Informative Speech Template(Use as many support points [A, B, C].docx

Informative Speech Template
(Use as many support points [A, B, C] and sub-points [1, 2, 3}
as needed. The ones set on this template are an example. You
may add or delete as you need. Use the sample as your
guide.).Introduction
I. Attention Getter:
II. Thesis:
III. Preview of Points:
Transition: First, Body
I. Main point sentence:
2.
3.
Transition: Next,
II. Main point sentence:
2.
3.
Transition: Last,
III. Main point sentence:
2.
3.
Conclusion
I. Review of Main Points:
II. Restatement of Thesis: .
III. Clincher/Closing Statement:

Sources
Assignment 3: Justification Report – Presentation
Matrice Harvey
ENG 315 – Professional Communications
Professor Dr. Saraswathi Lakshmanan
February 28, 2016
A Proposal for the Implementing Disciplinary Policies and
Actions Project
This presentation is a proposal for the Implementing
Disciplinary Policies and Actions Project. Headed by Project
Manager, Matrice Harvey.
2
Welcome & Thank You for Attending this Presentation
Tricey’s Catering is very excited for the possibility of
introducing two disciplinary write up forms. One being a Verbal
Warning form to be documented when employees are issued a
verbally notice for noncompliance. The second being a Write
Up form; this is to be filed after numerous failed attempts to
issue verbally warning. Tricey’s Catering is hoping as a result
of these changes there will an alterations within the company’s
ability in providing reliable, efficient work, and an equal
workplace environment.
Tricey’s Catering is very excited for the possibility of

introducing two disciplinary write up forms. We will be
covering both the “Progressive Method” –a discipline plan
where the penalties increase upon repeat occurrences. As well
as the “Hot Stove Method” – When you touch a hot stove, your
discipline is immediate, with warning, consistent, and
impersonal.
3
Tricey’s Catering currently does not have a specific plan of
action for dealing with disciplinary actions of staff members.
With the continual growth of the company and staff the
company has faced the problem of personal responsibility of
work produced and following company policies. To be able to
resolve these growing concerns within the company problems
must be detailed, identified and defined; and the Virginia
Department of Agriculture and Consumers Services regulations
must be followed, and a resolution must be provided.
Currently, Tricey’s Catering’s policy for kitchen etiquette,
behavior, personal hygiene, and other work related issues are
resolved with penalizing actions. However, even though this is
stated on pages 20-22 of the employee handbook, there is no set
system for managers to adhere to when dressing these issues.
Our current actions start with verbal counseling, this method is
has proven effective, however in business documentation of all
infractions is of the utmost importance.
4
The Proactive Method & Quick Reaction
The Proactive method involves developing an instructional class
to be included during the hiring procedure.
The Quick Reaction method requires specific procedures and
policies to follow when taking action against staff who do not

follow company policy, and can include verbal warning and a
write up.
In order to guarantee that all practices are fair, there are a few
approaches to take: a proactive method, a quick reaction, and
incorporating the rules in current environment. Documentation
in this form will be filed in individuals personnel file within the
company. These three methods will be implemented along with
a progressive discipline plan. The progressive discipline plan, if
approved, will be included in the employee handbook, this will
provide a helpful tool for all employees.
5
Implementing New Rules Into Current Work Environment
Requires training for all older employees, as well as
documentation of training.
After training is complete employees will be asked to
acknowledging their understanding of the training.
It is also important to put managers in the training course as
well.
Training for current staff can be fulfilled by the same training
given to new hirer in the proactive method. All current
employees are required to acknowledge their participation and
understanding of the training provided by providing their
signature for company files. Managers should be required to
have their own training session on how to properly use the new
procedures. Setting up guidelines for implementing these
procedure is important to ensure that the rights of the staff are
not violated, and actions are taken in a professional way.

