship, knowledge, athletic accomplishment) • Responsibility (dependability, initiative, self-confidence) • Participation (sociability, cooperativeness) • Status (socioeconomic position, popularity) • Situation (interest in followers, objectives) Later research by Kirkpatrick and Locke (1991) identified the following traits that differentiated leaders from non-leaders: • Drive • Desire to lead • Honesty and integrity • Self Confidence 10 © University of South Australia – IGSB • Intelligence • Job-relevant knowledge There was a lack of consistency in these results. LEADER BEHAVIOURS It was noted that: • behaviours can be observed • behaviours are measurable and • behaviours can be taught At the same time, leaders were categorised as being autocratic, democratic or laissez-faire (Lewin 1938). It was generally found that the democratic style was the most effective in employee productivity. However, it was also found that the democratic style could lead to less effective group performance than the autocratic style. task-related behaviours and relationship-related behaviours Most recently, leadership theory dictates that leaders are most effective when they make their behaviour contingent upon situational forces, including the characteristics...
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...Steven Galvin MGMT 419 Module 5 activity 5.4 1. Discuss the three categories of tasks in your own words a. Routine tasks are those that must be completed regularly on all aircraft. b. Variable Routine tasks are similar to routine tasks but vary by aircraft. They can include SB and AD that are specific to models of aircraft. c. non-routine tasks are unscheduled maintenance tasks that are discovered as a result of conducting routine tasks. 2. Research a Phase Check on an aircraft of any airline and write about the way the airline performs the Phase Check. American Airlines conducts Daily Checks, A checks, B checks, and C checks. Daily checks are conducted every 2-3 days and it is visually inspected, taking approximately two man hours. The log book is checked for any maintenance needs. A checks are more detailed and are performed every 7-9 days. It takes approximately 10-20 man hours. B checks are even more thorough. It is accomplished every 2 months, which is usually between 500-600 flight hours. In addition to visual checks, a series of systems and operational checks are performed. These checks are conducted in a hangar in one of seven cities. The B check takes approximately 100 hours on narrow body aircraft and 200-300 hours on wide body. C checks are the most thorough. The aircraft goes through a series of checks inspections and overhaul work. The c check is performed in one of the airlines heavy maintenance facilities in Tulsa, OK or Fort Worth, TX....
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...that contains all up-to-date personnel policies. 3. Develop a basic set of procedures for how routine tasks are conducted and include them in standard operating manual. 4. Ensure every employee has a copy of their job description and the organization chart. 5. Regularly hold management meetings (at least every two weeks), even if there's nothing pressing to report. If you hold meetings only when you believe there's something to report, then communications will occur only when you have something to say -- communications will be one way and the organization will suffer. Have meetings anyway, if only to establish and affirm the communication that things are of a status that there's not immediate problems. 6. Hold full staff meetings every month to report how the organization is doing, major accomplishments, concerns, announcements about staff, etc. 7. Leaders and managers should have face-to-face contact with employees at least once a week. Even if the organization is over 20 employees (large for a nonprofit), management should stroll by once in a while. 8. Regularly hold meetings to celebrate major accomplishments. This helps employees perceive what's important, gives them a sense of direction and fulfillment, and let's them know that leadership is on top of things. 9. Ensure all employees receive yearly performance reviews, including their goals for the year, updated job descriptions, accomplishments, needs for improvement, and...
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...hinder the accomplishment of set objectives. Noe (2014), state that notwithstanding the potential downsides, training and development deliver both the employee and the firm as a whole with profits that make time and cost a worthy investment. Through training and development of an employee, weaknesses are addressed (Costen & Salazar, 2011). Most workers have individual flaws in their workplace. A training program consents an employee to cement those abilities that each worker needs to expand. A development program conveys all the employees to a higher platform so that each possesses a similar skill and knowledge. Such activities moderate any feeble link within the organization that depends profoundly on other to accomplish a given task. Brown & Sitzmann (2011) believe that through the provision of necessary training skills and development abilities it creates an general well-informed workforce with employees who can carry out the task without fear of doing things wrong or take over duties from other and doing it the right way. Such abilities also allow an individual to work with teams. According to Brown & Sitzmann (2011), the main aim of employee training and development is to improve his effeciency. An worker who acquires the basic drill and development is in a superior position to a carry out a given task. Bulut & Culha, (2010), state that this employee will be more conscious of the safety practices and appropriate procedure for carrying out a given task. Training...
