This document provides an overview of an ethics presentation given by ServiceMaster Lakeshore. The presentation defines key ethics terms like ethics, values, and morals. It discusses the importance of developing personal convictions, role modeling ethical behavior, and not making assumptions. The presentation contrasts foundational and situational ethics approaches and identifies common sources of ethical frameworks like utilitarianism and deontology. It provides a method for making ethical decisions and includes case studies for participants to practice applying ethical reasoning. The overall goal is to help participants better understand ethics and develop skills for addressing ethical issues.
Create a Harmonious Workplace and Avoid LitigationCase IQ
An optimum workplace environment is critical for the health of any organization. So what specific ingredient creates that optimum environment for you and your associates? Log in to this webinar to find out about the one primary ingredient that will help foster a sense of community, boost employee morale and increase productivity, while at the same time help to protect the business from conflict, workplace violence and employment lawsuits.
In order to achieve this type of workplace, managers, executives and the human resources team must all be on board, creating and enforcing policies that encourage employees to be courteous and discourage conflict.
This document defines sexual harassment and outlines steps for preventing and addressing it. Sexual harassment includes unwelcome sexual conduct that affects employment. It may involve demands for sexual favors, jokes, gestures or physical contact. If the harassment creates a hostile work environment or is a factor in an employment decision, it is illegal. The document advises complaining internally per company policy and cooperating with any investigation. Employers should take prompt action, which could include discipline up to discharge, depending on the severity of the conduct. Prevention involves having a clear policy, open communication and treating all people with respect.
This document discusses ethics and provides examples of ethical behavior and dilemmas that may arise. It defines ethics as principles of conduct governing an individual or a group and explores different approaches to ethics including virtue ethics, deontology, and consequentialism. The document emphasizes treating others with respect, taking responsibility, and focusing on results over short-term gains. It also provides guidance on handling ethical dilemmas, such as objecting to unethical requests while proposing alternatives and seeking agreement.
The document discusses workplace bullying, providing examples of bullying behaviors such as spreading rumors, excluding others, intimidation, undermining work, and physical abuse. Statistics are presented showing that bullying affects a large percentage of the workforce, with many feeling oppressed or unwilling to speak up due to fear. The presentation recommends educating staff about bullying, having anti-bullying policies and reporting systems, and treating all complaints seriously to establish a bully-free workplace. Employers are advised not to ignore potential problems and to act promptly to resolve issues.
This document discusses workplace civility and incivility. It defines civility and incivility, explores their impacts on productivity and employee well-being, and provides tips for organizations to build a culture of civility. Specifically, it defines incivility as low-intensity deviant behavior that can harm others. Research shows incivility reduces work effort, time and quality while increasing stress. Organizations are encouraged to assess civility levels, train employees, and lead by example to enhance respect and prevent uncivil conduct. Examples of successful civility programs are also provided.
Creating a Culture of Respect, Civility + Diversity: How to Address Sexual Ha...Kegler Brown Hill + Ritter
Tony presented to Ashtabula SHRM on September 12 as a training session for preventing sexual harassment in the workplace. Reviewing how recent allegations of celebrity workplace harassment has captured headlines worldwide, and how the #MeToo movement has empowered employees to speak up, Tony that bad behavior that should not be tolerated, but doing the minimum to comply with state and federal employment will not be enough for workplaces in the 21st Century.
Actions in dealing with allegations of sexual harassment speak louder than words. Therefore, Tony explained that companies must create a culture of respect, civility and diversity, and stressed how the negative impact sexual harassment claims can have on a company can tarnish its reputation and make hiring more difficult in the future. Tony provided different strategies for training, policies and many other aspects of responding to inappropriate behaviors in the workplace for supervisors and HR professionals to help avoid liability on sexual harassment issues.
Create a Harmonious Workplace and Avoid LitigationCase IQ
An optimum workplace environment is critical for the health of any organization. So what specific ingredient creates that optimum environment for you and your associates? Log in to this webinar to find out about the one primary ingredient that will help foster a sense of community, boost employee morale and increase productivity, while at the same time help to protect the business from conflict, workplace violence and employment lawsuits.
In order to achieve this type of workplace, managers, executives and the human resources team must all be on board, creating and enforcing policies that encourage employees to be courteous and discourage conflict.
This document defines sexual harassment and outlines steps for preventing and addressing it. Sexual harassment includes unwelcome sexual conduct that affects employment. It may involve demands for sexual favors, jokes, gestures or physical contact. If the harassment creates a hostile work environment or is a factor in an employment decision, it is illegal. The document advises complaining internally per company policy and cooperating with any investigation. Employers should take prompt action, which could include discipline up to discharge, depending on the severity of the conduct. Prevention involves having a clear policy, open communication and treating all people with respect.
This document discusses ethics and provides examples of ethical behavior and dilemmas that may arise. It defines ethics as principles of conduct governing an individual or a group and explores different approaches to ethics including virtue ethics, deontology, and consequentialism. The document emphasizes treating others with respect, taking responsibility, and focusing on results over short-term gains. It also provides guidance on handling ethical dilemmas, such as objecting to unethical requests while proposing alternatives and seeking agreement.
The document discusses workplace bullying, providing examples of bullying behaviors such as spreading rumors, excluding others, intimidation, undermining work, and physical abuse. Statistics are presented showing that bullying affects a large percentage of the workforce, with many feeling oppressed or unwilling to speak up due to fear. The presentation recommends educating staff about bullying, having anti-bullying policies and reporting systems, and treating all complaints seriously to establish a bully-free workplace. Employers are advised not to ignore potential problems and to act promptly to resolve issues.
This document discusses workplace civility and incivility. It defines civility and incivility, explores their impacts on productivity and employee well-being, and provides tips for organizations to build a culture of civility. Specifically, it defines incivility as low-intensity deviant behavior that can harm others. Research shows incivility reduces work effort, time and quality while increasing stress. Organizations are encouraged to assess civility levels, train employees, and lead by example to enhance respect and prevent uncivil conduct. Examples of successful civility programs are also provided.
Creating a Culture of Respect, Civility + Diversity: How to Address Sexual Ha...Kegler Brown Hill + Ritter
Tony presented to Ashtabula SHRM on September 12 as a training session for preventing sexual harassment in the workplace. Reviewing how recent allegations of celebrity workplace harassment has captured headlines worldwide, and how the #MeToo movement has empowered employees to speak up, Tony that bad behavior that should not be tolerated, but doing the minimum to comply with state and federal employment will not be enough for workplaces in the 21st Century.
Actions in dealing with allegations of sexual harassment speak louder than words. Therefore, Tony explained that companies must create a culture of respect, civility and diversity, and stressed how the negative impact sexual harassment claims can have on a company can tarnish its reputation and make hiring more difficult in the future. Tony provided different strategies for training, policies and many other aspects of responding to inappropriate behaviors in the workplace for supervisors and HR professionals to help avoid liability on sexual harassment issues.
The document discusses sexual harassment in the workplace and provides guidance for managers. It defines sexual harassment and outlines behaviors that constitute it, such as unwelcome physical, verbal, and non-verbal conduct of a sexual nature. Sexual harassment can occur between any combination of colleagues, customers, and visitors in various locations at work. The document advises managers to prevent sexual harassment, address complaints confidentially, and understand the serious psychological and organizational effects it can cause like decreased productivity. It stresses the responsibility of managers to ensure a safe work environment and handle issues properly according to company policy.
I have developed a workshop titled: The \'Magic\' of Civility based on the best-selling book by Dr. P. M. Forni, Cofounder of the Johns Hopkins Civility Project titled: Choosing Civility: The Twenty-Five Rules of Considerate Conduct." To learn more go to firstimpressionstraining.com
10 Critical Mistakes in Workplace Investigation Programs and How to Avoid ThemCase IQ
The document outlines 10 critical mistakes that can occur in workplace investigation programs and how to avoid them. It discusses mistakes related to having an incomplete system, not taking care of details, not paying attention to trends, not collaborating with others, not following proper processes, using the wrong investigator, not challenging the investigator, overstepping boundaries, assuming procedural fairness is easy, and thinking investigations can't be challenged. It provides tips for business leaders, HR leaders, and investigators to review practices, collaborate with peers, and continuously improve their workplace investigation programs to avoid common pitfalls.
This lecture is part of a business law course focused on ethics and leadership. This is the student's first introduction to implicit bias and heuristics.
