...mall, having 2 shift managers and seven employees just coming back after three days from corporate headquarters and I have ten “items” in my inbox that need to be taken care of including; two employment applications (I have no positions available at this time), a note from Mary (an employee) regarding vacation requests, a notice from the mall regarding change of hours for an upcoming holiday, a customer complaint, four shipping receipts indicating there is about 230 pairs of shoes that have been delivered and need to be stocked, three bids from different companies responding to my request for bids on new cash register, a notice from the fire department regarding an impending inspection, a note that the washrooms (restrooms) are out of order, a notice from the corporate headquarters stating a holiday sale will begin soon and five advertisements and two catalogs from various vendors. After going thought my inbox I have decided that there are several items that I can delegate to my shift managers in order to run the store most effectively and to keep things flowing. The two job applications that were turned in while I was away, because there are no openings right now. The shift manager just needs to call the applicants and let them know that we have no openings and their application will remain on file for 60 days. Four shipping receipts indicating I have roughly 130 pairs of shoes that have been received in the store and need to be stocked; the shift managers as well as the employees...
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...In the Industrial War there lay a factory called The Triangle Shirtwaist Factory .The factory made blouses for women , that would make the women look tinier around the waist area so they could have more curvature to their body. The Triangle Shirtwaist factory also had a very bad tragedy in the early years of the factory which i will tell you about in a little bit. The Triangle Shirtwaist Factory was owned by two gentlemen named Max Blanck and Isaac Harris. The men opened the factory in 1900’s. The Factory was located on the corner of Greene St. ,and Washington Pl. in Manhattan.They factory had a majority of women working at the factory and a couple of men here and there. The Homestead Act was an act on how factory owners...
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...Friday, Max Steadman, Jim Coburn, Lynne Sims, and Tom Hamilton meet at Charley's after work for drinks. The four friends work as managers at Eckel Industries, a manufacturer of arc-welding equipment in Minneapolis. The one-plant company employs about 2,000 people. The four managers work in the manufacturing division. Max, 35, manages the company's 25 quality-control inspectors. Lynne, 33, works as a supervisor in inventory management. Jim, 34, is a first-line supervisor in the metal coating department. Tom, 28, supervises a team of assemblers. The four managers' tenure at Eckel Industries ranges from 1 year (Tom) to 12 years (Max). The group is close-knit; Lynne, Jim, and Max's friendship stems from their years as undergraduate business students at the University of Minnesota. Tom, the newcomer, joined the group after meeting the three at an Eckel management seminar last year. Weekly get-togethers at Charley's have become a comfortable habit for the group and provide an opportunity to relax, exchange the latest gossip heard around the plant, and give and receive advice about problems encountered on the job. This week's topic of discussion: performance appraisal, specifically the company's annual review process, which the plant's management conducted in the last week. Each of the four managers completed evaluation forms (graphic rating scales) on all of his or her subordinates and met with each subordinate to discuss the appraisal. Tom: This was the first time I've appraised...
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...Made Disasters Professor Charles Kocher July 16, 2012 Abstract Emergency managers have historically been just that, managers of emergency situations. As the field of emergency management changes, more and more emphasis is being placed on the prevention of the emergency all together. This paper will lay out the frame work of emergency management in terms of total reorganization. The current model although tweaked many times is still response heavy, the new model will be more prevention and mitigation based, as will call for the total overhaul of conventional emergency management. Introduction The American public as an expectation that be it private or government on any level professional responders and emergency managers should be capable of handling any and all types of emergencies. They have an expectation be it fair or not that these responders should execute these responses without error. This expectation is only further fueled by popular television programs that depict stoic emergency managers that handle the large events everyday. In addition to emergency managers the same could be said about military commanders, and political leaders. The odd coincidence is that this was also the key duty that emergency managers have always focused on. The thought was that if a manager handles the call or event and creates good PR as a result, it will be considered a success, and tough questions...
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....Breaks - 10 minutes in the morning but this is up to the discretion of the team leader and half hour lunch unpaid.Timesheets are in the timesheet folder in the duty room .I fill the timesheet in weekly and total my hours weekly . At the end of the month I total all the weekly hours to get my monthly hours and fill in the box at the end of the sheet and sign the sheet.Pay slips - I go the office and sign for my pay slip monthly .Second employment - you are not allowed to have a second job whilst working at LCD.Staff handbook received on induction.Expenses - I can ask Sue for a form from to claim back any expenses.line management - on my induction a received a chart lay out of the line management .job description I received when I did my induction with Ann on the first day .The signing in book is in the entrance hall as I enter the building .I sign in when I arrive and sign out when I leave. Your personal development I meet with my mentor Jeanette monthly to discuss any problems ,support or further training I need regarding my role.Also receive support from the care manager Ann.I also receive feedback from my mentor and the care manager regarding my work.Probation period= 3months and completing the induction and the care certificate ,I have kept a folder of the courses I have attended . Duty...