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...Information competency-ability to locate, gather & organize information for use in decision making iii. Analytical competency-ability to evaluate & analyze information to make actual decision making problems b. What is Useful Information? iv. Data-raw facts & observations v. Information-data made useful & meaningful for decision making 1. Timely-the information is available when needed; meets deadlines for decision making & action 2. High quality-the information is accurate, & it is reliable; it can be used with confidence 3. Complete-the information is complete & sufficient for the task at hand; it is as current & up to date as possible 4. Relevant-the information is appropriate for the task at hand; it is free from extraneous or irrelevant materials 5. Understandable-the information is clear & easily understood by the user; it is free from unnecessary detail vi. Analytics-involves the systematic gathering & processing of data to make informed decisions c. Information Systems & Business Intelligence vii. Management information systems-use the latest technologies (IT) to collect, organize & distribute data for use in decision making viii. Business intelligence-process of tapping or mining information systems to extract & report data in organized ways that are helpful to decision makers ix...
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...SHRM FOUNDATION’S EFFECTIVE PRACTICE GUIDELINES Selection Assessment Methods A guide to implementing formal assessments to build a high-quality workforce Elaine D. Pulakos SHRM FOUNDATION’S EFFECTIVE PRACTICE GUIDELINES Selection Assessment Methods A guide to implementing formal assessments to build a high-quality workforce Elaine D. Pulakos This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM©). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2005 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in...
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...Development: 7 Employee Assistance: 7 Performance feedbacks: 7 Proper Communications: 7 Security: 7 Compensation 7 Performance Bonus: 7 4.0 Develop interpersonal and transferable skills: 8 4.1 Solution to work based problem: 8 4.2 Level and style of communication: 9 Oral communication of HR manager with Operation and middle level employees: 10 Written communication of HR manager with middle and executive level of employees: 10 4.3 Time Management Strategies: 11 Work Prioritizing: 11 Estimation of Task Time: 11 Objective Identification: 11 5.0 dynamic of Working with others 12 5.1 People to achieve goal in a team: 12 Plant: 12 Resource investigator: 12 Shaper: 12 Finisher: 12 Coordinator: 12 Implementer: 12 Monitor: 13 5.2 Analysis of Team Dynamics: 13 Objectives: 13 Self-motivation: 13 Goals: 13 Team meeting: 13 Member’s participation: 13 Sharing: 14 Disagreement: 14 Decision: 14 Respect: 14 Criticism: 14 Leadership Shifting: 14 5.3 Alternative ways to complete tasks and achieve team goals: 15 Lists all activities: 15 Task breakdown 15 Develop sub-task: 15 Execute Plan: 15 6.0 Strategies for Problem Solving: 15 6.1 Tools and Methods of Problem Solving: 15 Brainstorming Session: Balance Sheet Development: 15 Root Cause Method: 16 Train of thought: 16 SWOT Analysis: 16 Trail & Errors Mechanism: 16 6.2 Problem Solving Strategy: 16 6.3 Potential Impact on Organization: 17 Group Consensus...
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...OM Ed. 11: Quiz Questions Ch. 10 Chapter 10 Job Design and Work Measurement 1. The objective of a human resource strategy is to manage labor and design jobs so people are effectively and efficiently utilized. T or F? Answer: 2. Technology, location, and layout decisions are all possible constraints on human resource strategy. T or F? Answer: 3. Which of the following best describes mutual commitment in an organization? A) an instance in which management is committed to the employees and the employees are committed to management B) both management and the employees are committed to the same objective C) both management and the employees are committed, but to different objectives D) management obtains the commitment of the employees to a stated objective E) both management and the employees can rely on each other Answer: 4. Mutual trust is: A) when employees have gained the trust of management. B) reflected in reasonable, documented employment policies that are honestly and equitably implemented to the satisfaction of both management and employee. C) when management has gained the trust of the employees. D) when management recognizes that the employees are competent, motivated people both able and willing to perform at the level required to produce a quality product. E) when management and the employees both agree on common objectives. Answer: 5. What is quality of work life? What is its relation to a firm's human resource strategy...
