Week Five Learning Outcomes This week students will1. Analy.docx

Week Five Learning Outcomes
This week students will:
1. Analyze collective bargaining processes and the major factors
of contract negotiation.
2. Evaluate hazardous conditions and compliance issues.
Readings
Read the following chapters in: A Framework for Human
Resource Management:
1. Chapter 9: Managing Labor Relations and Collective
Bargaining
2. Chapter 10: Protecting Safety and Health
Discussions
To participate in the following Discussion Forums, go to this
week's Discussion link in the left navigation:
1. Contract Negotiations
Answer the questions to the case, "Negotiating with the Writers
Guild of America," at the end of Chapter 9. Explain your
answers in 200 words. Respond to at least two of your fellow
students' postings.
2. The New Safety Program
Answer the questions to the case, "The New Safety Program,"
at the end of Chapter 10. Explain your answers in 200 words.
Respond to at least two of your fellow students' postings.
Assignments
To complete this assignment, go to this week's Assignment link
in the left navigation:
Stress and Burnout
Find at least two articles through ProQuest that examines the
problems, both to the organization and its employees, associated
with stress and burnout. Summarize your findings in a 3-5 page

paper. Be sure to properly cite your resources using APA style.
INSTRUCTOR Guidance-
Week 4 in Review
There are inherent risks in allowing emotional influences to
facilitate one's decision, especially when attempting to balance
moral and legal aspects of a situation. Ethics and integrity are
certainly at the forefront in regard to how Black will approach a
viable solution. In the short term, honesty can be quite
expensive. Many people do the right thing just because it is the
right thing to do.
The Paycheck Fairness Act is another step in the right
direction. As many have noted, the journey has been a long one,
but the journey continues. "Senator Barbara Mikulski (D-Md.)
and Representative Rosa DeLauro (D-Conn.) reintroduced the
Paycheck Fairness Act. The bill would provide a much-needed
update to the Equal Pay Act of 1963 by closing some of the
loopholes that have made the law less effective over time. So
while the Ledbetter Act gave employees back their day in court
to challenge a wage gap, the Paycheck Fairness Act would give
employees the legal tools they need to challenge the wage gap
itself." http://thehill.com/blogs/congress-blog/economy-a-
budget/279603-our-journey-is-not-complete-equal-pay-requires-
passage-of-paycheck-fairness-act#ixzz2Rf2EJWoY
It would seem the accounting practices opened the door for the
leaders to do the wrong. As Dessler (2011) explained ". . . the
lack of accounting transparency enabled the company's
managers to make Enron's financial performance look better
than it actually was" (p. 258). This lack of good accounting
methods is really where the problems began, yet so many people
overlook it. Why? It is too easy to blame leadership. It would
seem that the leaders at Enron rejected the "key fundamentals of
accounting", which includes it being "guided by principles,
standards, concepts and assumptions . . . [as well as positive
ethical decisions]" (Ashford University, 2007, p.8). Accounting
methods void of such key principles was at the root of Enron's
downfall, and the leaders utilized it to further their unethical

and immoral decisions.
Ashford University. (2007). MBA essentials: Accounting,
finance, economics. New York, NY: McGraw-Hill, Inc.
Dessler, G. (2011). A framework for human resource
management. (6th ed.). Upper Saddle River, NJ: Prentice
Hall, Inc.
In a study reported by LiveScience.com and originally
published in the Journal of Applied Psychology, "the
researchers asked a group of people if they considered
themselves moral, and if they would cheat on a test. The people
who said they would never cheat described themselves as very
moral -- no surprise there. But the people who said they would
indeed cheat also described themselves as very moral"
(McManus, 2008). http://responsibility-
project.libertymutual.com/blog/a-moral-identity-
crisis#fbid=gk4D29atSPj
One must assess what role subcultures had on Enron's ultimate
path. Access the following link
(http://www.thesustainableworkforce.org/index.php/research-
outputs/articles/item/65-the-role-of-organizational-subcultures-
and-employment-modes-in-the-translation-of-hr-strategy-into-
hr-practice), an article titled The Role of Organizational
Subcultures and Employment Modes in the Translation of HR
Strategy into HR Practice.
Sustainable Workforce; Palthe, J. & Kossek, E. 2003. The role
of organizational subcultures and employment modes in the
translation of HR strategy into HR practice, Journal of
Organizational Change Management, 16(2): 287-308.
Week 5 Instructors GuidanceLabor Relations refers to the
ongoing interactions between management and employees.
"Labor relations includes employees’, employers’ and unions’
legally protected activities, unfair labor and management
practices, union organizing activities, union recognition and
representation elections, collective bargaining and union
contract administration"

