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- Severe Workplace Back Injury Requiring Multiple Surgeries This story is about my father, a man whose struggles and hope has given me the back bone to continue my minor struggles in life by looking at his grief. Almost 9 years ago, my father Tom was injured on the job and since has undergone two back operations, both of which gave him a 50% chance of ever walking again and the inability to ever has children again, countless visits to the doctors, and a need for pain relief so strong his stomach and liver may eventually pay the consequences. Chronic sciatica keeps him from his life and the constant back pain and many scars remind him every day. Our family fell apart soon after his second operation, my mother leaving him and him left with the feeling of incompetence, feeling less of a man. He lost all of his muscle in his legs. My father, a once strong man, was left barely able to walk, hunched over in a grotesque manner. Countless nights I awoke to hear cries coming from my father's…Using the job description of a Management position in health care requirements of a job how can I explain the skills and characteristics required? What are Keywords found within the job posting that represent a management skill or characteristic? And what are found within the job posting that represent a leadership skill or characteristicOrganizations today have to give utmost importance to attracting and retaining highly-skilled, and quality employees. As a result, some progressive corporate hospitals are offering psychological counselling services to their employees, where people can talk and attempt to solve their personal and work-related concerns. Counselling has shown effectiveness over the years, as a process of helping people come through with their troubles. Hospitals that care for their employees are perceived as more purposeful and hence employee counselling is a very powerful tool in the hands of health care industries.Consider yourself as the head/chief of the physiology department and you are asked by hospital management to start with counselling of staff with considering the following criteria:Questions: Can you Prepare the sample questioner to share with the staff?
- Can you answer this question as short answeR? Distress at DES Your friend Diane works at the Department of Economic Security (DES) as a child protective service worker. You have known Diane personally and pro-professionally for a number of years, and she has asked you to advise her on managing stress. She told you that she admires the way in which you seem to handle stress in your own job at the Department of Motor Vehicles, and she wants advice and counsel for reducing stress where possible and coping with the rest. Because you are such a good friend, you have decided to set aside an afternoon to talk to Diane. You begin by asking her to simply talk about the sources of stress in her life. She tells you the following: "First let me say, I love my job. I really think I am making a difference in the lives of children and their families. It's not that it isn't frustrating-it is. Sometimes the system just won't let me do what I think is best. I do care about my work and want to stay in…Thank you su much Case Study: A Great Corporate Wellbeing Program Mr. Butch Clas, HR Director for SEA and ANZ at Dow Chemical, found out how healthcare and wellbeing initiatives help to improve employee satisfaction in various dimensions. "We believe that a healthy body and mind will lead to improved productivity, and hence, it is important to us to focus on initiatives that will make employees happy at work," he said. In fact, Dow Chemical's yearly internal employee attitude survey has shown an improvement i.e. stress reduction by 7%- supporting why having a corporate wellbeing program is important. Not only does it benefit the employees, but it also significantly benefits the business. However, one of the biggest problems HR faces in employee wellbeing programs is the lack of participation. In fact, 52% of employers surveyed by Limeade, a pioneer in the HR technology industry admitted it was the biggest challenge, with 49% citing difficulty in maintaining interest and activation…1 Discuss the advantages and disadvantages of using managers, peers, subordinates, self, and customers as sources of performance information. Please do not write your answer as one paragraph. Use different paragraphs for your comments on managers, peers, etc. 2 Explain the concepts of reliability and validity. As part of your explanation, describe ways that reliability and validity can be measured. The information may come from more than one chapter. Please use paragraphs to make your answer more readable.
- Thank you so much Case Study: A Great Corporate Wellbeing Program Mr. Butch Clas, HR Director for SEA and ANZ at Dow Chemical, found out how healthcare and wellbeing initiatives help to improve employee satisfaction in various dimensions. "We believe that a healthy body and mind will lead to improved productivity, and hence, it is important to us to focus on initiatives that will make employees happy at work," he said. In fact, Dow Chemical's yearly internal employee attitude survey has shown an improvement i.e. stress reduction by 7%- supporting why having a corporate wellbeing program is important. Not only does it benefit the employees, but it also significantly benefits the business. However, one of the biggest problems HR faces in employee wellbeing programs is the lack of participation. In fact, 52% of employers surveyed by Limeade, a pioneer in the HR technology industry admitted it was the biggest challenge, with 49% citing difficulty in maintaining interest and activation…Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Continue Westwind's zero-tolerance policy toward shoplifting. It's the right thing to do—and it Will pay Off in the end in higher profitability because the chain's reputation for being tough on crime Will reduce overall losses from theft.Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra`s proposed changes, but with a higher limit than the proposed $20 amount (say, $50 or $100), but which is still less than the cost of prosecution. In addition, make sure that the policy isn't publicized. That way, you'll reduce costs even more and still benefit from your reputation for prosecuting all shoplifters.
- Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. "Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra's proposed changes and show more leniency to first-time offenders. It is a more cost effective approach to the problem than the current policy, plus it stays close to your father's Original intent.Create a Group Control System Step 1. From into groups of three to five students. Each group will assume that another student group has been given an assignment of writing a major paper that will involve research by individual group members that will be integrated into the final paper. Each group member has to do his or part. Step 2. Your assignment is develop a list of rules and identify some statistics by which to control the behavior of members in that group. Brainstorm and discuss potential to govern member behavior and consequences for breaking those rules. Step 3. First, select the five rules that you think are most important for governing group member behavior. Consider the following situations that rules might cover; arriving late for a meeting: missing a meeting: failing to complete a work assignment; disagreements about desired quality of work; how to resolve conflicts about paper content; differences in participation , such as one person doing all the talking and someone else talking hardly at all; how to handle meetings that start late; the use of an agenda and handling deviations from the agenda; and any other situation that your group a cover. Step 4. Now consider what statistics could be developed to measure the behavior and outcome of the group pertaining to those five rules. What kinds of things could be counted to understand how group is performing and whether members are the following rules? Step 5. Discuss the following questions. Why are rules important as a means of control? What are the advantages and disadvantages of having many rules (hierarchical control) versus few rules (decentralized control) for a student group? How can statistics help a group ensure? appropriate behavior and a high-quality product? Step 6. Be prepared to present your conclusions to the Class.What are the differences between management of issues and management of crisis. Give suitable examples.