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...she told the Garden and they refused to intercede on issue but instead the decided to fire Ms. Browne Sanders. So, according to the law on sexual harassment she fulfilled her duty and the company failed her terribly. In which she got a lawyer to sue for punitive damages. 2-25 I think the court arrived a correct decision, Ms. Browne Sanders followed the guidelines and the company failed to take the complaint seriously. 2-26 According to the book “Implications for Employer and Managers”, are employer must exercise reasonable care to prevent and correct promptly any sexual harassment behavior. The employer must demonstrate that the plaintiff unreasonably failed to take advantage of any preventive or corrective opportunities provided by the employer. Take all complaints about harassment seriously. Issued a strong policy statement condemning such behavior. Described the prohibited conduct, assure protection against retaliation, described a confidential complaint process, and provide impartial investigation and corrective action. Take steps to prevent sexual harassment form occurring. Communicate to employees that the employer will not tolerate sexual harassment, and take immediate action when someone complains. Establish a management response system that includes an immediate reaction and investigation. Supervisors and managers to increase their awareness of the issues, and discipline managers and employees involved in sexual harassment. 2-27 If I were...
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...celebrating and awarding those who successfully keeps the city running smoothly. As the luncheon provided the special guests all the fixings and trimmings of a Thanksgiving feast, Jessop-Watkins’ aim of showing her appreciation for the priceless value to The City of Blythe Code Enforcement, Volunteer Fire and Public Works Department was indeed a remarkable gesture...
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...the overall staff morale and productivity. There is a deep and long standing perception of public employees that they are lazy and incompetent. This is far from the truth, but certain policies regarding hiring, promoting, and disciplinary actions are decreasing employee productivity. To incorporate motivational elements in the public sector and give more discretion to public managers, policies must be changed. When a manager would like to promote an employee, it is a long and drawn out process, that often after much effort is exhibited, the potential promotion falls through. Where the private sector motivates through financial incentives and promotions, the public sector has no tools to promote good work ethics. A public sector promotion must follow procedures and the department must open the promotion to every qualified employee in every City department, interview qualified applicants and finally chose the applicant most qualified. It’s obvious to see that the procedure is ineffectual as in the end the hiring authority will pick the original candidate. Public managers need...
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...MY TEAM MEMBERS – Pages 17- 21 UNDERSTANDING HOW TO IMPROVE THE PERFORMANCE OF A TEAM IN DELIVERING A PLAN – Pages 22-24 UNDERSTANDING HOW TO ORGANISE PEOPLE TO ACHIEVE AN OBJECTIVE- Pages 24-27 UNDERSTANDING HOW TO DELEGATE TO ACHIEVE WORKPLACE OBJECTIVES- Pages 28-32 GLOSSARY LFRS – Lancashire fire and Rescue service HFSC – Home fire safety check ADFs – Accidental dwelling fireS DSFs – Deliberate Secondary fires EVAs – Environmental Visual Audit CORVU - LFRS information system MOASIC – LFRS information system SOA – Targeted area (super output area) Sm – Station Manager Wm – Watch Manager Cm – Crew Manager CFS – Community Fire Safety KPIs – Key performance indicators IRS – Incident Recording System E71 – Blackburn Fire Station E70 – Accrington Fire Station E76 – Darwen Fire Station MFS – Mobile Fire Station E71P2 – Blackburn Fire appliance E71P1 – Blackburn Fire appliance INTRANET – LFRS Internet REDKITE – Training programme system BA – Breathing apparatus RTC – Road traffic collision BACKGROUND The name of the organisation I work for is Lancashire Fire and Rescue Service. LFRS has a number of aims which are split into our objectives, our priorities and our values. Our Objectives – Our specific measureable goals. To identify the key priorities for 2013 – 2017 by asking ‘What should LFRS focus resources on over the next four years in order to achieve the goal of Making Lancashire Safer...
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...behalf. The first legal principle is the employee handbook presented to Clark at the beginning of his employment with WireTech. The employee handbook could represent a contract between the employer and the employee. Upon employment Clark did acknowledge that the company had an “at will” policy when terminating employees. WireTech presented Clark with an employee manual upon hiring him that states,“ If the job performance of an employee is unsatisfactory, the employee will be notified of the deficiency and placed on a corrective actions plan” (Syllabus, 2010). Unfortunately, WireTech never put Clark on a corrective action plan nor did WireTech give Clark any indication that they were unsatisfied with his performance until they were prepared to let him go. According to Jennings, ”Many courts have implied the existence of a contract due to the presence of promises, procedures, and policies in an employee personnel manual. Personnel manuals have been held to constitute, both expressly and impliedly, employee contracts or to become part of the employee contract when they are given to employees at the outset”(Jennings, pg.727). One factor that determines an implied contract is the reliance on the employee manual (Jennings, 2006). With this information being known Clark has the right to consult with an attorney if he chose to do so. In the case of Dillon v. Champion Jogbra, Inc. Linda Dillion brought a suit against Jogbra for wrongful termination. Ms. Dillion’s case is very similar to Clark's...