6
Criteria
Training -Managers must first have an understanding of their
responsibility with disciplining lower level staff members.
Awareness-Managers must make these procedures known before
a problem is created. Discipline should start with verbal
warning and end in termination. Managers must learn to identify
problems in the early stages, address them, and make the
employee accountable.
Consistency-Issues with employees must be addressed
consistently to maintain success. For an employee to understand
and meet the needs of the company, managers must be
consistent in the way they handle employee issues. Consistently
dealing with employee issues allows them to function in their
job stress free because they know the process.
Follow-up-When a disciplinary action is taken on an employee,
mangers must provide the employee with feedback on their
progress correcting the issue. Managers cannot be completely
effective unless there is a follow up. Feedback must be present
in the process.
Reeducating-Managers need to perform performance appraisals,
follow up meetings, or coaching sessions consistently for an
employee that was issued disciplinary actions.
There are a few set criteria for managers when using and
teaching these new polices. During training managers must first
have an understanding of their responsibility with disciplining
lower level staff members. Making expectations clear and
employees aware is important before procedures can be used.
Employees must be made aware of exactly what their roles and
responsibilities are in the company. Only after the company has
established expectations will managers be able to effective
correct employee issues. After making employees aware of their
infractions and issuing warnings and discipline, employees must

be given the opportunity to correct issues in a positive manner
through the process.
7
Alternatives
Alternative A –“Hot Stove” Rule:
The “Hot Stove method of discipline provides employees with
immediate feedback. This method relies on beforehand
knowledge. Knowing beforehand what behavior are not
tolerated in the workplace will help prevent disciplinary
actions. Consequences must be applied consistently.
Alternative B – Progressive Discipline:
In progressive discipline, employees are subject to increasing,
or advanced, disciplinary actions for misconduct. The idea is to
take just enough action necessary to stop the behavior.
The “Hot Stove method of discipline provides employees with
immediate feedback. If you touch your hand to a hot stove, it
burns, in other words the effect is clear and immediate. You
know beforehand Consequences must be applied consistently. If
you touch the hot stove, you get burned no matter how many
times you touch it, and no matter how long you hold it there.
Consequences for employee actions must be the same, each and
every time there is an infraction there must be disciplinary
actions taken. A hot stove is no respecter of person, it only
relies on your actions. If you touch it, you get burned. If anyone
else touches it, they also will be burned. The consequences are
not personal - the consequences are based only on the behavior
of the individual.
or advanced, disciplinary actions for misconduct. Progressive
discipline differs from Hot stove in a few ways. The idea is to

take just enough action necessary to stop the behavior. Most
progressive disciplinary systems involve four steps, and focuses
on protect against wrongful termination lawsuits as well as
employee rights. A progressive discipline system is a good way
to properly discipline employees and deal with performance
problems. Step by step protocols must be closely followed to
ensure that any employee fired because of inferior performance
was treated fairly and in accordance with your company’s
policies.
8
Evaluation of AlternativesCriteria Alternative A (Hot Stove
Rule)Alternative B (Progressive
Discipline)TrainingEncouragedRequiredAwarenessHigh
ImportanceHigh ImportanceConsistencyHigh ImportanceHigh
ImportanceFollow-up NoneRequired ReeducationNoneHighly
EncouragedTotal Effectiveness ModerateHigh
Both Alternatives fit the companies requirements and criteria.
Each Alternative provides great options when researching
disciplinary actions for our company. Both alternatives make it
a priority to educate employees and make disciplinary actions
are kept consistent throughout the whole process. Alteration A
steps focus on making their process easy to understand by using
a hot stove as a breakdown.
Alternative B has a more compassionate approach, and provides
many chances for an employee to learn from the discipline. Oral
reprimand, Written warning, Final written warning, Termination
review, and Termination are the five stages that are required in
Progressive discipline. Clarity is also stressed as an important
factor in order to make employees aware of all the rules.
9
Closing Comments

It is recommended That Tricey’s Catering takes the practices of
training managers and employees from Progressive Discipline
(Oral reprimand, Written warning, Final written warning,
Termination review, Termination), and Implements them into
our practices. I also feel that we should take some of the cut and
dry Practices of the “Hot Stove” rule. However the use and
integrating of these practice must be reviewed and decided on
by the board. We all must keep in mind that the key to any work
environment is the people working their, and even in discipline
there should be love and understanding.
We all must keep in mind that the key to any work environment
is the people working their, and even in discipline there should
be love and understanding.
10
Name
269 Elliston Way
Chesapeake, VA 23323
email
Home: (757)375-1234, Work: (757) 312-5678
March 16, 2015
Lisa Murray
Tricey’s Catering.
1222 West Point Drive
Norfolk, Virginia 22324
Dear Mrs. Murray,