Workplace incivility is behavior that violates norms of mutual respect, reducing cooperation and motivation. It is often ambiguous and difficult to detect. Studies show incivility leads to decreased work efforts, calling in sick, reduced productivity and commitment, and employees quitting. Incivility is often not reported due to fears of reprisal. Left unaddressed, incivility can escalate into an ongoing cycle. Both men and women can be instigators. Factors include blurred behavioral lines, stress, and protected positions. Creating a culture of civility through clear expectations, leadership, and addressing uncivil behavior can improve cooperation, productivity and teamwork.
About 60 participants from around 20 Myanmar and international businesses, as well as LGBT+ rights groups, trade union rights, international organisations, experts and lawyers discussed attended a workshop on 28/29 August at the Rose Garden Hotel, Yangon to discuss how businesses can support LGBT+ equality in Myanmar.
Read more: https://www.myanmar-responsiblebusiness.org/news/lgbt-equality.html
This document outlines the program for a conference on workplace civility. It discusses definitions of civility and incivility, examples of positive and negative workplace behaviors, barriers to effectiveness like bullying and mobbing, and strategies for creating a culture of civility. The purpose is to raise awareness of issues around workplace interactions and enhance the quality of the work environment.
This document discusses sexual harassment, including:
1) A quiz on sexual harassment definitions and laws with answers provided.
2) Summaries of two Supreme Court cases (Faragher v City of Boca Raton and Burlington Industries Inc v Ellerth) that established an employer's vicarious liability for harassment by supervisors.
3) A summary of a court case (Gallagher v C.H. Robinson) where a female employee successfully sued for a hostile work environment due to frequent sexual jokes and banter by male coworkers.
This document discusses the importance of civility in the workplace. It lists several aspects of civility like respect, restraint, consideration, politeness, and morality. It then explains how a lack of civility can negatively impact employee morale, productivity, retention, and communication. Specifically, uncivil behavior can lead to lowered morale, reduced team effectiveness, and negative treatment of customers. The document provides tips for dealing with difficult people, which include listening without reacting, focusing on facts, not taking things personally, and avoiding uncomfortable situations.
Workplace incivility refers to low-intensity deviant behaviors that violate workplace norms for mutual respect. Examples include rude comments, not giving credit to coworkers, and gossiping. If left unaddressed, incivility can increase employee stress, lower productivity and job commitment, and even cause employees to leave their jobs. Managers play a key role in setting expectations and modeling civil behavior to promote a respectful workplace culture. Organizations should also clearly communicate civility expectations during the hiring process and provide training on maintaining appropriate workplace conduct.
This document discusses social perception and attribution theory. It defines attribution as explaining the causes of behaviors and events. There are two types of attribution: internal attribution, which attributes behaviors to internal factors like personality; and external attribution, which attributes behaviors to external situational factors. Two influential theories are discussed: Jones and Davis' theory of correspondent inference, which outlines factors like behavior being freely chosen that lead to internal attributions; and Kelley's covariation model, which uses three factors - consensus, distinctiveness, and consistency - to determine if a behavior is attributed to internal or external causes. Common attribution errors like the correspondence bias and actor-observer effect are also outlined.
This document provides an introduction to key concepts related to diversity and inclusion in the workplace, including implicit bias. It discusses identity salience, explicit and implicit attitudes, stereotypes, and microaggressions. The objective is for participants to develop a better understanding of these concepts and recognize how they can manifest in common workplace scenarios through a series of analysis activities and a closing survey.
Unconscious biases are influenced by our backgrounds and experiences and can negatively impact diversity and inclusion in the workplace. They are prevalent, with tests finding most people have biases around race, gender, ability, and other attributes. While small, biases can significantly impact outcomes over time, like who advances in an organization. To address biases, it is important to listen, challenge stereotypes, examine our own behaviors, and stand up for others as active bystanders. The goal is to help, not harm, and continue learning to progress on issues of diversity and inclusion.
What is unconscious bias and why does it exist? We all have hidden biases, so it's important to learn what yours are and how to ensure they aren't affecting your business decisions, as well as what organizations can do to prevent these biases from affecting their ability to innovate and remain competitive!
Key videos in the presentation:
https://www.youtube.com/watch?v=NW5s_-Nl3JE
https://www.youtube.com/watch?v=Ahg6qcgoay4
Where an organisation or individual is aware of stereotyping and bias, many effective steps may be taken to correct behaviour.
But what to do when the bias is more subtle or unconscious? These unconscious biases and stereotypes are a major barrier to organisations achieving true inclusion and diversity.
In this webinar Dr Pete Jones, author of Hogrefe Ltd’s unconscious bias testing tool Implicitly, gives an introduction to the topic of unconscious biases and looks at what you can do to address them.
The document discusses challenges faced by black boys and provides strategies for effectively working with them. It notes black boys are often targeted for discipline and face achievement, discipline, and other gaps. The presentation aims to frame how black boys are served, develop shared understanding, and build critical questions to inform future work. Strength-based approaches that are firm and caring are recommended over vacuuming or siloed work. Alignment of program, client, and cultural needs is key.
The art of Getting Along - Tess George at ProductCamp Boston, April 2011ProductCamp Boston
Often, it may not be as easy as we think to understand the messages others are attempting to deliver, especially with the speed at which we work today. George will provide us with some guidelines that we can all use to ensure less stress and greater success in our communications each day.
Tess George is the founder and principal of Speakwell Training, which offers interactive workshops on interpersonal communications and presentation skills to both corporate and non-profit clients. For more information, check out her website: http://tessgeorge.com
Lcc supervisor training morale time email (2)macheop
This document provides guidance on establishing boundaries and boosting morale as a supervisor. It discusses maintaining appropriate personal, professional and client boundaries. It also addresses combating staff splitting and provides tips for open communication, accountability, attitude, time management and email communication to improve the work environment and boost morale.
This document provides an overview and introduction to ethics training. It discusses key concepts like ethical choices, principals, dilemmas, and the importance of transparency, integrity and stewardship when working in public service. Specific topics covered include conflicts of interest, gifts, post-employment restrictions, use of public resources, and confidential information. The goal is to provide a clear understanding of ethics rules and help employees navigate complex situations that involve balancing competing ethical considerations.
This chapter discusses developing an effective ethics program within a corporation. It outlines the need for ethics programs due to reduced public trust from corporate scandals. An effective program establishes uniform ethical values and legal requirements through codes of conduct, ethics officers, training, and systems to monitor adherence. The goal is for corporations to act as moral agents and avoid legal issues by encouraging ethical decision making.
This document discusses business ethics fundamentals and provides an overview of key concepts. It defines business ethics and examines the public's perception of business ethics over time. Three models of management ethics are presented: immoral management which lacks ethical principles, moral management which conforms to high ethical standards, and amoral management which does not consider ethics intentionally or unintentionally. Developing moral judgment for managers involves considering external influences like culture and religion as well as internal factors like respect and loyalty. Elements of moral judgment include moral imagination, evaluation, and a sense of obligation.
The document provides information about SEIU's Code of Ethics, including what it is, what it does, and who is subject to it. The Code of Ethics establishes ethical standards, accountability, and transparency for SEIU members, leaders, officers, and staff. It was adopted by SEIU delegates in 2008 to ensure trust in the union's commitments and operations. The document also provides examples of ethical scenarios and the appropriate responses according to the Code of Ethics.
The document discusses sexual harassment in the workplace and provides guidance for managers. It defines sexual harassment and outlines behaviors that constitute it, such as unwelcome physical, verbal, and non-verbal conduct of a sexual nature. Sexual harassment can occur between any combination of colleagues, customers, and visitors in various locations at work. The document advises managers to prevent sexual harassment, address complaints confidentially, and understand the serious psychological and organizational effects it can cause like decreased productivity. It stresses the responsibility of managers to ensure a safe work environment and handle issues properly according to company policy.
I have developed a workshop titled: The \'Magic\' of Civility based on the best-selling book by Dr. P. M. Forni, Cofounder of the Johns Hopkins Civility Project titled: Choosing Civility: The Twenty-Five Rules of Considerate Conduct." To learn more go to firstimpressionstraining.com
10 Critical Mistakes in Workplace Investigation Programs and How to Avoid ThemCase IQ
The document outlines 10 critical mistakes that can occur in workplace investigation programs and how to avoid them. It discusses mistakes related to having an incomplete system, not taking care of details, not paying attention to trends, not collaborating with others, not following proper processes, using the wrong investigator, not challenging the investigator, overstepping boundaries, assuming procedural fairness is easy, and thinking investigations can't be challenged. It provides tips for business leaders, HR leaders, and investigators to review practices, collaborate with peers, and continuously improve their workplace investigation programs to avoid common pitfalls.
This lecture is part of a business law course focused on ethics and leadership. This is the student's first introduction to implicit bias and heuristics.