(http://www.shrm.org/hrdisciplines/laborrelations/Pages/LaborR
elIntro.aspx). Commonly associated with unionization, a
multitude if issues result from the practice of labor relations,
including:
The organization of unions
Union recognition
Election of union officials
Certification and decertification
Authorization and deauthorization.
The relationships are complex and often adversarial. Where one
stands on unionization is often attributable to one's position in
the organization, the industry itself and an exhaustive list of
internal and external factors. Unions were undoubtedly the
result of years of abusive practices by organizations in a time
where manufacturing was the dominant economic force. Labor
relations became highly regulated and subject to collective
bargaining agreements and dispute resolution. Many laws were
enacted (National Labor Relations Act; Labor Management
Relations Act; Labor-Management Reporting and Disclosure
Act to name a few) to facilitate and control the interactions.
Unionization has seen a clear decline nationally, which has led
many unions to seek membership in developing countries. This
move has created both benefits and problems.
Workplace Safety and Health
Workplace safety is an area of great concern and focus in the
field of HR. It seems every day there is another instance of
workplace violence or reports of injury resulting from
accidental or negligence activities -- all of which adds in most
cases to further laws in an attempt to create a safe work
environment. Read the following for the "Latest News" in
regard to safety and security:
http://www.shrm.org/hrdisciplines/safetysecurity/Pages/default.
aspx.

Work place safety is at the forefront of HR topics in light of the
recent (and ongoing) instances of workplace violence.
Monitoring the work environment is a critical aspect of
avoidance and detection. Here is a list of important
considerations that identifies warning signs and possible
appropriate actions:
Warning signs of troubled employees:
Employees usually don’t “snap”; indicators of problems tend to
build up over time. Here are some indicators that often precede
critical incidents: 1) increased tension at work, 2) increased use
of alcohol or drugs, 3) increased absenteeism, 4) poor
appearance or hygiene, 5) depression/withdrawal, 6) violation
of company policies, 7) severe mood swings or unstable
responses to problems, 8) anger or rage, 9) paranoia, 10)
bringing personal problems to work, 11) talking about weapons
or violence, 12) suicidal comments, 13) pending discipline or
termination.
Some training steps/preventive measures
1) Every company should have a zero tolerance policy on
threats and violence.
2) If employees sense something, they should be encouraged
to say something to supervisors, a tip line, their EAP, or a crisis
team.
3) If an employee is terminated, all other employees should
know right away that Joe is no longer with the company.
4) All employees should be aware of a “code word” alert
that can be shared by PA, phone, or other methodologies.
5) All employees should be trained in “what if” scenarios.
WEEK 5 RESPONSES---Disc. 1
Michael Henderson
6/26/2013 5:28:42 PM
The producers said the WGA was not bargaining in good faith.

What did they mean by that, and do you think the evidence is
sufficient to support the claim? In good faith, to me, means that
these two entities should have dealt with each other honestly
and fairly in regards to the current contract. According to the
book “Good-faith bargaining means that proposals are matched
with counterproposals and that both parties make every
reasonable effort to arrive at an agreement. It does not mean
that either party is compelled to agree to a proposal. Nor does it
require that either party make any specific concessions
(although as a practical matter, some may be necessary)”
(Dessler pg.276). The producers were the ones withholding
information about the revenue increases from 2000-2006 so that
would make for them not acting in good faith. However, the
two parties had met numerous times to come to an agreement
over the current contract and nothing was done. The WGA
threatened strikes which would further delay any feasible
outcome. It is two sided. The WGA, in my opinion, has more
of a reason to say that the producers did not act in good faith
due to the withholding of information.
The WGA did eventually strike. What tactics could the
producers have used to fight back once the strike began? What
tactics do you think the WGA used? “A strike is a withdrawal
of labor” (Dessler pg.281). The strike in question is an
economic strike. I assume in this case the producers are sort of
like management over the WGA. “Employers can make several
responses when they become the object of a strike. One is to
shut down the affected area and thus halt their operations until
the strike is over. A second alternative is to contract out work
during the duration of the strike in order to blunt the effects of
the strike on the employer. A third alternative is for the
employer to continue operations, perhaps using supervisors and
other nonstriking workers. A fourth alternative is the hiring of
replacements for the strikers. In an economic strike, such
replacements can be deemed permanent and would not have to
be let go to make room for strikers who decided to return to
work. If the strike were an unfair labor practice strike, the

