Management commitment resources

A I have asked our Corporate VP for Operations to take day-to-day oversight of the work. I expect to review progress every month. I will make sure that the project has all the resources and management commitment needed to make it succeed. I have already planned for an annual reduction in accident and incident related costs of at least 10 percent each year. I have given my personal commitment to the board that we will achieve this. 

The Enterprise JavaBeans model lets you implement business functions as JavaBeans and then plug them in to a standard container that provides automatic management of resources and contention from multiple threads, transaction programming based on two-phase commit across multiple independent components, and distributed programming. An EJB component, packaged into a JAR file, has four main parts. 

Business decisions and allocation of resources are consistent with this expressed top management commitment. 

Although the company has very limited safety resources onsite, management perceives safety as added value and hires individuals from organizations with a good safety culture. The management commitment to safety is clearly evident in each aspect of the safety program. 

Management commitment to support the fire protection program is necessary if fire protection is to be available when needed. The commitment includes ensuring adequate staffing, resources, and technical support is provided. While fire protection is included with new capital projects, sufficient resources to maintain these systems must be included in the facility s budget for maintenance. 

There is a lack of executive management commitment for adequate resources to support the program and corrective actions. 

It is critical to the success of the implementation and continued maintenance of a quality program that management commitment is constantly visible to the company s employees. Management that clearly support quality by way of leadership and adequate resource allocation is more likely to secure and retain committed and enthusiastic employees. Executive management that does not walk the talk is likely to be viewed as duplicitous and not genuinely committed to the corporate quality mission. Employees should be encouraged to become involved and take ownership of compliance enhancements and continuous improvements in their specific areas. Individual personnel efforts should be directed by the company s overall program of continuous improvement and forward quality. 

This chapter will focus on the issues that need to be addressed when setting up GLP standards in an analytical laboratory that performs primarily non-GLP work. For most analytical laboratories, either captive (in-house) or independent (contract) facilities, it is likely that only a small portion of the analytical work will fall under the requirements of the GLP, so the decision to implement these standards must be reviewed carefully. Successful implementation of the standards requires a major management commitment of time and resources. Underestimating the challenge of becoming fully compliant is asking for trouble. 

Management Commitment and Resources. The introduction of a quality system is a lengthy and resourceintensive process. It must be carefully planned and needs the full commitment of all parties involved, particularly management. Once in place, a quality system must be continuously maintained, which also requires management and staff resources. 

With the approval of the Diversity and Inclusion Policy, UNAIDS has committed resources to promulgate it through training and communication. A half-day diversity and inclusion workshop has been successfully piloted with senior management (buy-in from the top is critical) and with some headquarters staff train-the-trainer sessions have been held with internal trainers to prepare them to run the workshops across all regions of the world and to enable leaders to communicate and explain the Diversity and Inclusion Policy in every country office in which UNAIDS operates. 

Successful strategies require resources to convert them into reality (including both hard resources [like cash, plant and equipment, and offices] and soft resources such as people and technology). The manager s unique role in resource allocation stems from three distinctive features of the job. First, the manager is the only person who can commit resources across the entire business. Since nearly every major strategy entails cross-functional commitments, the manager is normally the only executive empowered to make these commitments. 

Formally accept (or reject) the Safety Case after it has been prepared and presented by the operator. Not only must the Safety Case as written be accepted, the operator has to demonstrate that his organization has the ability, management commitment and resources to properly assess and effectively control risks to the health and safety of staff and the general public. 

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