...Fall Hazards On The Job Nicholas J. Marsh Columbia Southern University The Problem With fall Protection In the Construction Industry Far to often the problem(s) with fall protection in the construction industry begins with workers not being properly trained. When it comes to fall protection companies either fail to give the proper training on fall protection. Companies assume that they have experienced men and woman working with them. A company may have hired a new employee and that employee may have been hired under false pretenses, the employee may have lied saying they have had lots of experience with fall protection. That’s why it is important for a company to have its’ own fall protection training in place. No matter how much experience a person may say they have that person may not be telling the truth so they can secure a job. Another problem with fall related accidents is that the safety equipment may be old and outdated, or have burns, and cuts. Companies are not always the ones to blame when a worker is injured from a fall. Some employees choose not to wear any fall protection, wear their fall protection improperly, or fail to inspect their safety equipment properly even though they have been properly trained to do so. You can lead a horse to water but you can make him drink it. Same holds true in the construction industry, you can provide all the safety training in the world and supply the best safety equipment, but it is ultimately up to the worker to choose...
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...with a way in which the company can thrive even better than it had before. In order to do that they came up with four steps that would help them to promote diversity in the workplace. Using the model for goal setting, evaluate Allstate’s goal setting process to determine whether or not Allstate has an effective goal-setting program. After comparing the model for goal setting with the steps that Allstate had put into effect, I believe that they do have a successful goal-setting program already established. Nevertheless, when you are trying to make sure that a business is operating as smoothly and efficiently that it can, there will always be room for improvement. One way they could improve is instead of giving, each manage a twenty-five percent of each manager merit pay, and why not break that down to at least five percent for every employee (Hellriegel. 2010). That way even thought the percentage is lower but all the employees would be getting a reward based on the Diversity Index and QLMS. Everyone in the company, no matter what background that that individual may have, needs to feel like what they do for the company is not taken for granted. Managers at this time are receiving a twenty-five...
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...Garvin (2013) described a 2002 experiment where Google made their organization flat, eliminating engineering managers, the company realized that managers do more than just manage projects. Managers contributed to the company, “by communicating strategy, helping employees prioritize projects, facilitating collaboration, supporting career development, and ensuring that processes and systems aligned with company goals” (Garvin, 2013, para. 2). Google then created a people operations department in charge of performance reviews and creating the Google company survey. The people analytics group was created one year later which set out to collect data and in an evidence-based manor to solve problems in the organization. Having been data-driven in every other department in their company, Google wanted their human resources department to use the same approach. To contribute to the data-driven change, Project Oxygen was born. Project Oxygen set out to prove that managers don’t matter, in order to find that mangers do matter. People analytics examined the Google ratings, semiannual reviews, and exit interviews to determine how managers affected employees. Oxygen identified eight different characteristics that high-scoring mangers shared and used those characteristics to describe ideal leaders. People ops used the findings in Oxygen to build their training and assessment programs. The surveys people ops uses today are based off of Oxygen’s...
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...Compliance System Training on New Technology Due to the nature of an expanding company, a new corporation-wide compliance system is needed for Underland, Inc. In an extension to the new conformity system, new compliance policies will be introduced. Every manager will be required to train properly to complete their jobs as well as ensure their employees perform to best of their abitiles. This training will be coordinated and undertaken as part of the New way. New way The New way will affect a multitude of individuals both directly and indirectly. The main participants of this program include all of the managers at each branch district across the country. The supervisors are affected precisely since they will be attending the training sessions. Each of the employees at the branch locations across the company will not be immediately affected by Cherokee. The training the managers receive will be passed on to each of their respective employees. The CEO of Underland, Inc. will not be immediately affected by this project since it starts with mangers and employees. The CEO of Underland requested feedback to evaluate training sessions which is an important factor to the project for any future training. The requirement for managers is to train a minimum of at least 10 hours on the new system to understand every aspect of new system. The new compliance policies will training become necessary from that training. The new system will assimilate the company countrywide into a common database...