Workplace incivility is behavior that violates norms of mutual respect, reducing cooperation and motivation. It is often ambiguous and difficult to detect. Studies show incivility leads to decreased work efforts, calling in sick, reduced productivity and commitment, and employees quitting. Incivility is often not reported due to fears of reprisal. Left unaddressed, incivility can escalate into an ongoing cycle. Both men and women can be instigators. Factors include blurred behavioral lines, stress, and protected positions. Creating a culture of civility through clear expectations, leadership, and addressing uncivil behavior can improve cooperation, productivity and teamwork.
About 60 participants from around 20 Myanmar and international businesses, as well as LGBT+ rights groups, trade union rights, international organisations, experts and lawyers discussed attended a workshop on 28/29 August at the Rose Garden Hotel, Yangon to discuss how businesses can support LGBT+ equality in Myanmar.
Read more: https://www.myanmar-responsiblebusiness.org/news/lgbt-equality.html
This document outlines the program for a conference on workplace civility. It discusses definitions of civility and incivility, examples of positive and negative workplace behaviors, barriers to effectiveness like bullying and mobbing, and strategies for creating a culture of civility. The purpose is to raise awareness of issues around workplace interactions and enhance the quality of the work environment.
This document discusses sexual harassment, including:
1) A quiz on sexual harassment definitions and laws with answers provided.
2) Summaries of two Supreme Court cases (Faragher v City of Boca Raton and Burlington Industries Inc v Ellerth) that established an employer's vicarious liability for harassment by supervisors.
3) A summary of a court case (Gallagher v C.H. Robinson) where a female employee successfully sued for a hostile work environment due to frequent sexual jokes and banter by male coworkers.
This document discusses the importance of civility in the workplace. It lists several aspects of civility like respect, restraint, consideration, politeness, and morality. It then explains how a lack of civility can negatively impact employee morale, productivity, retention, and communication. Specifically, uncivil behavior can lead to lowered morale, reduced team effectiveness, and negative treatment of customers. The document provides tips for dealing with difficult people, which include listening without reacting, focusing on facts, not taking things personally, and avoiding uncomfortable situations.
Workplace incivility refers to low-intensity deviant behaviors that violate workplace norms for mutual respect. Examples include rude comments, not giving credit to coworkers, and gossiping. If left unaddressed, incivility can increase employee stress, lower productivity and job commitment, and even cause employees to leave their jobs. Managers play a key role in setting expectations and modeling civil behavior to promote a respectful workplace culture. Organizations should also clearly communicate civility expectations during the hiring process and provide training on maintaining appropriate workplace conduct.
This document discusses social perception and attribution theory. It defines attribution as explaining the causes of behaviors and events. There are two types of attribution: internal attribution, which attributes behaviors to internal factors like personality; and external attribution, which attributes behaviors to external situational factors. Two influential theories are discussed: Jones and Davis' theory of correspondent inference, which outlines factors like behavior being freely chosen that lead to internal attributions; and Kelley's covariation model, which uses three factors - consensus, distinctiveness, and consistency - to determine if a behavior is attributed to internal or external causes. Common attribution errors like the correspondence bias and actor-observer effect are also outlined.
This document provides an introduction to key concepts related to diversity and inclusion in the workplace, including implicit bias. It discusses identity salience, explicit and implicit attitudes, stereotypes, and microaggressions. The objective is for participants to develop a better understanding of these concepts and recognize how they can manifest in common workplace scenarios through a series of analysis activities and a closing survey.
Unconscious biases are influenced by our backgrounds and experiences and can negatively impact diversity and inclusion in the workplace. They are prevalent, with tests finding most people have biases around race, gender, ability, and other attributes. While small, biases can significantly impact outcomes over time, like who advances in an organization. To address biases, it is important to listen, challenge stereotypes, examine our own behaviors, and stand up for others as active bystanders. The goal is to help, not harm, and continue learning to progress on issues of diversity and inclusion.
What is unconscious bias and why does it exist? We all have hidden biases, so it's important to learn what yours are and how to ensure they aren't affecting your business decisions, as well as what organizations can do to prevent these biases from affecting their ability to innovate and remain competitive!
Key videos in the presentation:
https://www.youtube.com/watch?v=NW5s_-Nl3JE
https://www.youtube.com/watch?v=Ahg6qcgoay4
Where an organisation or individual is aware of stereotyping and bias, many effective steps may be taken to correct behaviour.
But what to do when the bias is more subtle or unconscious? These unconscious biases and stereotypes are a major barrier to organisations achieving true inclusion and diversity.
In this webinar Dr Pete Jones, author of Hogrefe Ltd’s unconscious bias testing tool Implicitly, gives an introduction to the topic of unconscious biases and looks at what you can do to address them.
The document discusses challenges faced by black boys and provides strategies for effectively working with them. It notes black boys are often targeted for discipline and face achievement, discipline, and other gaps. The presentation aims to frame how black boys are served, develop shared understanding, and build critical questions to inform future work. Strength-based approaches that are firm and caring are recommended over vacuuming or siloed work. Alignment of program, client, and cultural needs is key.
The art of Getting Along - Tess George at ProductCamp Boston, April 2011ProductCamp Boston
Often, it may not be as easy as we think to understand the messages others are attempting to deliver, especially with the speed at which we work today. George will provide us with some guidelines that we can all use to ensure less stress and greater success in our communications each day.
Tess George is the founder and principal of Speakwell Training, which offers interactive workshops on interpersonal communications and presentation skills to both corporate and non-profit clients. For more information, check out her website: http://tessgeorge.com
Lcc supervisor training morale time email (2)macheop
This document provides guidance on establishing boundaries and boosting morale as a supervisor. It discusses maintaining appropriate personal, professional and client boundaries. It also addresses combating staff splitting and provides tips for open communication, accountability, attitude, time management and email communication to improve the work environment and boost morale.
This document provides an overview and introduction to ethics training. It discusses key concepts like ethical choices, principals, dilemmas, and the importance of transparency, integrity and stewardship when working in public service. Specific topics covered include conflicts of interest, gifts, post-employment restrictions, use of public resources, and confidential information. The goal is to provide a clear understanding of ethics rules and help employees navigate complex situations that involve balancing competing ethical considerations.
This chapter discusses developing an effective ethics program within a corporation. It outlines the need for ethics programs due to reduced public trust from corporate scandals. An effective program establishes uniform ethical values and legal requirements through codes of conduct, ethics officers, training, and systems to monitor adherence. The goal is for corporations to act as moral agents and avoid legal issues by encouraging ethical decision making.
This document discusses business ethics fundamentals and provides an overview of key concepts. It defines business ethics and examines the public's perception of business ethics over time. Three models of management ethics are presented: immoral management which lacks ethical principles, moral management which conforms to high ethical standards, and amoral management which does not consider ethics intentionally or unintentionally. Developing moral judgment for managers involves considering external influences like culture and religion as well as internal factors like respect and loyalty. Elements of moral judgment include moral imagination, evaluation, and a sense of obligation.
The document provides information about SEIU's Code of Ethics, including what it is, what it does, and who is subject to it. The Code of Ethics establishes ethical standards, accountability, and transparency for SEIU members, leaders, officers, and staff. It was adopted by SEIU delegates in 2008 to ensure trust in the union's commitments and operations. The document also provides examples of ethical scenarios and the appropriate responses according to the Code of Ethics.
This document provides information on slip, trip, and fall hazards with a focus on ladder safety. It discusses OSHA's emphasis program on fall hazards from ladders and the importance of preventing slip, trip, and fall hazards. Specific tips are provided for ladder safety, including choosing the right ladder, setting it up at the proper angle, inspecting ladders for defects, climbing with three points of contact, and securing ladders on uneven or slippery surfaces. Maintaining proper lighting and housekeeping to prevent hazards on walking surfaces are also covered.
This document discusses slips, trips, and falls, including causes and prevention. It notes that slips, trips, and falls account for most general industry accidents and cause thousands of emergency room visits annually. Causes include unsafe conditions like clutter, spills, poor lighting, and unsafe behaviors like rushing or improper footwear. Prevention involves recognizing hazards, evaluating risks, and implementing controls. Controls include improving housekeeping, lighting, slip-resistant surfaces, training safe behaviors, and using handrails and fall protection equipment. The key messages are that slips, trips and falls are preventable, but it requires vigilance, planning safe work practices, and taking personal responsibility for safety.
Slips, trips, and falls are a major cause of workplace injuries. Proper prevention techniques include good housekeeping to clean spills and remove obstacles, using the right footwear for the environment, and being aware of behaviors like rushing or distractions that can lead to falls. Fall protection devices should be used for work at heights from ladders, platforms, or other elevated surfaces. Following safety practices and policies can significantly reduce injuries from slips, trips, and falls.