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...and behaviors aiming at supporting the strategy and getting things done and generate desirable results. In fact, there is no fixed and rigid range of actions appropriately applied to all organizations due to the diverse industrial characteristics, different company’s capabilities and resources, and changing economic environment. However, in achieving a successful strategy-executing process, every organization must complete 10 basic managerial tasks in term of staffing, resources and competencies, organizational structure, resource allocation, procedures and policies, practices improvement, information and operating system, incentives, corporate culture and leadership. How well the firm completes these tasks determines the success of the strategy, which is presented in form of strategic and financial objective accomplishment, employees and customer satisfaction as well as other stakeholders’ interest. Therefore, in order to evaluate and grade the strategy execution process of Southwest Airlines, we will analyze the extent to which the firm fulfills the tasks needed. The comprehensive analysis is covered in the following part of the paper. 1. Staff the organization with managers and employees capable of executing the strategy well. (1 point) We will break the issue into two facets including management team building and employees recruiting, hiring and training. In term of management, Southwest Airlines (SA) seems to have a strong competitive advantage over its rivals. It...
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...planning and distinguish between standing and single-use plans. Operational planning is a short term plan that shows detail daily steps of business operations. A single-use plan in a business environment refers to plans developed for a one-time project or event that has one specific goal or objective. The length of a single-use plan differs greatly depending on the project. Standing plans are often policies, procedures and programs developed to ensure the internal operations of a given business are operating smoothly. Standing plans are often developed once and then modified to suit the business' needs as required. Examples of standing plans include policies for employee interaction, procedures for reporting internal issues in the company and regulations in terms of what is allowable and what is prohibited in the business. QUESTION 3 Define leadership and briefly explain three (3) benefits of leadership in an Organization. Leadership is as a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. Benefit * Boosts Morale * Limits Employee...
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...hospitality functions, such as food service and housekeeping; and the fundamental inpatient care or bed-related function. This variety is mirrored in the space and details of guidelines, policies, and misunderstanding that preside over hospital structure and undertakings. Each of the extensive variety and continuously developing operations of a hospital, including extremely complex mechanical, electrical, and telecommunications systems, requires specific knowledge and expertise. No one person can realistically have complete knowledge and know-how. This explains why is each department there are managers, and leaders to help make the business run smoothly. Being a successful manager or leader means making the most of reliable methods and procedures to help keep a business progressing efficiently and to keep the staff pleased and motivated that their employment is a positive experience. This is especially true in each department that has the ability to play a vital role for the company to obtain a profit. Leadership and management go hand in hand, but they are two completely different things. Leadership requires motivation, guidance and communication skills. To be a great leader in a business it is important to have loyalty to ethics, poise, communication, reliability, sincerity and determination. Part of being a good leader is to also have fantastic management skillfulness and to appreciate the managing course of action. A truly capable manager recognizes that it is their...
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...Table of Contents EXECUTIVE SUMMARY 2 COMPANY OVERVIEW 3 INTRODUCTION 3 ORGANIZATIONAL STRUCTURE 4 PRODUCTS 4 COMPETITOR 5 MARKET 5 POSITION AND DESCRIPTION OF DUTIES 6 POSITION 6 HUMAN RESOURCE DEPARTMENT 6 R&D 7 FINANCE 7 OTHER TASKS 7 ORGANIZATIONAL ANALYSIS 8 INTERNAL POTENCY 8 INTERNAL DEFICIENCIES 9 EXTERNAL OPPORTUNITIES 9 EXTERNAL THREATS 10 IDENTIFICATION OF A MAIN PROBLEM 10 RECOMMENDATION 11 LEARNING OUTCOMES 12 ACCOMPLISHMENTS 12 RESPONSIBILITIES DISLIKED 12 APPLICATION OF THEORETICAL KNOWLEDGE 13 CAREER ADVANCEMENT 13 COMMENTS 14 REFERENCES 15 ANNEXURE 16 EXECUTIVE SUMMARY Servis Group is Pakistan's largest footwear manufacturer and exporter. It also has interests in retailing. Its Group Company, SSC Private Limited, is the country's largest retailer and wholesaler of footwear. The Group was set up in 1958 and today has sales of more than PKR 9 billion. The Company runs its footwear retail business under Servis brand as Servis Shoe Stores. It has further established some of the most loved footwear brands including Don Carlos, Cheetah, Calza, Liza, Toz, and Skooz. It also has distribution alliances with leading international brands in footwear including SERVIS, CAT and exclusive franchise of ECCO in Pakistan. SSC a part of Servis Group Which has a rich heritage spanning over half a century and is today regarded as one of the most respected corporate citizens. The Group invests actively in...
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