I am applying for the position of Administrative Assistant at
I am interested in this position because of my experience in the
areas of business, training and counseling in diverse situations
while working for Matters of the Heart. I feel this position
would be fulfilling and would offer me an opportunity to utilize
my BA in Business Administration that was obtained at Strayer
University.
As you will notice in my resume, I have extensive experience in
customer service, financial counseling, operations management
event planning, and administration. Additionally, I am an
excellent communicator. I have the ability to perform multiple
tasks and I am familiar with responsibilities associated with
obtaining, verifying and coordinating information.
I have found that in my present work situation I have become an
impromptu go to person. I am a part of the Marketing team that
is tasked with gathering information on products and services
and developing campaigns to stimulate growth. As a child who
grew up with two military parents I have traveled and
encountered diversity and I learned an appreciation for people
and their backgrounds, experiences and culture.
I believe my skills; experiences and background would be
relevant and lend themselves well to this position. I am
thorough in the performance of duties, while utilizing a
leadership style that promotes teamwork and develops
subordinate staff. I strongly feel my talents would be valuable
to BAE Systems in achieving their goals of providing the best
possible service to their present and future clients.
Thank you for your time and consideration. If you have any
further questions or inquiries please feel free to contact me via
any of my contact information provided. As well additional

references will be provided upon request.
Sincerely,
Name
Enclosure: Resume for Name
Running head: Assignment 2.3: Justification Report – Part 3 1
Justification Report - Part 3 2
Assignment 2.3: Justification Report - Part 3
Name
ENG 315 – Professional Communications
Dr.
February 21, 2016
Lynn Whitfield
P.O. Box 1005
Rockford IL, 61101
www.triceycatering.com
February 21 2016
P.O. Box 1005
Rockford IL, 61101
Attention: Lynn Whitfield, Project Office Manager
Subject: Implementing Disciplinary Policies and Actions
We are pleased to submit "A Proposal for the Implementing

Disciplinary Policies and Actions Project" in response to your
request of January 5, 2016.
The disciplinary plans described in the attached proposal uses
the most advanced techniques, policies, and procedures. Of
particular interest is the Progressive and Hot Stove techniques,
which are hoped to be implemented in order to better
incorporate the most efficient parts of both in order to make a
smooth transition into the existing environment. As you all may
know, the overall results of the solution is an important issue
for everyone involved in this project.
If you have any questions, please do not hesitate to call or email
us.
Yours truly,
Matrice Harvey, Project Manager
Enclosure: Justification Report
Table of Contents
Executive Summary Error! Bookmark not defined.
Problem Statement Error! Bookmark not defined.
Terminology 5
Report Overview Error! Bookmark not defined.-6
Overview of Alternatives 6-7
Criteria 7
Research Methods 7
Evaluation of Alternatives 8
Findings and Analysis 8-9
Recommendation 10
Executive summary

This report discusses the implementation of disciplinary
policies and actions at
Tricey’s Catering. This will be done through a proactive
method, a quick reaction, and incorporating the rules in current
environment. The possibility of introducing two disciplinary
write up forms. One being a Verbal Warning form to be
documented when employees are issued a verbally notice for
noncompliance. The second being a Write Up form; this is to be
filed after numerous failed attempts to issue verbally warning.
Tricey Catering is hoping as a result of these changes there will
an alterations within the company’s ability in providing
reliable, efficient work, and an equal workplace environment.
Disciplinary Action PlanCurrently, Tricey Catering’s policy for
kitchen etiquette, behavior, personal hygiene, and other work
related issues are resolved with penalizing actions. However,
even though this is stated on pages 20-22 of the employee
handbook, there is no set system for managers to adhere to when
dressing these issues. Our current actions start with verbal
counseling, this method is has proven effective, however in
business documentation of all infractions is of the utmost
importance. The goal of this report is to successfully develop
guidelines and procedures for managers to properly deal with
these issues. As new hires enter the company, the procedures
must continue to be effective. Correctional procedures are
important tools for mangers that must be kept up to date.
Problem
Tricey’s Catering currently does not have a specific plan of
action for dealing with disciplinary actions of staff members.
With the continual growth of the company and staff the
company has faced the problem of personal responsibility of
work produced and following company policies. To be able to
resolve these growing concerns within the company problems
must be detailed, identified and defined; and the Virginia
Department of Agriculture and Consumers Services regulations
must be followed, and a resolution must be
provided.Terminology