Preventing Slips, Trips and Falls in the Health Care Industry by GTRIAtlantic Training, LLC.
Slips, trips, and falls are a major cause of injuries among healthcare workers. Common causes include floor contaminants from water or other liquids, poor drainage, surface irregularities, and tripping hazards. Solutions involve implementing housekeeping procedures to keep floors dry and clear, maintaining good drainage, promptly addressing issues like warped flooring or damaged stairs, using non-slip footwear and flooring, and training workers on safety practices and proper equipment use. Regular inspections and reviewing incident data can help identify hazards and ensure safety protocols are followed to reduce injuries over time.
This document discusses preventing slips, trips, and falls in the workplace. It states that slips, trips, and falls account for over 20% of workplace injuries and 10% of fatal workplace injuries. Common causes include wet floors, loose objects, and unsafe behaviors. It provides tips for preventing slips on wet surfaces, preventing trips over loose objects or in poor lighting, and preventing falls from heights or unstable surfaces. The key messages are to stay alert of hazards, wear proper shoes, clean up spills, use equipment safely like ladders, and make safety a habit.
Slips, trips, and falls represent a large number of preventable accidents within the school district and can result in serious and costly injuries for both employees and the district. They can occur both inside and outside due to hazards like slippery surfaces, clutter, or uneven walking areas. Proper training, awareness, housekeeping, wearing appropriate footwear, and reporting hazards can help reduce the risk of slips, trips and falls.
The document provides guidance on effectively dealing with conflict in the workplace. It discusses the importance of conflict resolution, outlines a manager's role in preventing and addressing disputes, and provides tips for managing difficult employees. Specific strategies are presented, such as communicating expectations clearly, modeling appropriate conduct, addressing performance issues promptly and respectfully, and nipping potential conflicts in the bud. Scenarios demonstrate approaches for resolving common problems like attitude issues, rule breaking, interpersonal conflicts and intentionally difficult behavior. The overall message is that proactive and skilled conflict management can prevent disputes from escalating and avoid costly litigation.
This document provides information on conflict resolution training. It defines workplace conflict and identifies common causes as differing perspectives, stress, and increased demands on teamwork. While conflict can be negative, it notes that constructive challenges to ideas can foster new solutions. The document outlines healthy versus damaging conflict and lists benefits of resolution such as improved morale and productivity. It provides dos and don'ts of the resolution process and describes a six step approach including clarifying issues, finding common goals, and agreeing on responsibilities. The summary is that conflicts should aim for the best solution, alternative resolutions can save costs and time, and unresolved conflicts should be avoided.
This document discusses conflict management, resolution, and prevention in the workplace. It defines conflict as a disagreement between individuals or groups that differs in opinions, attitudes, beliefs, needs, values or perceptions. Common causes of workplace conflict include lack of communication, feeling undervalued, undefined roles, poor management, and stress. Conflict management involves analyzing the issue, determining a resolution strategy, and implementing negotiations. Conflict prevention is more effective than dealing with conflict after it arises and involves being prepared to handle disputes, actively listening to employees, and addressing potential issues before they escalate.
The document summarizes the key changes to the OSHA Hazard Communication Standard to align it with the United Nations' Globally Harmonized System of Classification and Labeling of Chemicals (GHS). Notable changes include standardized labels with pictograms and a 16-section safety data sheet format. Employers must train workers on the new label elements and safety data sheet format by certain deadlines. The standard aims to improve safety by increasing understanding of chemical hazards through consistent classification and communication of hazards.
This document summarizes the key changes and requirements of the revised OSHA Hazard Communication Standard to align it with the United Nations' Globally Harmonized System of Classification and Labeling of Chemicals (GHS). Notable changes include standardized label elements like pictograms and a 16-section Safety Data Sheet format. Employers must train workers on the new label formats and SDS by December 2013 and update alternative workplace labeling and hazard programs by June 2016.
This document from Oklahoma State University discusses their Hazard Communication program which is designed to inform employees of any hazardous chemicals in their workplace. It covers 5 key areas: 1) maintaining Safety Data Sheets for all chemicals, 2) proper labeling of containers, 3) training employees on hazards, 4) having a written Hazard Communication plan, and 5) keeping an inventory of all chemicals. The document provides details on these topics, including what information is included on Safety Data Sheets and labels, what is covered in employee training, how to access the written plan, and the requirements for the online chemical inventory list. The overall goal is to give employees knowledge of any workplace hazards through an effective Hazard Communication program.
This document provides an overview and summary of changes to Michigan's Hazard Communication Standard to align with the Globally Harmonized System of Classification and Labeling of Chemicals (GHS). Key points include:
- Safety Data Sheets will change from MSDS format to a new 16-section SDS format. Labels will include new pictograms, signal words, and hazard and precautionary statements.
- Manufacturers, importers, distributors and employers have compliance deadlines for the new GHS requirements between 2013-2016.
- Employees will receive additional training on the new SDS format and label elements to help them understand chemical hazards.
- Several other MIOSHA standards involving hazardous chemicals and sign
This document provides an overview of OSHA's Hazard Communication Standard. The standard aims to ensure that employers and employees are aware of chemical hazards in the workplace and how to protect themselves. It requires employers to have a written hazard communication program and train employees on hazardous chemicals. The program must include container labeling, obtaining and making available material safety data sheets, and informing workers of applicable hazards. Covered employers must also maintain a list of chemicals and properly label any containers or pipes containing hazardous substances.
The document provides information on the Hazard Communication Standard and the Globally Harmonized System of Classification and Labeling of Chemicals. It discusses the requirements for hazard communication programs, including written programs, chemical labeling, safety data sheets, training, and employees' right to understand hazards. It also summarizes the Globally Harmonized System for standardizing chemical labels and safety data sheets globally with harmonized pictograms, signal words, and statements. The intent is to provide consistent information to help protect workers from chemical hazards.
This document outlines the hazardous materials control and management program for NOAA. It provides information on points of contact for HAZMAT and hazardous waste. It defines hazardous materials and hazardous waste. The purpose of the Hazard Communication program is to identify and evaluate workplace hazards and communicate information to employees through labels, material safety data sheets, training, and informing employees of chemicals and non-routine tasks. It provides guidance on storage, handling, training, and documentation requirements for hazardous materials.
The document discusses the importance of ethics and making ethical decisions. It provides an overview of key concepts like ethics, values, morals, foundational ethics and situational ethics. It also outlines various frameworks that can be used in ethical decision making, such as utilitarianism, deontology, and virtue ethics. The presentation emphasizes developing strong personal convictions, integrity, and using frameworks to thoughtfully evaluate ethical issues and choices.
This document discusses several key concepts in nursing ethics including:
1. Nursing ethics examines how moral principles are applied in nursing care. Nurses are responsible for the care they provide.
2. Values define personal character while ethics examine how morals are applied socially. Virtues are moral excellences that align with God's nature, while values are principles individuals consider important.
3. Ethical theories discussed include utilitarianism, which aims to maximize well-being, deontology, which focuses on intentions over outcomes, and situation ethics, which emphasizes responding lovingly in each context. Approaches have strengths but also weaknesses in application.
This document discusses the ethics of teaching and provides an overview of the NEA Code of Ethics for teachers. It outlines two key principles from the code: commitment to students and commitment to the profession. It emphasizes stimulating inquiry in students, encouraging knowledge acquisition, and protecting students from harm. It also notes teachers' role in advancing professional standards and creating an environment that attracts high-quality educators. The document explores the differences between norms, morals, and ethics and how they relate to proper behavior. It indicates that norms are social standards, morals involve individual/social judgments of right/wrong, and ethics are rules based on moral judgments.
Living our credo_values_facilitator_presentationPablo Galiana
The document discusses Johnson & Johnson's (J&J) Credo values and decision making process. It provides an overview of the objectives which include exploring the origin and importance of the Credo, understanding how it impacts jobs, and using case studies to show how Credo values help employees make ethical choices. It then discusses the Credo in more detail including its history and values. It outlines a 7-step decision making process incorporating Credo values and considering stakeholders. Finally, it discusses using multiple perspectives when examining ethical issues and provides examples of applying the Credo to case studies.
This document provides an overview of ethics and related concepts. It defines ethics as the study of right and wrong conduct, and notes there are three central concepts: good, right, and ought. It discusses virtue ethics, deontological ethics, consequentialism, and how they differ based on character, actions, and consequences. The document also covers civic ethics, professional ethics, codes of ethics, and what constitutes an ethical person and responsible citizenship. It provides examples of civic duties and rights in Tanzania. Overall, the document serves as an introduction to ethics by defining key terms and comparing different ethical approaches.