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...caseload, number of employees, number of clients, travel requirements, and facilities management needs have grown far beyond anything that the original partners had ever imagined. Attorney Jeter called a meeting of the partners to discuss the matter. Before the meeting, opinions about the pressing problems of the day and proposed solutions were sought from the entire staff. The meeting resulted in a formal decision to create a new position, general manager of operations. The partners proceeded to compose a job description and job announcement for recruiting purposes. Highlights and major responsibilities of the job description include: • Supervising day-to-day office personnel and operations (phones, meetings, word processing, mail, billings, payroll, general overhead, and maintenance). • Improving customer relations (more expeditious processing of cases and clients). • Expanding the customer base. • Enhancing relations with the local communities. • Managing the annual budget and related incentive programs. • Maintaining an annual growth in sales of 10 percent while maintaining or exceeding the current profit margin....
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...public. - CPI had a sales force of 500 detailers who called regularly on doctors, hospital professionals, and dentists, to promote drugs and make them prescribe. Each detailer was responsible for 200 physician and hospital accounts with an assigned geographical territory. - Each detailer was a pharmacy graduate and had previous experience in retail drugstores. - Every detailer received a formal performance appraisal from his district manager once a year. Informal evaluations happened through the year. The reporting hierarchy was as follows: Bob Marsh and CPI - Bob Marsh was a pharmacy graduate, with experience in retail pharmacy. He was hired by John Meredith, the district manager at Toledo, in 1978. He was appointed at a new salary level of $35,000, below his earning potential. - Meredith was initially impressed with Marsh’s qualities of aggressiveness, enthusiasm, learning ability, judgement, and character. - However, after a few months, Meredith found him unorganised, unplanned and was sceptic of the company’s promotional programs. - Despite these factors he was achieving his sales targets and the sales in his territory grew steadily. - After weighing...
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...Aim for 1 page – this example cover letter is longer because it includes instructions Ms Karen Medica [Address] [Suburb, State, Post Code] [Mobile] [e-mail] [date] 1 November 2010 [Salutation] [first name] [surname] [Position in Company] [Company name] [Address] [Suburb, State, Post Code] Dear [Mr. or Ms.][Last Name], Re: [job name, reference] Customer Service Officer, Position C542 [Write a brief explanation of your experience in the particular field and interest in the role advertised. This section should be limited to one paragraph only.] [Example only] I am writing to express my interest in your advertisement/ current opening for a [……],and submit my résumé for your review. Having served in sales and operational leadership roles for the past 8 years with continued success in meeting business/operational goals, I can make a valuable contribution to your organisation’s future projects and initiatives. I am aware of your products and familiar with your new line of [show you know something about what the organisation does] and believe that I can assist with increasing sales in the area of [again, show you know what they do]. [Sell yourself. Point out why you would be best for the role. Use examples/or use as a guide your current or most recent position. Provide detailed summary of the role’s key responsibilities and accountabilities]. [Example only]What I bring to this position is a combination of team leadership, strategic planning, and business development skills that...
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...Case Manager Interview Case Manager: Merventine Scott Organization: Family and Youth Services Assessment and reassessment 1. When clients are referred to your organization, what process or procedure is followed to assess your client (such as psychological, social, medical, et cetera)? When clients are referred to Family and Youth Services an initial assessment is performed, which includes information on a clients demographics, residential status, income, insurance coverage, mental or medical history, and main reason for seeking service. The process also includes an overview of different areas of need such as shelter, food, safety, and health care. 2. What steps do you take to stay up to date on current services or changes in available services? Family and Youth Services management team sends program coordinators, qualified professionals, counselors, and other licensed staff out every month to meetings held for service providers. The staff comes back and we have conferences to review and discuss changes and make sure that everyone understands the new policies and procedures for these changes. We also make time for networking to research additional information on what services are available and share and use other information from neighboring agencies. 3. Can you describe the standards you use in writing up assessments, reports, and recommendations? All case managers should utilize the Standards of Practice for Case management. The case manager should complete all assessments...