strikers would be entitled to return to their jobs if the employer
makes an unconditional offer for them to do so” (Dessler
pg.281). Any of these options would make come sort of change
in the stagnant situation both parties were dealing with,
however, coming to an agreement would be the most suitable
for both involved.
This was a conflict between professional and creative people
(the WGA) and TV and movie producers. Do you think the
conflict was therefore different in any way than are the conflicts
between, say, the auto workers or Teamsters unions against auto
and trucking companies? Why? I think the two are one in the
same. It is a struggle between workers and management.
Unions are around to protect workers’ rights, wages and
working conditions. This scenario is not different because it
involves writers and producers.
What role (with examples, please) did negotiating skills seem to
play in the WGA-producers negotiations? The negotiation on
both sides of the spectrum was an attempt at ‘Win Lose” by
both parties. The producers knew that if they changed the
contract to a profit splitting system, they would make more
money because of the increase in revenue from advertising. The
writers knew this and so the negotiation begins. Had the writers
not been aware of this revenue increase, the producers may have
gotten away with changing to contract to their advantage.
Negotiation has nothing to do with withholding information,
however, that withholding may have work to the advantage of
the producers. The writers used a strike as a form of
negotiation and also, according to the producers, did not put
much time into the meeting held to come to an agreement.
Therefore, dishonestly and game playing came into play more so
than any negotiating in my opinion and both parties were out for
themselves.
Dessler, G. (2011). A Framework for Human Resource
Management (6th ed.). Upper Saddle River, NJ: Prentice
Hall. ISBN: 9780132556378.

Instructor DeYoung
6/27/2013 4:26:06 AM
The producer’s argument that WGA was not bargaining in good
faith is a fair one just given the definition of good faith
bargaining. Dessler defines good faith bargaining as “proposals
that are matched with counter-proposals and that both parties
make every reasonable effort to arrive at an agreement”
(Dessler, 2011, p. 276). The evidence of WGA’s lack of good
faith bargaining is shown by their silence at 6 cross table
meetings as well as the time that they left the table of one of the
bargaining meetings after only one hour. This behavior does
not show good faith attempts to reach a compromise.
SUPPOSITION: There is no conflict different between the two
because good faith bargaining refers to the duty of the parties to
meet and negotiate at reasonable times with willingness to reach
agreement on matters within the scope of representation.
Do you feel the bold content above is sufficiently measurable to
assess good faith bargaining?
David Teeter
6/26/2013 6:42:31 PM
1. The producers said the WGA was not bargaining in good
faith. What did they mean by that, and do you think the
evidence is sufficient to support the claim?
The two groups had met for negotiations six times within no
movement. “We have had six across the table sessions and
there was only silence and stonewalling from the WGA
leadership” (Dessler, 2011, p. 288). “… the producers claimed
that the WGA negotiation committee left one meeting after less
than an hour at the bargaining table” (Dessler, 2011, p. 288).