Why study engineering ethics and moral dilemmasEzhil Arasi
The document discusses engineering ethics and moral dilemmas. It provides an introduction to ethics and explains why engineering ethics is important to study. It discusses Kohlberg's stages of moral development and uses examples like the Heinz dilemma to illustrate the stages. The document also outlines procedures for facing moral dilemmas, such as assessing situations, discussing with others, and determining the best course of action. Overall, the document aims to introduce key concepts around engineering ethics and provide guidance for addressing moral dilemmas.
Four Walmart employees were fired for disarming an armed shoplifter, against company policy. While the public viewed their actions as heroic, the company had to adhere to its policy to protect itself from potential lawsuits. This presents an ethical dilemma around whether strictly following policy can be considered ethical. Walmart's ethical guidelines focus on integrity, honesty, and respect, but applying different ethical approaches like utilitarianism, deontology, justice, and virtue theory could yield different views on how to resolve this situation. Recommendations include updating policies to balance safety and legal protection, and recognizing heroic acts to build community.
This document provides an overview of a training on ethical practice and decision-making for child and youth care workers. It discusses exploring the ethical nature of the profession, making defensible decisions, and applying ethics to practice. Key topics covered include ethical dilemmas around physical restraint, suicide, poverty, and incarceration of young people. The training emphasizes developing skills in ethical deliberation, considering socio-cultural factors, and evaluating judgments and actions to act wisely and ethically in complex situations. The goal is to incorporate ethics comprehensively into practice and arrive at ethically justifiable resolutions to dilemmas.
This document outlines David Batchelor's ethics seminar, discussing several theories of ethics including:
- Moral reasoning and whether people should use reason to support value judgments.
- Moral relativism and whether there are universal values or if values differ based on society and environment.
- Self-interest theory, which argues humans are always selfish due to evolutionary instincts to survive and reproduce.
- Utilitarianism, which says the moral principle is to maximize happiness for the greatest number of people.
The document poses discussion questions about each theory.
This document discusses ethics, values, and ethical decision-making in professional contexts. It begins by defining key concepts like beliefs, values, morals, ethics, and attitudes. It then examines approaches to ethical dilemmas through principle-based and utilitarian frameworks. The document also addresses organizational ethical challenges and provides a framework for identifying and resolving ethical issues. Throughout, it emphasizes that ethical decision-making requires consideration of multiple stakeholders and viewpoints rather than just consequences or rules.
The document discusses several ethical theories:
- Subjective relativism and cultural relativism hold that morality is determined by individual or cultural perspectives.
- Divine command theory says morality obeys God's commands.
- Ethical egoism and act utilitarianism focus on individual or short-term benefits.
- Kantianism and rule utilitarianism emphasize duty and long-term consequences.
- Social contract theory sees morality arising from implicit agreements within society.
The document also provides examples to illustrate each theory and analyzes whether copying a music CD or sharing exam answers aligns with each framework. It concludes that sharing answers violates rules and duties.
Discussion QuestionWilliam Ford Jr., Chairman of Ford Motor C.docxedgar6wallace88877
Discussion Question:
William Ford Jr., Chairman of Ford Motor Co. said, "A good company delivers excellent products and services, and a great company does all that and strives to make the world a better place."
Supported by evidence from your textbook, the Starbucks case study, and other research, describes two forces that you believe shape the relationship between business and society. Provide two examples, one for each force you select. Be specific in your answer and discuss strengths and weaknesses via examples and applications. Be certain to cite in APA format all sources used. Respond to at least two of your classmates’ discussion posts.
MBA 525 - Module 4 AVP - Decision Making and Ethics
Slide 1
Title slide
Slide content:
MBA 525 Module 4
Slide 2
Slide title:
Decision Making and Ethics
Narrator:
In this presentation, we will discuss the decision making process and how it is informed by ethics. We will
highlight common errors in decision making, rationality, and ethical decision making.
Slide 3
Slide title:
Decision-Making Steps
Slide content:
• Define the task
• Delegate tasks
• Seek out information and determine its accuracy
• Establish criteria for evaluating specific courses of action
• Discover and evaluate alternative options
• Prepare and present the group’s choice persuasively to the target audience
Narrator:
There are six steps in the decision making process.
First, define the task.
Second, delegate tasks.
Third, seek out information and determine its accuracy.
Fourth, establish criteria for evaluating specific courses of action.
Fifth, discover and evaluate alternative options.
And lastly, prepare and present the group’s choice persuasively to the target audience.
Slide 4
Slide title:
Errors of Poor Decision Making
Slide content:
• Improper assessment of the situation
• The establishment of inappropriate goals and objectives
• Improper assessment of the strengths and weaknesses of various alternatives
• The establishment of a flawed information base
Narrator:
The most common errors in this process include:
Improper assessment of the situation,
The establishment of inappropriate goals and objectives,
Improper assessment of the strengths and weaknesses of various alternatives, and,
The establishment of a flawed information base.
Consider the last decision you made that was faulty. Reflect on which error in decision making was
present. We are all guilty of making the “wrong” decision at some point due to errors in judgment.
Slide 5
Slide title:
Steps of Rational Decision Making
Slide content:
• Recognize the problem
• Discuss the problem with all relevant persons
• Decide on alternative courses of action
• Choose an optimal solution and implement it
• Monitor the impact of the solution
Narrator:
The steps to rational decision making vary a bit from the general model. There are only five, not six steps.
First, recognize the problem. This is a different starting point. It is important to first understand the
problem.
Next, disc.
Short version ethical decision making processPablo Galiana
The document provides guidance on making ethical and effective decisions using a 7-step process: 1) stop and reflect, 2) clarify objectives, 3) gather information, 4) develop options, 5) consider impacts, 6) make the decision, and 7) monitor impacts. It also discusses 5 perspectives to examine issues from: personal character, cost/benefit, human value, fairness, and common good. The 6 pillars of character are trustworthiness, respect, responsibility, fairness, caring, and citizenship. Case studies are presented to apply the decision-making process and perspectives.
This document provides an overview of ethics and several ethical frameworks that can be used for moral decision making. It defines key terms like ethics, morality and society. It then describes seven ethical theories: 1) Subjective Relativism 2) Cultural Relativism 3) Divine Command Theory 4) Kantianism 5) Act Utilitarianism 6) Rule Utilitarianism and 7) Social Contract Theory. For each theory, it provides examples and discusses the cases for and against them being a workable ethical framework. The document aims to help readers understand ethics and the approaches that can be taken to ethical decision making.
This document discusses various ethical theories and concepts related to business ethics including:
1. It classifies ethical theories into teleological (consequential), deontological, virtue ethics, and care ethics. It provides details on utilitarianism, Kantian deontology, and virtue ethics.
2. It discusses concepts like ethical egoism, corporate social responsibility, and the relationship between business and religion.
3. It provides an overview of CSR and its importance for internal and external stakeholders as well as factors that can help or hinder ethical climate and practices in businesses.
Family Life Education - Legal and Ethical IssuesAdam Thompson
This document provides an agenda and overview for a workshop on legal and ethical issues related to sexuality and HIV education. The workshop goals are to help participants identify and analyze legal and ethical issues regarding sexual behaviors, understand the need for clear policies on HIV education, increase comfort discussing these topics, and improve skills in effectively addressing related legal and ethical issues. The agenda includes sessions on the differences between ethics and morals, quizzes and discussions on relevant laws, spotlighting issues like human trafficking, considering adult and adolescent behaviors and decision-making, and a case study. Participants are introduced to the facilitators and given guidelines for respectful discussion.
This document provides an overview and introduction to ethics. It discusses the goals of helping understand ethical concepts and providing background on historical ethical theories. It focuses on Western ethics and will not argue which theory is correct. Instead, it will show how theories reflect different ways of thinking about morality. It introduces the Heinz dilemma as an example to examine ethical issues. It discusses how people approach ethics through values, reasons, and principles and how moral disagreements arise from diverse interpretations. Engaging in ethics involves discussing values and finding solutions through understanding different perspectives. It examines roadblocks like dogmatism, relativism, and overreliance on facts. Finally, it summarizes some key ethical theories like utilitarianism and deontology.
The document discusses the ethics of teaching and the NEA Code of Ethics for teachers. It outlines two main principles from the Code: commitment to students and commitment to the profession. The Code emphasizes stimulating inquiry, encouraging knowledge, protecting students, recognizing the influence of education, and maintaining professional standards. The document also discusses the differences between norms, morals, and ethics - with norms being social standards, morals involving individual values of right and wrong, and ethics consisting of rules based on moral judgments.
