Week 11 conflict management & safety

569 views
499 views

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
569
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
12
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Week 11 conflict management & safety

  1. 1. Supervision and Training Conflict Management Health and Safety
  2. 2. http://www.youtube.com/watch?v=1T_XfsJRYTY
  3. 3. Conflict =
  4. 4. What is your experience?
  5. 5. Why Conflict
  6. 6. Communication
  7. 7. Dealing with Conflict in the Workplace <ul><li>The Value of Conflict </li></ul><ul><li>Conflict is destructive when it: </li></ul><ul><li>Diverts energy from more important issues and tasks. </li></ul><ul><li>Deepens differences in values. </li></ul><ul><li>Polarizes groups so that cooperation is reduced. </li></ul><ul><li>Destroys the morale of people or reinforces poor self-concepts. </li></ul>Building Human Resource Management Skills National Food Service Management Institute
  8. 8. Is all conflict bad?
  9. 9. Dealing with Conflict in the Workplace <ul><li>The Value of Conflict </li></ul><ul><li>Conflict is constructive when it: </li></ul><ul><li>Opens up issues of importance, resulting in issue clarification. </li></ul><ul><li>Helps build cohesiveness as people learn more about each other. </li></ul><ul><li>Causes reassessment by allowing for examination of procedures or actions. </li></ul><ul><li>Increases individual involvement. </li></ul>Building Human Resource Management Skills National Food Service Management Institute
  10. 10. Conflict Management - Steps
  11. 11. Step 1 Analyze <ul><li>Who is involved? </li></ul><ul><li>How did the conflict arise? </li></ul><ul><li>Positive sides? </li></ul><ul><li>Other issues, underlying issues? </li></ul><ul><li>How strong are parties opposed? </li></ul><ul><li>Room for negotiation? </li></ul><ul><li>Can ALL interests be met? </li></ul><ul><li>History </li></ul><ul><li>Circumstances </li></ul>
  12. 12. Step 2 Strategize
  13. 13. Step 3 Pre-negotiate
  14. 14. Step 4 Negotiate <ul><li>Express concerns </li></ul><ul><li>Willingness to listen to the other </li></ul><ul><li>Manager stays neutral </li></ul><ul><li>Both parties make list of possible solutions </li></ul><ul><li>Discuss options: which one does resolve issues and meet most interests of both parties </li></ul>
  15. 15. Step 5 Implement <ul><li>Support for resolution </li></ul><ul><li>Communicate </li></ul><ul><li>Follow up </li></ul>
  16. 16. Case Study
  17. 17. Dealing with Conflict in the Workplace <ul><li>Personal Check-In: Response to Conflict </li></ul>Building Human Resource Management Skills National Food Service Management Institute
  18. 18. Health and Safety
  19. 19. Workplace Incidents <ul><li>http://www.bls.gov/iif/oshwc/osh/os/pr096vt.pdf </li></ul>
  20. 20. OSHA <ul><li>Occupational Safety Health Administration </li></ul><ul><li>In Vermont run under: VOSHA </li></ul><ul><li>Guidelines for Safety and Health protection in American workplaces </li></ul>
  21. 21. How many injuries <ul><li>http://www.bls.gov/news.release/archives/osh_10212010.pdf </li></ul><ul><li>2009: 3.3 million (down from 3.7m in 2008) </li></ul><ul><li>Hospitality industry: 3.7/100 </li></ul>
  22. 22. This is business <ul><li>http://www.safetyvideosource.com/c-62-hospitality-hotel-motel.aspx?gclid=CNrw64eppqgCFQ5- 5QodzFrMIQ </li></ul><ul><li>http://media.photobucket.com/video/slip%20and%20fall/benglasslaw/25906_0_Slip_and_Fall_1.mp4?o=10 </li></ul>
  23. 23. Workplace Injuries <ul><li>Types of injuries: sprains/strains (42%), bruises, fractures, cuts, burns </li></ul><ul><li>Leading injury: slip and fall </li></ul><ul><li>Lifting </li></ul><ul><li>Repetitive motion injury (RMI) – discuss </li></ul><ul><ul><li>http://www.thebedjackcompany.com/ </li></ul></ul><ul><li>Costs of injuries: medical bills, lost time, workers comp </li></ul>
  24. 24. Important to be pro-active <ul><li>http://www.hotelnewsresource.com/article50099.html </li></ul><ul><li>Samples: cramps on shoes, fatigue mats, equipment guards, back braces, training training training </li></ul>
  25. 25. Managing Safety <ul><li>Policies and procedures </li></ul><ul><li>Training </li></ul><ul><li>Safety Committee (TFL sample + notes) </li></ul><ul><li>Inspections </li></ul><ul><li>Reporting </li></ul><ul><li>Supervision!! </li></ul>