2. The WGA did eventually strike. What tactics could the
producers have used to fight back once the strike began?
The producers had a number of tactics they had at their
deposal. The could have “shut down the affected Area”;
“contract out work”; continue operations, perhaps using
supervisors and other non-striking workers”; “hiring
replacements”; “lock outs”; and “injunctions” (Dessler, 2011, p.
280).
What tactics do you think the WGA used?
The WGA kept negotiations continuing getting closer to the
current contract expiration. Also, “in a separate set of
negotiations, the Directors Guild of America reached an
agreement with the producers that addressed many of the issues
that the writers were focusing on, such as how to divide the new
media income” (Dessler, 2011, p. 288) This had an effect of
placing pressure on the producers. Also, it gave a template for
the WGA.
3. This was a conflict between professional and creative
people (the WGA) and TV and movie producers. Do you think
the conflict was therefore different in any way than are the
conflicts between, say, the auto workers or Teamsters unions
against auto and trucking companies? Why?
The basic points were the same between the WGA and the
producers as with the Teamsters unions and the auto and
trucking companies. Both groups address “wages, hours, rest
periods, layoffs, transfers, benefits, and severance pay”
(Dessler, 2011, p. 277) as required by the National Labor
Relations Act.
4. What role (with examples, please) did negotiating skills
seem to play in the WGA-producers negotiations?
In the beginning, there were no negotiating skills other than to
meet. Each side had “clear objectives for every bargaining
item” (Dessler, 2011, 278). This was evidence with the largest
issue of how to split income from DVDs, etc. The WGA did
“not hurry” (Dessler, 2011, 278). “Even after meeting six
times, it seemed that , “the parties” only apparent area of

agreement is that no real bargaining has yet to occur” (Dessler,
2011, 278). Each side was “well prepared with firm data
supporting your position” (Dessler, 2011, 278). “The producers
said they wanted a profit-splitting system rather than the current
residual system” (Dessler, 2011, 278). There are many other
skills and guidelines which each side used.
David Teeter
management (sixth edition). Upper Saddler River, NJ, Pearson
Education, Inc.
Jennifer Moore
6/26/2013 6:50:10 PM
The producers said the WGA was not bargaining in good faith.
What did they mean by that, and do you think the evidence is
sufficient to support the claim?
By pushing the deadline as they did, the producers felt it was
not in good faith, because they felt they were attempting to
avoid the deadline at all costs.WGA had primary issues that
needed to be addressed such as writers’ credits, residuals,
education, legislation registration of written materials, and most
important the enforcement of contracts (Morphis, 2012). It is
possible to get the same work done by other writers who are
desperate to get in and write. Some will work for free to be
discovered just to make money. I spoke to my brother in law
who is a writer, he told me that in order to be in the Guild you
have to write a project that is acceptable under the WGA to be
created for it. There is a point system. There has to be 24 points
made in three years, which means that they use highly
experienced writers. The producers of a company would still
hire not so qualified writers if they wanted too at any time. The

minimum amount spent just to help get into the WGA is about
$3000 for a sell per writer. Interesting information to say the
least.
The WGA did eventually strike. What tactics could the
tactics do you think the WGA used?
The producers could have threatened them with just going ahead
and hiring other writers who would jump at the chance to be in
their shoes. Giving another writer the opportunity with less pay
to start would have saved them money and time wasted. WGA
only did the strike in order to win jurisdiction and establish
appropriate residuals for writing in new media and on the
internet (Handler, Nguyen, & Depietri, 2008). There tactics
were obvious. They waited it out for the timeline and when they
did not comply, they picketed and won their case in the end.
This was a conflict between professional and creative people
between, say, the autoworkers or Teamsters unions against auto
and trucking companies? Why?
Yes, of course. An autoworker or Union worker will not work
free, but a writer would just to get their start in the company. It
is a completely a different scenario.
What position (with examples, please) did negotiating skills
seem to play in the WGA-producers negotiations?
It seems that they used negotiation and collective bargaining as
a tool. Using these tools help keep communication open. Good
faith and observing all agreements is essential for a good
outcome. They tried to come up with strategies to fix the
problem. They had to listen to the issues they had. For example,
focusing on, such as how to divide the new media income was a
number one priority and finally had an agreement
reached (Dessler, 2011). In order for them to have come to an
agreement, they had to sit down and discuss it rationally. If they
had sat down to do just that, things would have turned out
differently.