This chapter discusses intellectual freedom and censorship in schools. It presents a case where a school newspaper advisor refuses to publish a fictional student article that mirrors a controversial situation at the school involving sexual themes, out of concern for how it would impact those portrayed. The student claims their right to freedom of expression. The chapter explores concepts like intellectual freedom, freedom of opinion, and the balance between freedom and protecting students. It analyzes the case through consequentialist and nonconsequentialist lenses, noting tensions between different moral theories in resolving such dilemmas.
Similar to Ethics Training by Service Master Clean (20)
The document discusses wellness and promoting a healthy lifestyle and culture at work. It describes wellness as involving 7 dimensions of wellness: emotional, environmental, intellectual, social, physical, spiritual, and occupational. It outlines benefits to employees and the organization of promoting wellness, including improved health, productivity and morale. It encourages making healthy choices by focusing on diet, exercise and avoiding smoking. Finally, it provides suggestions for integrating wellness at work, such as healthy meetings and events, physical activity breaks, and stress management resources.
This document discusses the intersection of workplace wellness and policy. It outlines how establishing policies can support a healthy workplace environment and successful wellness program. The HEAL model promotes nutrition, physical activity, breastfeeding, and stress reduction. Policies are more sustainable than practices or programs alone and should focus on areas like wellness, physical activity, nutrition standards, and mental wellness. Examples of effective policies provided include stretch breaks, healthy meetings guidelines, flexible work schedules, active transportation, and lactation accommodation. The presentation emphasizes gaining leadership support and using data to inform simple policies that make healthy choices easy.
This document discusses managing stress in the workplace. It raises awareness about the growing problem of stress and provides guidance on assessing and preventing psychosocial risks. Successful management of psychosocial risks can improve worker well-being, productivity and compliance with legal requirements while reducing costs from absenteeism and staff turnover. The document outlines practical support for stress management, including engaging employees in the risk assessment process, and focusing on positive effects like a healthier and more motivated workforce.
Stress can be triggered by environmental, social, physiological, and thought-related factors. The body responds to stress through the fight or flight response, which is controlled by the brain and hypothalamus activating the sympathetic nervous system. This increases heart rate, blood pressure, breathing, and muscle tension while impairing judgment. Chronic stress can negatively impact cognitive function, mood, health, relationships and quality of life. Managing stress requires identifying its sources, setting goals to respond more effectively, using cognitive rehabilitation techniques, emotional defusing activities, physical interaction, and healthy behaviors.
The document discusses various topics related to stress and worker safety. It defines stress and provides examples of both bad and good stressors. It also discusses daily stressors workers may face and various causes of stress. The document lists warning signs of stress, as well as checklists of potential stress symptoms. It covers the effects of stress, including burnout, and discusses studies that examined stressful occupations and common coping methods for dealing with stress. Finally, it proposes strategies for reducing stress, including stress management programs and developing a healthy lifestyle.
This situation requires sensitivity and care. Jessica and Joe should be reminded that maintaining a respectful workplace is important for all. Their supervisor could speak to each privately, explain that while personal relationships may form, certain behaviors make others uncomfortable during work hours and could be perceived as harassment. The supervisor should listen without judgment, help them understand other perspectives, and request they keep private matters private at work. If issues continue, mediation may help address underlying concerns in a constructive way.
This document summarizes updates to a workplace harassment policy and procedures based on Bill 132 legislation. It expands the definition of workplace harassment to include sexual harassment. It outlines new requirements for employers including developing a written policy in consultation with employees, conducting annual reviews, investigating all complaints, allowing external investigations, and informing parties of investigation outcomes. It discusses employee rights and duties such as reporting harassment and participating in investigations. It provides examples of harassment including yelling, threats, unwanted sexual advances, name calling and isolating behaviors.
This presentation discusses workplace harassment policies and training. It defines harassment and reviews examples of inappropriate workplace behavior. Employers are liable for harassment that occurs in the workplace and must take steps to prevent harassment and respond promptly to complaints in order to avoid legal liability. The presentation provides an overview of harassment laws and emphasizes the importance of following organizational policies prohibiting harassment.
This document provides an overview of welding safety regulations and guidelines. It summarizes OSHA regulations on gas welding (1926.350), arc welding (1926.351), fire prevention (1926.352), ventilation (1926.353), and preservative coatings (1926.354). Key safety topics covered include proper handling and storage of gas cylinders, use of protective equipment, fire hazards, ventilation requirements, and training on welding equipment and processes. The document aims to educate welders on health and safety risks and how to work safely according to OSHA standards.
Slips, trips, and falls are a major cause of workplace injuries. Proper prevention techniques include good housekeeping to clean spills and remove obstacles, using the right footwear for the environment, and practicing safe behaviors like not running or carrying items that block your view. Employers are responsible for providing a safe work environment, while all employees should take responsibility for working safely, such as using handrails and following ladder safety procedures to avoid falls.
This document discusses preventing falls, slips, and trips (FSTs) in the workplace. It notes that FSTs accounted for over $5 million in workers' compensation costs in Georgia in 2011 and were the leading cause of injuries. It identifies common causes of FSTs like wet or slippery surfaces, uneven walking areas, clutter, and poor lighting. The document provides guidance on prevention strategies like maintaining good housekeeping, wearing appropriate footwear, fixing hazards, and paying attention while walking. It emphasizes that FSTs can often be prevented through awareness of risks and applying basic safety practices.
The document discusses preventing workplace harassment. It defines harassment and outlines employers' and employees' responsibilities. Harassment includes unwelcome conduct based on characteristics like race, sex, or disability. It becomes unlawful if it creates a hostile work environment or is a condition of employment. The document describes types of harassment like sexual harassment, quid pro quo harassment, hostile work environment, and third-party harassment. It provides guidance on reporting harassment, protecting yourself, and supervisors' responsibilities to address harassment complaints.
This document discusses the function of warehouses and operational support equipment in emergencies. Warehouses serve as transhipment points and to store and protect humanitarian cargo. Key criteria for assessing warehouse sites include structure, access, security, conditions, facilities, and location. Emergency storage options include existing buildings, mobile storage units, and constructing new warehouses. Support equipment requirements depend on the operational set-up and may include mobile storage units, office/accommodation prefabs, generators, and forklifts.
This document discusses the prevention of sexual harassment (POSH) in the military. It defines sexual harassment and outlines inappropriate behaviors like lewd comments and unwanted touching that create a hostile work environment. Service members are expected to treat each other with dignity and respect. The Uniform Code of Military Justice establishes penalties for sexual harassment and retaliation. Leaders are responsible for addressing issues and complaints, whether through informal resolution or formal procedures.
This training document covers sexual harassment, defining it as unwelcome sexual advances, requests for favors, and other verbal or physical harassment of a sexual nature. It outlines two types - quid pro quo, where submission is required for a job or benefit, and hostile environment. Examples of verbal, non-verbal and physical behaviors are provided. The document also discusses the individual, organizational and economic effects of sexual harassment, and strategies for prevention and response, including training, assessments and addressing issues before escalation. Resources for assistance are listed.
This document provides a summary of a company's sexual harassment training for employees. It defines sexual harassment, outlines the company's anti-harassment policy, and explains employees' obligations to avoid inappropriate conduct and report any instances of harassment. The training defines quid pro quo and hostile work environment harassment, provides examples of inappropriate verbal, visual and physical conduct, and instructs employees to promptly report any harassment to the appropriate parties.
The document summarizes the key findings and recommendations of a National Academies of Sciences, Engineering, and Medicine report on sexual harassment of women in academic sciences, engineering and medicine. The committee found that sexual harassment is common, negatively impacts women's careers and health, and is associated with male-dominated environments and climates that tolerate harassment. It recommends that institutions address gender harassment, move beyond legal compliance to change culture, and that professional societies help drive cultural changes. A system-wide effort is needed to create inclusive environments and prevent all forms of harassment.
1) A scaffold is a temporary elevated work platform used in construction. There are three main types: supported, suspended, and aerial lifts.
2) Scaffolds must be designed by a qualified person to support at least four times the intended load. They must have a sound footing and be properly inspected before each use.
3) Scaffold safety requires fall protection such as guardrails if a fall could be over 10 feet, and the supervision of a competent person during erection, alteration or dismantling. Hazard prevention includes securing scaffolds in high winds and keeping them clear of ice and snow.