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...I would choose to implement Anderson’s key account program for several reasons: 1. It will help align employee compensation with overall corporate profit objectives. CSC managers are currently compensated based on their CSCs profit performance. This gives managers the incentives to employ their own CSC consultants on projects from the region, regardless if there are better-suited ENSR consultants working under different CSCs. Depending on the specific needs of a prospective client in the manager’s region, the CSC may or may not contain the necessary expertise to win a project. Implementing a key account program will allow the right expertise to be allocated to the right accounts. 2. Clients often need a certain type of expertise across a range of geographic locations outside the CSC’s area. Under the current system, the client would need to build new relationships with several CSCs dispersed geographically. This requires a great deal of company resources, including consultant time and money. Under a key account program, the relationship would be limited to one project team. This heightens the chance of building a strong relationship with the client. Relationships between clients and suppliers are becoming increasingly important, since there is a new industry trend where clients are limiting the number of suppliers/consultants employed by the firm. 3. By following Weber’s approach and implementing a BDO program, relationships would be less strong as the BDOs do not...
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...IT’S MY BIKE Debbie Martin was overjoyed when she was selected the new Supplier Quantity Manager for the commercial product division of Cold Air Corporation. In this role, she was responsible for monitoring the quality of component parts for twelve production lines scattered throughout the large manufacturing plant. When she started the new position, Debbie knew she would be faced with many opportunities and conflicts. Her immediate supervisor, the manager of shipping and receiving, was not known as an easy person to work for. He expected his subordinates to have a take charge attitude and to avoid bothering him with trivial issues. What Debbie had not envisioned was just how trivial and non-productive some of the conflicts in her new position would be. She certainly had not expected to be on the verge of a fistfight. Debbie was just starting her shift when she received a telephone call from Ronnie, one of her subordinates. Ronnie was a purchasing parts inspector, and was responsible for inspecting certain incoming parts for all production lines in the plant. He was complaining that the Airhandler Quality team had borrowed “the bike” for a special project and would not return it. He reminded Debbie of his current project and how covering the entire 15-acre plant on foot would only delay completion of the project. Debbie rolled her eyes as she thought about the logistics of inspecting component past’s three separate buildings. She also realized that Ronnie had a...
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...California. Considering their highly sophisticated product line, one of HCC’s main clients was the U.S Military and government funded aerospace programs. HCC is made up of four distinct operating divisions: Hermetic Seal, Sealtron, Glasseal, and Hermetite. The divisions are highly decentralized and completely autonomous of each other. They all have different customer bases, different product lines and even different accounting systems. The divisions are also profit centers, by definition; each was responsible for their sales, costs, and bottom line. Each division also needed approval for any capital acquisition over $500. Target Setting Each division was evaluated in 7 standard key areas: Profit before Tax, Bookings, Shipments, Returns (as a % of total dollars shipped), Rework Aging, Efficiency (net sales/no. of employees), and Delinquencies, which were measured on dollar volume and % of delinquent orders outstanding. These evaluations were measured each quarter (with monthly “check-ins”) and were highly emphasized, the most of which was Profit before Tax. Until 1987, HCC stressed “stretch” performance targets. Top management felt that these aggressive targets would push managers to produce the very best results, even though they knew that the intended probability of meeting these objectives was around 75-80%. This setup allowed managers to be appraised based on their actual to budgeted figures. However, there were two sides to these appraisals: an objective view and a subjective...