“Progressive” –a discipline plan where the penalties increase
upon repeat occurrences.
“Hot Stove” – When you touch a hot stove, your discipline is
immediate, with warning, consistent, and impersonal.
Report Overview
In order to guarantee that all practices are fair there are a
few approaches to take: a proactive method, a quick reaction,
and incorporating the rules in current environment.
Documentation in this form will filed in individuals personnel
file within the company. These three methods will be
implemented along with a progressive discipline plan. The
progressive discipline plan, if approved, will be included in the
employee handbook, this will provide a helpful tool for all
employees.
Proactive Method
This method involves developing an instructional class to be
included in during the hiring procedure. This will provide
potential staff members with a strong summarized
understanding of what will be expected of them within
company; this will also provide them with the knowledge of
what discipline will be taken against them when policies are not
followed.
Quick Reaction
This method requires specific procedures and policies to follow
when taking action against staff who do not follow company
policy. These actions will include verbal warning and a write
up. A form for each of these actions is included in the Appendix
that follows.
Incorporating the Rules in Current Environment
Implementing the new procedures into the current work
environment will require training for all older employees, as
well as documentation of training. This can be fulfilled by the
same training given to new hirers in proactive method. After

training is complete employees will be asked to acknowledging
their participation and understanding of the training course by
giving their signature. It is also important to put managers in
the training course as well, and have their own training session
on how to properly use the new procedures. Setting up
guidelines for implementing these procedure is important to
ensure that the rights of the staff are not violated, and actions
are taken in a professional way. Overview of Alternatives
The two alternatives provided in this report meet the criteria set
by the company:
Alternative A –“Hot Stove” Rule:
The “Hot Stove method of discipline provides employees
with immediate feedback. If you touch your hand to a hot stove,
it burns, in other words the effect is clear and immediate. You
know beforehand what happens if you touch a hot stove and you
can tell a stove is hot because of the flame or the heat can be
felt. This method relies on that beforehand knowledge. Knowing
beforehand what behavior are not tolerated in the workplace
will help prevent disciplinary actions. Consequences must be
applied consistently. If you touch the hot stove, you get burned
no matter how many times you touch it, and no matter how long
you hold it there. Consequences for employee actions must be
the same, each and every time there is an infraction there must
be disciplinary actions taken. A hot stove is no respecter of
person, it only relies on your actions. If you touch it, you get
burned. If anyone else touches it, they also will be burned. The
consequences are not personal - the consequences are based
only on the behavior of the individual (Straub, J. T., 2000).
Alternative B – Progressive Discipline:
or advanced, disciplinary actions for misconduct. The idea is to
take just enough action necessary to stop the behavior. Most
progressive disciplinary systems involve four steps, and focuses
on protect against wrongful termination lawsuits as well as

employee rights. A progressive discipline system is a good way
to properly discipline employees and deal with performance
problems. Step by step protocols must be closely followed to
ensure that any employee fired because of inferior performance
was treated fairly and in accordance with your company’s
policies (HR Specialist, 2015).
Criteria
There are a few set criteria for managers when using and
teaching these new polices.
1. Training -Managers must first have an understanding of their
responsibility with disciplining lower level staff members.
Making expectations clear and employees aware is important
before procedures can be used. Employees must be made aware
of exactly what their roles and responsibilities are in the
company. Only after the company has established expectations
will managers be able to effective correct employee issues.
2. Awareness-Managers must make these procedures known
before a problem is created. Discipline should start with verbal
warning and end in termination. Managers must learn to identify
problems in the early stages, address them, and make the
employee accountable. Employees must be given the
opportunity to correct issues in a positive manner through the
process.
3. Consistency-Issues with employees must be addressed
and meet the needs of the company, managers must be
consistent in the way they handle employee issues. Consistently
dealing with employee issues allows them to function in their
job stress free because they know the process.
4. Follow-up-When a disciplinary action is taken on an
employee, mangers must provide the employee with feedback on
their progress correcting the issue. Managers cannot be
completely effective unless there is a follow up. Feedback must
be present in the process.
5. Reeducating-Managers need to perform performance

appraisals, follow up meetings, or coaching sessions
consistently for an employee that was issued disciplinary
actions.
Research Method
There are many methods we would like to use to stay consistent,
accurately implement new disciplinary actions, and making staff
members accountable for their actions. Implementing these
policies will hold everyone in the company to hire standards.
Upon approval of these methods by the company, the company’s
lawyer will look over this report to ensure there is no violation
of employee rights. Once approved by a lawyer they can then be
put into action within the company and implemented into the
employment handbook. Taking disciplinary action on
subordinates will ensure they take accountability for their
actions. Evaluation of Alternatives
Training
1. Alternative A – Focuses on making sure all employees know
beforehand what happens if there is an infraction. Proclaims
that knowledge of what the discipline beforehand will help
prevent the discipline.
2. Alternative B – Requires employees to go through training to
learn all policies and how to avoid breaking rules. Makes it a
priority for managers to consistently provide employees with
reminders of what rules there are and how to avoid breaking
them.
Awareness
1. Alternative A - Fair warning must be provided and employees
should be disciplined for violations only if they had notice prior
to that certain behavior being violated.
2. Alternative B – Company policy or rule are consistently
reviewed and upgraded. Training is required by all employees as
well as mangers. Employees go through verbal as well as
written warning before serious action is taken.
Consistency
1. Alternative A – Consistency in discipline is required. A hot

