Management Commitment Make a Difference

I think we all know that leadership makes a difference. This is my bottom line. If leadership at the top is committed—regardless of whether the leader is a man or a woman, but preferably if women are seen to be high in the management team and if both men and women at the top are committed—we can make a difference, and we can set the tone, and we can change our environment. If we seriously want to invest in infrastructure to support women s careers in science, we can make a difference. 

A formal method of demonstrating commitment is to conduct inspections with selected employees. These inspections must occur often to make a difference. One of the most common types of inspections that can be performed by top management is housekeeping. This inspection allows management to review the operation and identify some of the hazards that may exist. 

As the top manager, your visible commitment to safety can make a major difference in the quality of employee participation. You can choose among a variety of formal and informal methods and other styles for achieving this impact. In any type of organization, it is important to demonstrate to all employees that you are interested in safety. Do this by making yourself accessible, encouraging your employees to speak up... 

As noted by Liebler and McConnell (1999), Influence is the capacity to produce effects on others or to obtain compliance, but it differs from power in the manner in which compliance is evoked. Influence differs from power in that the former is volxmfary, and the latter is coercive. Authority. .. is the right to issue orders, to direct action, and to command or exact compliance. It is the right given to a manager to employ resources, make commitments, and exercise control. ... 

Even though conceptual frameworks of supply chain performance measurement help management in the decision-making in a supply chain context, there is no workable method available for a braod scope of application to forecast the effect of an SCI on the EVA. Existing applications of simulation merely address specific issues in the SCM context and are not suitable for different types of SCIs. At the same time, most qjproaches model two echelons of a supply chain and do not allow a transfer of the results along the supply chain. In summary, there is a lack of a quantification model for the value determination of SCIs that is applicable to a variety of SCIs whilst considering the specific structures of supply chains at the same time. The following chapter introduces a simulation model for the quantification of cost and capital commitment effects that is compatible to the conceptual framework of Chapter 4. 

---