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...A Unique Training Program at UPS Mark Colvard a United Parcel Manager at San Ramon, California faced a difficult situation recently. One of his drivers asked 2 weeks off to take care of a ailing family member. But the company rules said that this driver was not eligible. If Colvard went by the book, the driver may eventually take the days off anyway and be fired. On the other hand Colvard chose to give the driver the time off. Although, he took some heat for the decision, he also kept a valuable employee. Had the Colvard been faced with same decision 6 months earlier, he says he would have gone the other way. What changed his thinking was a month he spent in McAllen, Texas. It was a part of UPS management training experience called the Community Internship Program (CIP). During this month in McAllen, Colvard built housing for the poor, collected clothing for the Salvation army, and worked in a drug rehab center. Colvard gives the program credit for helping him empathize with employees facing crisis back home. And he says CIP has made him a better manager. “My goal was to make the numbers, and in some cases that meant not looking at the individual but at the bottom line. After that 1 month stay, I immediately started reaching out to people in a different way.” CIP was established by UPS to help open the eyes of company’s predominantly white managers to the poverty and inequality in many cities. Today, the program takes 50 of the company’s most promising executives each summer...
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...comparison seems weak at first thought, yet, reveals that no matter the size of the company, many of the same aspects are the same when it comes to the business world and the management Roles. The following paragraphs contain a brief description of each company and their hierarchical organization for the managers. The pros and cons of each hierarchical and why they work or not, and the IT functions of each. Size is one component managers roles are derived from, not a defining component. Target is a widely known company, millions of people shop at one of the local location every day, acquiring 16 million in sales for the first quarter (Steinhafel G. Target.com). Most people think of Target as a store and nothing more. Yet, Target is much more than just a store. The product is a store to satisfy customers, target also includes distribution centers, corporate offices, and many small areas that must be controlled. Target’s mission is to be the preferred shopping discount store and through their promise of expect more payless, through value satisfaction, quality, and innovation. Five percent ($3 million this year) (Target .com) of Targets profits go to community outreach programs. Through grants, charity donations, (including monetary and volunteer hours) Target has kept their promise and enriched communities. Target supports military and veterans through the same type of donations, and one large goal to donate one billion dollars to education by the end of 2015. Daddy Joes is...
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...food. The result of PepsiCo’s responsibility to natural resources is the comprehensive Farm Management Program. Procurement managers play an important role in farm planning, aligning PepsiCo’s high standards of the Farm Management Program to the individual programs each farms develops concerning water, soil, energy, waste, nutrient, and fertilizer. Ethical Conflict PepsiCo pushes its procurement managers to thoroughly review each farms management plan for conservation practices that align with PepsiCo’s initiative for providing its customers with eco-friendly products. One of PepsiCo’s procurement managers has discovered a farm that is not using PepsiCo’s Farm Management Program concerning waste. During further review it looks as if this farm has been warned multiple times and is on the list to have its contract terminated. When the procurement manager realizes where the farm is and who owns it, the manager realizes that it is a farm located in the manager’s home town. Realizing that terminating the contract will devastate the small town the manager feels compelled to let the farm slip under the radar. It is the procurement manager’s responsibility to terminate the contract and as long as another procurement manager doesn’t review the farm it will remain unknown that it is not meeting the criteria of PepsiCo’s Farm Management Plan. Manager’s Ethical Awareness The manager...
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...problems among its outlet managers. The managers are not working very hard and are letting quality deteriorate at their units. CEO, Bobby Jones, is considering a stock plan where each unit manager would be given 500 shares of stock in Bobby’s Burgers. He reasons that making the managers part owners of the company will motivate better service. (Brickley, Smith & Zimmerman, 2009, p. 466). By opening up stock options to Bobby’s Burgers managers, they are creating incentives to drive the overall value of the firm, positively, in a forward direction. Management’s performance will improve drastically if the ability to increase their own worth is available. With 10,000 units world wide, and 500 shares of stock available, program incentives are a definite plus for getting management on their feet. My concern would be the approach he takes to implement this program. The ideal solution would be to spread the word to its management about the program, and set a date as to when they will be monitoring performance improvements. This is how they will gauge which units take the incentive seriously, and who to award the incentives too. Obviously Bobby’s Burgers cannot justify giving 500 shares to its managers in 10,000 units worldwide. The goal would be to compensate the mangers that have show continued performance improvements. Another way to increase performance would be to offer salary increases based on the overall effectiveness of staff within each unit. Managers are not the only ones that...
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