The document discusses the role and qualities of a supervisor. It defines a supervisor as someone primarily in charge of a section and its employees, who is responsible for production quantity and quality. A supervisor derives authority from department heads to direct employees' work and ensure tasks are completed according to instructions. Effective supervision requires leadership, motivation, and communication skills. The supervisor acts as a link between management and workers, communicating policies and opinions in both directions. To be effective, a supervisor must have technical competence, managerial qualities, leadership skills, instruction skills, human orientation, decision-making abilities, and knowledge of rules and regulations.
Oregon State University provides a safety orientation for new employees that covers the following key points:
1) OSU is committed to ensuring a safe work environment and holds supervisors accountable for safety responsibilities. Disregard of safety policies may result in discipline.
2) The Office of Environmental Health and Safety (EH&S) oversees compliance with regulations from agencies like OSHA and ensures expertise in areas such as radiation, biological, and chemical safety.
3) New employees must review materials on hazard communication and complete any required job-specific safety training with their supervisors. Documentation of all training is mandatory.
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
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B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
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The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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Structural Design Process: Step-by-Step Guide for Buildings
Ethics Training by Service Master Clean
1. Ethics
“If you don’t live it, you don’t
believe it”
Presented by
ServiceMaster Lakeshore
2. Welcome!
• Get to know you!
– Name
– Where you work
– What you do
– Favorite part of your job
– Favorite Movie
3. Get To Know Each Other
– Find someone in the room you don’t know and
• Share something others would not know
about you.
– Find someone else in the room you don’t know &
• Share someplace in the world you would like
to visit.
5. “If you don’t live it, you don’t believe
it.”
• Marion Wade, Founder of ServiceMaster
– He sold insurance at one point
– Started a moth-proofing company
– Started ServiceMaster in 1954
• Service The Master
– Came up with Corporate Objectives in 1973
6. • Treat your employees how you want
them to treat your customers.
13. •Define Ponzi Scheme Wikipedia
•A Ponzi scheme is a fraudulent investment operation
that pays returns to separate investors, not from any
actual profit earned by the organization, but from their
own money or money paid by subsequent investors.
The Ponzi scheme usually entices new investors by
offering returns other investments cannot guarantee, in
the form of short-term returns that are either
abnormally high or unusually consistent. The
perpetuation of the returns that a Ponzi scheme
advertises and pays requires an ever-increasing flow of
money from investors to keep the scheme going.
18. What’s the big deal?
• “The average college student has accepted
the premise that everything is relative. There
is no truth or reference point and in such an
environment, he concludes that there is no
search for truth, and therefore no real
education. Thus the gradual closing of the
mind.”
- Allan Bloom-”The Closing of the American Mind”
19. What’s the big deal?
• “America is in the midst of a culture war
that has had and will continue to have
reverberations not only within public
policy but within the lives of ordinary
Americans everywhere.”
James Hunter-”Culture Wars”
•“Whale Wars”
22. Session Goals:
• Identify reasons ethics are important
• Define Ethics/Values
• Describe Foundational & Situational Ethics
• Identify sources of ethical framework
• Practice method of decision making
24. “the unexamined life is not worth living”
Socrates
“It’s what you learn after you know it all that
counts”
Harry Truman
(tell that to your teenage kids )
27. Role Modeling
• It is important that we look at our ethical decisions
as a responsibility. As a human being, we create
personal depth when we make a decision about
what is right and what is wrong, and become
convicted to those beliefs. It builds our self esteem,
it helps establish us as role models for our children,
our peers, and others whom we touch.
28. Please Stand and Walk across the room
and talk to someone you have not yet met
• Name someone who influenced you who had
strong personal convictions.
What were those convictions?
How did that impact you?
Your opinion of that person?
Your trust of that person?
29. Our Ethical Challenge
1. Develop Personal Depth Regarding
Convictions
2. Role Modeling
3. Be Bold
30. True or False
• Having strongly held convictions that are
based on sound ethical principles allows us to
be bold about who we are and what we are
doing.
• Video
•Out-of-control Soccer Coach?
31. •“If you don’t stand for something, you’ll
fall for anything.”
Unknown
•Asch Experiment
•Asch Experiment Video
32. Our Ethical Challenge
1. Develop Personal Depth Regarding
Convictions
2. Role Modeling
3. Be Bold
4. Do Not Make Assumptions
33. Do Not Make Assumptions
• About the facts of an issue
34. Do Not Make Assumptions
• About the facts of an issue
• That the decision we make is right.
35. Do Not Make Assumptions
True or False
• In ethical decisions, you should never
assume there is one right or wrong
answer. Most answers have pros and
cons and they should be weighed.
36. Review- Our Ethical Challenge
1. Develop Personal Depth Regarding
Convictions
2. Role Modeling
3. Be Bold
4. Do Not Make Assumptions
37. A codified system of moral principles
determining the rightness and wrongness of
certain actions and goodness and badness of
the motives and ends of such actions.
Example: Medical Ethics,
Insurance Ethics
Ethics
38. Values
Ideals, customs, beliefs that arouse an
emotional response for or against them in a
given society or a given person
Example: He has conservative values.
39. Morals
• Personal sets of beliefs, values, and actions,
that guide you through right and wrong.
40. What is the relationship between
Ethics, Morals ,and Values?
• How are they similar?
• How do they differ?
• What is their relationship?
41. How they work…
Values
– Feelings, Instant Response to situation
– Embedded in our subconscious
Morals
– Guiding Behavior
– Helps you make a decision after initial response
Ethics
– The Lawyer
– Take a step back and justify your morals
43. Integrity
The ability to consistently put values and
ethics together in our decision-making
actions.
“If you don’t live it,
you don’t believe it.”
Marion E. Wade
44. Warren Buffett
• “It takes twenty years to build a reputation
and five minutes to lose it. If you think about
that, you will do things differently.”
45. Integrity
(ask someone you don’t know)
• Do you know someone who has integrity?
• Why Do you say that?
• Write down two indicators of integrity
according to your interview
• At your table write down the different
answers from the people at the talble
46. Foundational Ethics
Each Situation Dictated by a Moral/Ethical Framework….
Parental
Societal
Biblical
The Person
(With an Ethical
Framework)
The Situation The Response
-What is the “Right” Thing To Do
-What is The “Legal” Thing to Do
-What Honors God
-Honesty and Truth over Self
Preservation
-Sacrifice
-Honor
-Moral and Ethical Decision Making
The Framework Dictates the Response,
…….The Situation is Irrelevant
47. Situational Ethics
The Person
(Without an Ethical
Framework)
The Situation The Response
What’s Best for Me
Will I Get Caught
Will Anyone See
Everyone Does It
I’m not as Bad as
Others
Too Risky to Take a
Stand
Each Situation Dictates its own Response….
•There are no Absolutes
•Situations are Relative,
•The Self is the Highest Level of Moral/Ethical Authority
48. What is NOT ethics?
• Not the same as feelings
• Not Religion
• Not Following the Law
• Not Following Culturally Accepted Norms
• Not Science
49. Making Ethical Decisions
• Trained sensitivity to ethical issues
• Practiced method for exploring the ethical
aspects of a decision
• Practiced method to weigh the considerations
• Using a method is essential
• More difficult issues require discussion with
others.
50. Sources of Ethical Framework
• UtilitarianConsequentialism
• Deontology
• Virtue Ethics
• The Fairness or Justice Approach
• The Common Good Approach
51. Utlilitarian /Consequentialism
Approach
• Focused on Consequence of action
• Provides most good for the most people
• Does least harm
• Includes all who are affected
• Long and short term cost and benefit analysis
• Example: Train example
52. Deontology Approach
• Focused on Action itself
• Best protects and respects moral rights
• Based on Kant’s categorical imperative
“act only according to that maxim whereby you can, at the same time, will
that it should become universal law”
• Do not treat people as a means to an end
• Implies duty to respect others’ rights
53. Virtue Ethics
• Focused on person doing the action
• Actions consistent with ideal virtues
• Highest potential of character
• Values like truth and beauty
• Honesty, courage, compassion, generosity,
tolerance, love, fidelity, etc.
• Asks, “Is this action consistent with my acting
at my best?”
54. Fairness or Justice Approach
• All equals treated equally
• If humans are unequal, this is based on some
defensible standard
• Example: Higher pay for harder work or larger
contribution
• Zappo’s Video- http://youtu.be/tFyW5s_7ZWc
55. Common Good Approach
• Community Life is Good
• Interlocking Relationships in society
• Respect for all, especially the vulnerable
• Common conditions important to all
• Example: Laws, police and fire departments,
public recreational areas
56. Framework for Ethical Decision
Making
• Recognize an Ethical Issue
• Get the Facts
• Evaluate Alternative Actions from Various
Ethical Perspectives
• Make a Decision and Test it
• Act, Then Reflect on the Decision Later.