Jen
References
Management. Upper Saddle River, NJ: Prentice Hall.
Handler, C. E., Nguyen, J. D., & Depietri, M. (2008). The WGA
Strike: Picketing for a Bigger Piece of the New Media Pie.
Retrieved June 26, 2013, from Entertainment and Sports
Lawyer: http://www.dwt.com/files/Publication/11457532-ad76-
4c0f-a123-
f7b98f39a534/Presentation/PublicationAttachment/b98d10a8-
d7e3-49f7-a747-
fa15b1ff3a75/pubs_WGA%20Writer's%20Strike%20article.PDF
Morphis, J. N. (2012, July 16). Negotiations Between the WGA
and AMPTP:How to Avoid Strikes and Still Promote Members’
Needs. Retrieved June 26, 2013, from PEPPERDINE DISPUTE
RESOLUTION LAW JOURNAL:
https://law.pepperdine.edu/dispute-resolution-law-
journal/issues/volume-twelve/10%20Morphis.pdf
Respond
RE: Contract Negotiations
Instructor DeYoung
6/27/2013 4:26:21 AM
SUPPOSITION: Negotiations are usually a reflection of self-
serving bias when one side perceives they are being treated
unfairly. Some proffer that third-party assistance could have
helped, providing an impartial perspective while potentially
resolving an impasse.
What is your position on the use of third-party assistance?

Cynthia Brown
6/27/2013 6:46:25 AM
1. The producers said the WGA was not bargaining in good
faith. What did they mean by that, and do you think the
evidence is sufficient to support the claim?
According to the National Labor Relations Board (NLRB),
one of the rules outlined for collective bargaining for a contract
stipulates that “the employer and union are required to meet at
reasonable times to bargain in good faith about wages, vacation
time, insurance, safety practices and other mandatory subjects”
(www.nlrb.gov, para, 3). To determine good faith, the NLRB
looks at the totality of circumstances. Both parties must
participate actively to find solutions and common ground. The
NLRB assures that all parties are coming to the table to, not to
go through the motions, but to actively in solutions. Therefore,
according to the guidance presented by the NLRB It is clear to
see that the WGA was not negotiating in good faith. Instead, the
WGA was running the clock to get closer to the October delaine
for new contract negotiations and the fall TV season.
2. The WGA did eventually strike. What tactics could the
tactics do you think the WGA used?
The WGA did eventually strike regardless of the talks which
were taking place. The Producers could have fought back by
finding alternative solutions to writing. They could have used
different writing teams or they could have aired a different
lineup of programming such as reality TV, where little writing
is needed.
3. This was a conflict between professional and creative people

between, say, the auto workers or Teamsters unions against auto
and trucking companies? Why?
This writer believes that negotiations and outcomes are
certainly effected due to the type of worker you are dealing
with. It is only natural. Blue-collar working Unions at times can
be more grassroots and use a number of different strategies.
Saying that, in the end, all Unions generally fight for the same
basic principle, which is fairness in compensation.
4. What role (with examples, please) did negotiating skills seem
to play in the WGA-producers negotiations?
The skills that were must prevalent during the negotiations
were the WGA’s ability to stall without totally forfeiting the
talks. They did just enough to get by. That takes skill and know-
how.
WEEK 5 DISC. 2
Juanita Wood
6/26/2013 12:40:24 PM
Answer the questions to the case, "The New Safety Program," at
the end of Chapter 10.
APPLICATION EXERCISES Case Incident: The New Safety
Program
Employees’ safety and health are very important matters in the
laundry and cleaning business. Each dry-cleaning store is a
small production plant in which machines, powered by high-
pressure steam and compressed air, work at high temperatures
washing, cleaning, and pressing garments often under very hot,
slippery conditions. Chemical vapors are continually produced,

