Management inclusion teams

Consider this store manager s recollection of his most inclusive moment It wasn t just a one time thing. Our previous [District Manager] and [manager s] team always made sme to say thank you and stop and talk when they saw me or a member of my team. When we probed to discover why these were his peak inclusive moments, the store manager eloquently said ... 

The modern approach to occupational health and safety is much broader and more inclusive. Teams are multidisciplinary and address mental and social needs of workers in addition to their physical needs. Teams may include a physician, nurse, social worker, psychologist, occupational hygienist, and toxicologist. Programs on topics such as stress management... 

Although this is for primary classrooms it is equally applicable and can be adapted to a secondary classroom setting. Discussion around this with staff will prove helpful for the Inclusion Team to get an insight into how individual staff plan and manage inclusion within their classroom. It can also be used as a training session which could ultimately form the basis of a school policy for classroom and lesson planning. 

One of the key roles of the inclusion co-ordinator/manager and the Inclusion Team will be to facilitate whole-school training for the full range of staff working in schools. The most effective training is that which addresses practical issues. Staff can relate to these and see the relevance and application. A useful starting point is to ... 

This exercise can be undertaken with all the roles within an Inclusion Team or specifically with those that work closely together. It will also give greater clarity to the entire staff about the rationale for deployment and focus of the role. This is particularly important when new roles are emerging such as lead professionals, pastoral support managers and, even, inclusion managers. 

This model provides a very simple way for the inclusion team and managers to ask questions and set hypotheses. For instance ... 

The basis for your program plan should be your team s assessment of the current PSM status (Figure 4-11), which will have yielded a list of deficiencies compared with the required PSM elements. These gaps must now be translated into statements of required tasks, which in turn suggest work products for inclusion in your implementation plan. For example, your assessment shows that the process knowledge and documentation management system needs improvement. To address this gap you need to plan a series of tasks. 

In summary, developing the recommendations is a responsibility of the incident investigation team. Implementing the recommendations is a management responsibility. The inclusion of the elements of the recommendation in daily work practice is the responsibility of each individual affected by the recommended action. 

To help guide the reporting process and provide assistance with data gathering, four members of senior management were named to a Sustainability Committee. Their contribution was invaluable. Working with the report s production team, the Committee provided insight to areas ranging from corporate core values to specific achievements and metrics that warranted inclusion in the report. 

Because time is of the essence, it is best if a stroke team that is trained specifically for the triage and treatment of acute stroke patients is formed and appropriate protocols are established. The MGH Acute Stroke Service protocols are listed in Tables 11.1-11.6. They include recommended time targets (Table 11.1) thrombolysis pretreatment phase procedures (Table 11.2) IV-t-PA treatment procedures including inclusion and exclusion criteria (Table 11.3) posttreatment procedures (Table 11.4) details of rt-PA infusion (Table 11.5) and guidelines for blood pressure management in patients receiving this treatment (Table 11.6). 

Senior management (your senior leadership team) has taken ownership for the company s diversity and inclusion initiatives. 

In this stage, we also train managers on a number of organizing principles that facilitate inclusion. In addition to the proximity principle, we emphasize the rule that no decision should be made about a function without prior consultation with the people who perform that function. Furthermore, we describe the importance of cross-level and cross-department teams. Each team that is constructed within the organization should comprise individuals from one hierarchical layer above and one below the primary members, and whenever possible it should also involve relevant stakeholders in different departments or functions (cf. Erickson, 2000). Such structural changes provide the necessary mechanisms for multidirectional information sharing. 

Weyerhaeuser s strategic direction in diversity and inclusion is set by our CEO, with the active support of his management team, human resources, and the diversity office. Efforts have been focused on establishing a strategic framework for diversity and inclusion with senior leadership sponsorship and implementing a short list of high-impact actions that focus our effort in this important area. 

Effenus Henderson, as chief diversity officer for Weyerhaeuser Gompany (based in Federal Way, Washington), advises the GEO and senior management team on diversity, inclusion, and... 

Some employees and managers accepted that they were included simply because the organization told them they were included. About 15 years ago. We were told we were part of a family, and that first was God, second was family, third was work at Big Store]. Other times, it was the physical artifact of organizational membership that triggered the sense of belonging. A part-time Big Store employee recalled that when I received my Big Store] uniform... it made me feel like part of the team. A Big Store District Manager had nearly an identical experience in that his most inclusive moment occurred, When i got my company shirt with the company name and also my name. This was a peak moment because] I just felt i was apart of something, a team. ... 

Knowing that one s coworkers would honor confidentiality and truly listen made employees and managers alike feel highly included within the team and the wider organization. In recalling her peak moment of inclusion, a Big Store employee shared with us the openness and protectiveness of her manager ... 

When formal mentoring programs were supported, they were regularly noted in employees recollections of their overall best experiences in their organizations, specifically their peak moments of inclusion. This Big Store assistant store manager felt most included when [he] participated in the [leadership development] Program and worked with a team to develop [his] skills to help [him] proceed in [his] career. [This made him feel included because he] was selected from a choice group of individuals across the company. ... 

This Big Store manager shared that, I felt included when my Boss assisted me with something that I did not imderstand... this made me feel included because] He helped with a problem and made me feel like I had support. Another store manager felt the same dining his most inclusive experience, When I first became a manager and surrounding stores and reps offered to help teach me the new position... It made me feel as if I was part of a team or family. According to another ... 

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