  26. 26. Sexual Harassment <ul><li>76,000 harassment cases reported per year – 23,000 based on sex </li></ul><ul><li>Not just “direct” but also subjective cases: environmental sexual harassment (intimidating work environment, offensive0 </li></ul>
  27. 27. Policy Posted - mandatory <ul><li>SEXUAL HARASSMENT MODEL POLICY </li></ul><ul><li>It is against the policies of this employer, and illegal under state and federal law, for any employee, male or female, to sexually harass another employee. This employer is committed to providing a workplace free from this unlawful conduct. It is a violation of this policy for an employee to engage in sexual harassment. </li></ul><ul><li>What is &quot;sexual harassment&quot;? </li></ul><ul><li>Sexual harassment is a form of sex discrimination and means unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when: </li></ul><ul><li>(1) submission to that conduct is made either explicitly or implicitly a term or condition of employment; </li></ul><ul><li>(2) submission to or rejection of such conduct by an individual is used as a component of the basis for employment decisions affecting that individual; or </li></ul><ul><li>(3) the conduct has the purpose or effect of substantially interfering with an individual's work performance or creating an intimidating, hostile, or offensive working environment. </li></ul>
  28. 28. <ul><li>Examples of sexual harassment include, but are not limited to the following, when such acts or behavior come within one of the above definitions: </li></ul><ul><li>either explicitly or implicitly conditioning any term of employment (e.g. continued employment, wages, evaluation, advancement, assigned duties or shifts) on the provision of sexual favors; </li></ul><ul><li>touching or grabbing a sexual part of an employee's body; </li></ul><ul><li>touching or grabbing any part of an employee's body after that person has indicated, or it is known, that such physical contact was unwelcome; </li></ul><ul><li>continuing to ask an employee to socialize on or off-duty when that person has indicated s/he is not interested; </li></ul><ul><li>displaying or transmitting sexually suggestive pictures, objects, cartoons, or posters if it is known or should be known that the behavior is unwelcome; </li></ul><ul><li>continuing to write sexually suggestive notes or letters if it is known or should be known that the person does not welcome such behavior; </li></ul><ul><li>referring to or calling a person a sexualized name if it is known or should be known that the person does not welcome such behavior; </li></ul><ul><li>regularly telling sexual jokes or using sexually vulgar or explicit language in the presence of a person if it is known or should be known that the person does not welcome such behavior; </li></ul><ul><li>retaliation of any kind for having filed or supported a complaint of sexual harassment (e.g. ostracizing the person, pressuring the person to drop or not support the complaint, adversely altering that person's duties or work environment, etc.); </li></ul><ul><li>derogatory or provoking remarks about or relating to an employee's sex or sexual orientation; </li></ul><ul><li>harassing acts or behavior directed against a person on the basis of his or her sex or sexual orientation; </li></ul><ul><li>off-duty conduct which falls within the above definition and affects the work environment. </li></ul>
  29. 29. Have you observed harassment? What would you as a supervisor do knowing what you know now?
  30. 30. Substance Abuse <ul><li>Especially alcohol abuse </li></ul><ul><li>Illicit use estimated at 10%+ in hospitality industry </li></ul><ul><li>Importance of substance abuse policies </li></ul><ul><li>Identifying and confronting employees </li></ul><ul><li>Employee Assistance Program (EAP); don’t try to give advice yourself </li></ul>
  31. 31. Guest Safety <ul><li>Similar causes of injury </li></ul><ul><li>Exposure to legal action </li></ul><ul><li>Insurance? Negligence? </li></ul>
  32. 32. Next Class <ul><li>Home work: </li></ul><ul><ul><li>Chapter 12, page 392 question 4 </li></ul></ul><ul><ul><li>Chapter 11, page 375 question 7 </li></ul></ul><ul><li>Communication and delegation: </li></ul><ul><ul><li>Read chapter 13 </li></ul></ul><ul><ul><li>Prepare case study 6, page 441 for discussion in class </li></ul></ul>

×