and caustic chemicals are used in the cleaning process. High-
temperature stills are almost continually “cooking down”
cleaning solvents in order to remove impurities so that the
solvents can be reused. If a mistake is made in this process—
such as injecting too much steam into the still—a boilover
occurs, in which boiling chemical solvent erupts out of the still,
onto the floor, and onto anyone who happens to be standing in
its way.
As a result of these hazards and the fact that chemically
hazardous waste is continually produced in these stores, several
government agencies (including OSHA and the Environmental
Protection Agency) have strict guidelines regarding the
management of these plants. For example, posters have to be
placed in each store, notifying employees of their right to be
told what hazardous chemicals they are dealing with, and what
the proper method is for handling each chemical. Special waste-
management firms must be used to pick up and properly dispose
of the hazardous waste.
A chronic problem the owners have is the unwillingness on the
part of the cleaning-spotting workers to wear safety goggles.
Not all the chemicals they use require safety goggles, but
some—like the hydrofluorous acid used to remove rust stains
from garments—are very dangerous. The latter is kept in special
plastic containers because it dissolves glass. Some of the
employees feel that wearing safety goggles can be troublesome;
they are somewhat uncomfortable, and they also become
smudged easily and thus cut down on visibility. As a result, it is
sometimes almost impossible to get employees to wear their
goggles.
QUESTIONS
1. How should a dry cleaner go about identifying hazardous
conditions that should be rectified? Name four probable
hazardous conditions or areas in such a store, based on dry-
cleaning stores that you have seen.
Signs should be posted in all areas that a hazardous condition
could occur. Also posted on these signs, it would be a good

idea to post directions explaining how to properly clean up the
mess so that others do not get hurt. Hazardous conditions could
be baskets or trash in the middle of the floor for people to step
on and slip and fall. By the wash tanks especially could be a
hazardous area because water or detergents could splash to the
floor and cause it to be very slippery. The stock room is also a
very dangerous place because it gets hot and contains all of the
different cleaners and detergents.
2. Would it be advisable for such a firm to set up a procedure
for screening out accident-prone individuals?
Yes, getting rid of accident prone workers would be best for
these companies. People who are prone to having accidents can
cause a lot of damage to a laundrymat. Not to mention the
possible cost of cleaning up the contaminates, but we must look
at the damage that is caused by spills made by careless
employees. I would say that after a handful of mistakes, that
person should be put out because they are just hurtful to the
company in general.
3. How would you suggest that owners get all employees to
behave more safely at work? Also, how would you advise them
to get those who should be wearing goggles to do so?
To get the employees to work more safely I would post signs
everywhere with directions on how to clean up each different
type of mess. I would also make it mandatory for all employees
to wear goggles with their uniforms. Place cameras on the
attendant stations and when caught not wearing the goggles as
instructed fire them for being a liability. They must realize that
the uniform, including the goggles are there to help protect
everyone including themselves.
Dessler, Gary. Framework for Human Resource Management, A,
6/e Vitalsource eBook for Ashford University. Pearson Learning

Solution
s.
Nita Wood
Respond
RE: The New Safety Program
Instructor DeYoung
6/26/2013 12:49:07 PM
Using screening to reduce unsafe acts is a preventative measure
for employing accident prone individuals. The technique is to
identify the human trait, such as visual skill that might relate to
accidents on the job (Dessler, 2011). This is not 100%
guaranteed, and that is why mishaps are usually called
accidents. Do you proscribe to the belief that we can accurately

traits specific to accident proneness in individuals?
Respond
WEEK 5 DISCUSSION 2
Cynthia Brown
6/27/2013 6:48:24 AM
conditions that should be rectified? Name four probable
hazardous conditions or areas in such a store, based on dry-
cleaning stores that you have seen.
“There were over 3.8 million occupational injuries and
illnesses at work—roughly 4.4 cases per 100 full-time U.S
workers, per year”(Dessler,2011, P. 294). Employers of dry
cleaning businesses should constantly be on the lookout for
hazards within their workplace. One of the biggest hazardous
conditions I have seen in a dry-cleaner is the lack of steam-
guards in and around steaming areas. Many of these areas have
a very hot amount of steam which rises up from the garment

being cleaned. The chemicals used would be another hazard.
Many cleaners leave cleaning chemicals unlocked and in
unsuitable areas of the store. Piles of clothing can also act as a
hazard by blocking walk areas or obstructing work stations.
Lastly, the racks which hold customer garments are often
electrical or automated. These racks must have a capacity limit;
however, in this writer’s dry-cleaning store these racks are
often overloaded which presents a hazard. I have visited my dry
cleaners many times and I have never witnessed any of the
employees wearing any kind of protective gear or clothing.
I don’t advise that a screening process be done for
uncoordinated or accident prone individuals. The testing would
almost be impossible. I at times consider myself accident-prone
because I fall so much but how can you test me for that? A
work place should be prepared for any accidents that occur
whether those involved are accident prone or not. Accidents
happen and in order to take precautions I do not think it is to
wean out those who you may think will cause the accident.
behave more safely at work? Also, how would you advise them
to get those who should be wearing goggles to do so?