57. •Fool me once, shame on you.
•Fool me twice, shame on me.
58. Page 58Page 58
Albert Einstein
Definition of insanity:
doing the same thing over and over again,
and expecting different results.
59. Let’s Practice Together
• Case Study
– Shoplifting Video
• What is the Ethical Issue?
• What are the facts?
• Ethics Framework (s) used
60. Group Think-Case Studies
• Split up Room 2 teams
• Case will be read aloud
• A team will be assigned for or against
• Make a group decision
• Defend your decisions
61. Our Ethical Challenge
1. Develop Personal Depth Regarding
Convictions
2. Role Modeling
3. Be Bold
4. Do Not Make Assumptions
62. Session Goals:
• Identify reasons ethics are important
• Define Ethics/Values
• Describe Foundational & Situational
Ethics
• Identify sources of ethical framework
• Practice method of decision making
63. Thank you for attending and
participating in the Ethics Class
“If you don’t live it, you don’t
believe it”
Presented by
ServiceMaster of Lakeshore
65. • Photo and Evaluations
• Thank you for coming!
66. •Helping a fallen person
• Stopping a dog thief
•Children on a leash
Editor's Notes
Life of David Gale. What about Bob.
These are not our views or opinions. It’s for the course and to spark discussion.
“Big Chill?”
Set out matching chocolates or cards.
What do you think Ethics is??
He was a marine.
He took his personal convictions into the business world, he saw great worth in each individual= RESPECT FOR ALL CUSTOMERS & EMPLOYEES
Sold pots and pans door to door.
1973 he passed away. (same year we came up with corporate objectives.)
OUR values are in your folders.
How many uses of this paper clip can you think of? 1 minute
Get together at table and do it again…1 minute
The year 2004 could be called the year of Corporate Accountability. In addition to new accountability standards dramatically affecting governance and holding CEOs responsible for the accuracy of financial reports, an unprecedented number of men and women with corner offices went to prison, lost their jobs or paid huge fines.
Can you think of some situations right now or more recently?
Gas Prices
Michael Vick- Falcons owner didn’t want him. Filed for Chapter 11 bankruptcy in July 08. Signed with eagles in 09.
A jury found Martha Stewart guilty Friday on all four counts of obstructing justice and lying to investigators about a well-timed stock sale, and the former stockbroker turned style-setter could face years in jail.
Her ex-broker, Peter Bacanovic, was found guilty on four of the five charges against him. Each of them faces up to five years in prison and $250,000 in fines for each count. Sentencing is set for June 17.
Neither defendant appeared to show any emotion as the verdict was read, while the lead prosecutor seemed to be holding back tears of joy.
"The word is -- beware -- and don't engage in this type of conduct because it will not be tolerated," David Kelley, U.S. attorney for the Southern District of New York, said outside the courthouse.
One of the jurors said, "This is a victory for the little guys. No one is above the law."
About an hour after the verdict was read, Stewart -- wearing a fur around her neck and a black overcoat and carrying a brown leather bag -- strode poker-faced down the stairs of the courthouse, accompanied by her lawyers, and left. She did not respond to questions shouted at her by reporters.
As she came within sight of a crowd in the street, some people began chanting, "We want Martha!“
Avoided a loss of $45,673 by selling all 3928 shares. Guilty on four counts of obstructing justice & lying to investigators about a well timed stock sale.
One juror said-This is a victory for the little guys, no one is above the law.”
Jail- 5 mos. House Arrest- 5 mos.
DO YOU THINK THE NEWS MEDIA HAS ANY INFLUENCE ON YOUR ETHICAL DECISION MAKING PROCESS??
$50 Billion Ponzi Scheme
Born April 29, 1938 (1938-04-29) (age 70)Queens, New York, USA Charge(s) Securities fraud, investment advisor fraud, mail fraud, wire fraud, money laundering, false statements, perjury, making false filings with the SEC, theft from an employee benefit plan Penalty Sentencing scheduled for June 16, 2009; maximum sentence of 150 years in prison and $170 billion in restitution Status Inmate #61727-054 at the Metropolitan Correctional Center, New York City, NY.[1] Occupation Stock broker, financial adviser (retired), former chairman of NASDAQ Spouse Ruth Alpern Madoff Children Mark Madoff (ca. 1964), Andrew Madoff (ca. 1966)
-Largest financial investor fraud in history. $50 billion ponzi scheme. Charles Ponzi- arrived in Boston in 1903. Italian, got idea from Banco Zarossi.
The Apprentice
Is this reality?
Net Worth- $2.7 Billion according to Forbes (2011)
Suvivor TV show
Then there is Professional Wrestling. These reality shows are to reality what Professional wrestling is to sports.
Does this depict reality?
Do viewers think these events are real?
They may not be real, but are they unethical?
Many shows have writers/editors that re-sequence events.
Think about The Bachelor/Bachelorette…who wouldn’t fall in love?
WHAT DO REALITY SHOWS PROMOTE? Deviousness, Manipulation, Outright lying?
Sound basic principles vs. situational
Does culture help determine whether something is good/bad and right/wrong?
Killing animals in general?
Cows, Deer, Dolphins…
Socrates
Set standards, gives order, right or wrong?
Do you have a set method of ethical decision making? Pro/Con list maybe?
Do you think a set process might be valuable?
Pick things up from others?
BBB, BNI…handout in folder.
READ BNI CODE OF ETHICS
We are seeing ethics in the news more and more.
Palin got paid for media interviews…Many ethics complaints-
use of state funds and staff
jacket she wore to a race (bc it had a logo on it)
Who has code of ethics? In folders are our values and mission.
A lot of companies have mission statements available on websites.
Starbucks Mission Statement
When I was in college they used to tell us to always look at a companies mission statement before you went into an interview to see what you’re getting into.
Convictions need to be our own
Show the video on the Exxon Valdez and personal ethics
PG 15 in LEADER GUIDE
“you gotta want it”
Pg 75 of the book
Scene from “Meet the Fockers” Ass hooooole (click sponges)
My father. About boys my sister and I date. Never tells us, lets us figure it out on our own.
When we don’t know what we believe or how we make decisions, we can only afford to go from decision to decision.
We have no framework of stating who we are, what we believe or what another person can expect from us.
Ethical Framework is a tool to building trust and relationships.
About the lines…and conformity.
You never know all the facts.
Will do ethical frameworks activity later.
Of course we would like to be right 100% of the time…some people think they are.
That’s not realistic.
Get all the facts together and any other needed opinions or materials prior to making a decision.
Pg. 1 of Handout.
Some examples in insurance? Mileage to and from work??
What might WE (as a restoration company) deal with?
On page 1 of your handout.
Similar: both provide behavioral rules. Help people make judgment.
Different: Ethics is not necessarily an emotional reaction. Ethics can be decided based on values or not. Values come from emotional reaction, they may or may not be explainable or defendable. FEELING.
*Ethics kind of falls between morals and the law*
Also on Page 1
Reminds me of a lot of people in the hidden camera experiments,
Rosa Parks
US Open Story
On page 3
People pull from a variety of factors: Parents Peers Religion.
PEERS- Why parents want their kids to have friends that are goooood influences. Teachers separate kids for a different response. Some kids behave differently with their friends.
The response should be known…they follow the same framework to make decisions.
Is. Insured wants you to waive deductible on their car bc he knows your brother.
On page 3
Criminals…don’t think about the person they’re stealing from.
Ie. My bike at Aquinas
Have no framework…
Read the explanations for the above statements
On page 2
Police officers (yet some are still corrupt)
On page 4
Pro/Con list
Kid looking at AQ, wanted to talk to me
Somebody that has HAD the experience
5 different sources of ethical framework is suggested
Insured’s, family, co-workers, underwriters, etc.
Consequences are accepted
ON PAGE 6
What do we mean by “others”. PETA, (People for the ethical treatment of animals) Focus on four issues: Factory Farming, Fur Farming, Animal Testing, Animals in Entertainment
Whale Wars, Etc.
On second page 6
Just be a good/genuine person
The man on the video of the coach getting crazy. “He’s somebody’s son”
CEOs, pro Athletes
ON SECOND PAGE 6
I’m sure Zappos isn’t like this everyday.
Zappo’s video: minute 1:50
Tony Hsieh- CEO, graduated from Harvard with a BA in Computer Science
Second page 6
Individuals may disagree as to what is the common good because we have differing opinions and values.
Ie. Welfare program, unemployment
Always learn from your mistakes!
Shoplifting video is second part of DVD.
Video clip of Dentist negotiation
Video Clip of Store owner