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...behalf. The first legal principle is the employee handbook presented to Clark at the beginning of his employment with WireTech. The employee handbook could represent a contract between the employer and the employee. Upon employment Clark did acknowledge that the company had an “at will” policy when terminating employees. WireTech presented Clark with an employee manual upon hiring him that states,“ If the job performance of an employee is unsatisfactory, the employee will be notified of the deficiency and placed on a corrective actions plan” (Syllabus, 2010). Unfortunately, WireTech never put Clark on a corrective action plan nor did WireTech give Clark any indication that they were unsatisfied with his performance until they were prepared to let him go. According to Jennings, ”Many courts have implied the existence of a contract due to the presence of promises, procedures, and policies in an employee personnel manual. Personnel manuals have been held to constitute, both expressly and impliedly, employee contracts or to become part of the employee contract when they are given to employees at the outset”(Jennings, pg.727). One factor that determines an implied contract is the reliance on the employee manual (Jennings, 2006). With this information being known Clark has the right to consult with an attorney if he chose to do so. In the case of Dillon v. Champion Jogbra, Inc. Linda Dillion brought a suit against Jogbra for wrongful termination. Ms. Dillion’s case is very similar to...
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...employees understand what they are entitled to and to get assistance if they believe they have been discriminated against” (Doyle 2006). Jennifer does not meet the requirements and skills she requires to perform the tasks for her job. This would presume that she lied on her application and interviewing process. The firm hired her based on those qualifications and now that she is unable to perform her task, she is no longer an asset to the company. For this reason, she should be laid off from the firm with no chance of being re-hired. The employment-at-will doctrine states that an employee is hired based on his/her will and may choose to leave at anytime post-employment. The same applies to the employers in the sense that they can fire her for good cause, bad cause or no cause. The employer does not hold any legal liability as long as no contract was signed upon employment. An exception to the employment-at-will...
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...March 4, 2013 IP2 HRM335-1301B-04 Legal Issues in HRM Instructor Chris Agada Hiring of employees is a complex and takes time to hire the right employee. Hiring employees can cost the company a lot of money, so making the right choice is important. Hiring talented individuals means you don’t want to have to fire them. If this subject comes to surface the company doesn’t want to discriminate against the employee. Knowledge of the discrimination law is important. Laws and regulations have been set in place by the federal and state government to protect both the employer and employee. Contracts and Liabilities Managers must all be trained and current on all employment laws to stay away from wrongful termination. Most managers don’t like to terminate employees as this is a difficult task. One never knows how an employee will respond to his or her discharge, so it is very important to stay calm and get to the point quickly. (Breen, 2000). Employees cannot be fired for any reason. It is important to determine if the employee is under contract as this will make the task harder for the manager. The contract will determine when and how you can fire an employee. If the company doesn’t have a contract with the employee, then the employee can be terminated for any reason. However, being very careful not to discriminate, or retaliation. No-compete contracts are often used when the company wants to make sure that the employee stays with the company longer than...
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... | | |Document last updated | | If you have any questions about this template, please contact Ian Steed on isteed@cornwall.gov.uk Please submit your event management plan with your event application form. *Please note that this document is a guide only* Introduction This template provides guidance notes for event organisers and will help you develop a detailed event management plan. To use the template, save a new version and complete the sections in blue that apply to your event. Not all sections will apply to all events – you will need to decide which are relevant to your event. Once you have completed the template, you can delete the guidance text. Our online event guidance includes information that will be useful when preparing your event management plan. Please take time to read this. You may also find the Health and Safety Executive’s The Event Safety Guide helpful, as it provides guidance on security, major incident planning, first aid, electrical safety, event communication, lost children, sanitary facilities and more....
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...BSM304 Role Play #2 Ken Litwak 8/22/14 City University of Seattle Abstract I am the chief of a fire company that has an opening for a top notch fire fighter. I am interviewing 3 candidates who are all similarly qualified. I know personally one of the candidates, his family and how the family worked to pay for his schooling. This candidate’s father has asked me to hire his son. I have asked the assistant fire chief to conduct a second interview with he and I well prepared to differentiate the similar candidates. The second interview session was telling. The candidate’s dress, attitude, community involvement, variety of experience and even additional skills made one candidate stand out above the others as excellent. All 3 would have made a good choice and I was comfortable hiring any 1 of them but the second interview revealed that a particular candidate was clearly the best. I conducted additional research about differentiating similar candidates to help make my decision. BSM304 Role Play #2 I am the chief of a fire department. I need to hire one top notch fire fighter as soon as possible. I have three applicants who have made it through the initial screening process and into the interview stage. One of these applicant’s is known to me personally and I am acquainted with the applicant’s family who live next door to the fire station. I have personally witnessed this applicant’s parents working overtime and part-time jobs to pay for his schooling. The...
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