stove doesn't give you a pass every once in a while. In order for
discipline to be as effective the discipline should be applied the
same across the board. If the company is lenient with discipline,
then it should apply consistently with all employees in the same
situation. Harshness of punishment should be consistent as well.
If one employee is terminated for being late three times without
good cause, then all other employees should receive the same
action.
2. Alternative B – employee infractions must be addressed
and meet the needs of the company, managers are consistent in
handling employee issues. Consistently dealing with employee
issues allows them to function in their job stress free because
they become aware of the process.
Follow-up
1. Alternative A – Mangers are encouraged to do an initial
follow up with employees.
2. Alternative B – Mangers are required to do frequent follow
ups with employees who received any form of discipline and
provide them with reminders of the rules.
Reeducation
1. Alternative A – This method does not really promote any
reeducation training or classes for employees who have made
infractions. It bases its reeducation off of you learning your
lesson from being burnt once.
2. Alternative B – This method puts reeducation in the forefront
and makes it a requirement for employees who have been
disciplined.
Findings and Analysis
Both Alternatives are great options when researching
disciplinary actions for your company. Both alternatives make it
a priority to educate employees and make disciplinary actions
are kept consistent throughout the whole process. Alteration A
steps focus on making their process easy to understand by using
a hot stove as a breakdown. This is best expressed in The

Rookie Manager: A Guide to Surviving Your First Year in
Management by Straub, Joseph T.
“Provide warning. (A hot stove sizzles before it burns.),
Act promptly. (A hot stove doesn't wait to respond.),
be consistent. (A hot stove always burns.),
Make the penalty fit the offense. (A hot stove burns by degrees.
), be impartial. (A hot stove burns everyone.),
Make no apology. (A hot stove doesn't say "I'm sorry."),
Behave unemotionally. (A hot stove doesn't get upset or lose co
ntrol) (2000, p.126).
Alternative B has a more compassionate approach, and provides
many chances for an employee to learn from the discipline. Oral
reprimand, Written warning, Final written warning, Termination
review, and Termination are the five stages that are required in
Progressive discipline. Clarity is also stressed as an important
factor in order to make employees aware of all the rules.
Alternative A stresses that “Employees must understand that
their behavior violates company rules. Employment law differs
from civil law in that employees can use “ignorance of the law”
as a defense. In other words, if they didn’t understand the
consequences of their actions, they may be off the hook—and
you could be on it!” (HR Specialist, 2015).
Figure 1 below provides a breakdown of how Alternative A &
B preform in each area:
Criteria
Alternative A (Hot Stove Rule)
Alternative B (Progressive Discipline)
Training
Encouraged
Required
Awareness
High Importance
High Importance
Consistency

High Importance
High Importance
Follow-up
None
Required
Reeducation
None
Highly Encouraged
Total Effectiveness
Moderate
High
Figure 1: Graphic Analysis of Findings
Recommendation
It is recommended That Tricey Catering takes the practices of
training managers and employees from Progressive Discipline
(Oral reprimand, Written warning, Final written warning,
Termination review, Termination), and Implements them into
our practices. I also feel that we should take some of the cut and
dry Practices of the “Hot Stove” rule. However the use and
integrating of these practice must be reviewed and decided on
by the board.
References
4 principles for creating a progressive discipline system that
works. (2015). HR Specialist: Pennsylvania Employment Law,
10(2), 4.
Berryman-Fink, C., & Fink, C. B. (1996). Disciplining
Employees. In , Manager's Desk Reference (pp. 81-88).
American Management Association International.
MARIANO, M. (2012). The Need for a Progressive Discipline
Policy. New Jersey CPA, (36), 18-19.
Straub, J. T. (2000). The Rookie Manager : A Guide to

Surviving Your First Year in Management. New York, N.Y.:
AMACOM.

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