I would recommend a storewide safety campaign which
would engage the employees on several different levels. Social
media would be one of the first areas to exploit as part of this
campaign. Recently, the Center for Disease Control (CDC)
lunched a new initiative and downloadable App to have regular
citizens help solve outbreaks (www.cdc.gov). Initiative such as
these make people part of the solution. The dry-cleaner could
encourage employees to encourage each other to keep an eye out
for safety hazards, and it could also enlist the help of costumers
to keep an eye out and report hazards they witness while in the
store. They could email or text their concerns to the store
manager. The owners need to be hands on and provide
employees with all the details and reasons why it is so
important to take precautions. If it is a requirement of the job
then all employees that should be wearing goggles, should be!
http://www.cdc.gov/socialmedia/
Management (6th ed.). Upper
Saddle River, NJ: Prentice Hall.
Respond

Week 5 Discussion 2 - David Teeter
David Teeter
6/27/2013 1:51:53 PM
conditions that should be rectified?
Voluntary consultation from OSHA is one step which might be
taken. “OSHA provides free on-site safety and health services
for small businesses, using state government safety experts”
(Dessler, 2011, p. 294). Also, checklists are available on
OSHA’s website which the employer can use with the business.
In addition, the EPA and OSHA require hazardous material
information sheets for each hazardous material. These sheets
should be available at each location for each material within the
small stores. A safety walks through of each store and the main
plant should take place a minimum of once a month.
Name four probable hazardous conditions or areas in such a
store, based on dry-cleaning stores that you have seen.
As stated in the exercise, “a chronic problem the owners have is
the unwillingness on the part of the cleaning-spotting workers
to wear safety goggles” (Dessler, 2011, p. 318). This is a major

problem in the safety arena. With the use of steam, burns are
another hazard. In addition, the possibility of “a boilover
occurs, in which boiling chemical solvent erupts out of the still,
onto the floor, and onto anyone who happens to be standing in
its way” (Dessler, 2011, p. 318). Slips and falls are another
concern. Ventilation is necessary because of the fumes from
hazardous materials. Mechanical equipment can be hazardous.
The trollies used to store and move finished garments for
employees.
A screening of accident-prone individuals is recommended.
“The basic technique is to identify the human trait (such as
visual skill) that might relate to accidents on the specific job.
Thus, screening prospective delivery drivers for impatience and
aggressiveness might be sensible” (Dessler, 2011, p. 302).
Because of the need to transport the clothing to and from the
main plant, drivers will be used. One way to screen the drivers
is to look for traits of entitlement, impatience, and
aggressiveness (Dessler, 2011, p. 301).
behave more safely at work?
Safety training is essential. Many organizations make available
safety training. Also, because the stores are scattered, the
training can be accomplished by the use of intranet or internet.

The employer and supervisors can contact a trade association to
see if they have safety training available. One way to
emphasize the need for being safe is to have a “safety down
day”. During this day, the employer would have all the
employees come to the main plant for safety training. The U.S.
Army has mandatory safety down days twice a year and, if
necessary, more often. The U.S. Air Force also has mandatory
safety days. The supplement these days when there is a trend of
major accidents. The U.S. Navy and Marines have similar
safety down days. On these days, every ship will stop, and all
personnel will take safety training. These safeties down days
focus on how to prevent accidents and to keep all personnel
safe.
Also, how would you advise them to get those who should be
wearing goggles to do so?
Emphasize the need to wear goggles. Also, have a policy, in
writing, in place and require all employees to ready and sign a
statement that they have read and understand the policy. If any
employees are found to not wearing the safety goggles, then
disciplinary actions should be taken, to the point of discharge.
David Teeter
management (sixth edition). Upper Saddle River, NJ, Pearson
Education, Inc.

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