Managers supervisor

At the enterprise level, the executive management responds to the voice of ownership and is primarily concerned with profit, return on capital employed, market share, etc. At the business level, the managers are concerned with products and services and hence respond to the voice of the customer. At the operational level, the middle managers, supervisors, operators, etc. focus on processes that produce products and services and hence respond to the voice of the processes carried out within their own function. 

By being independent of the audited activities, the auditor is unaware of the pressures, the excuses, the informal instructions handed down and can examine operations objectively without bias and without fear of reprisals. It is for this reason that it was considered appropriate for the auditor to have no direct responsibility for the work being audited i.e. audits carried out by a manager, supervisor, or foreman of his/her own department or section do not qualify as internal quality audits in ISO 9001 1994. However, they will qualify under ISO 9000 2000. 

Several other things were wrong. The vent was not heated its location made it difficult to inspect. Most important of all, neither manager, supervisors, nor operators recognized that if the vent choked, the air pressure was sufficient to burst the tank. Nevertheless, if the 6-in. vent had not been blanked, the incident would not have occuiTed (see also Section 12.1). 

This phase of the program is designed to ensure that the information produced by the system is fed back to all levels of the workforce, including process operators, managers, supervisors, engineers, and senior policy makers. 

Probably the first and most important administrative action is to adopt a company policy of health awareness. The attitude of top management to health awareness is reflected in the subsequent attitudes of middle management, supervisors, and the employees themselves. No program of control is going to succeed without the full cooperation of management. In order to establish the frame of reference within which further actions can be successful, it is necessary then to adopt, declare, promulgate, and publicize a formal policy of health awareness within the plant. This policy should include the following ... 

Validation of aseptic pharmaceutical processes is specihcally assembled in the second edition as a reference for use by managers, supervisors, and scientists in the pharmaceutical industry. The primary intent of this work is to guide design engineers, manufacturing personnel, research and development scientists, and quality control professionals in validating those processes needed for nonaseptic and aseptic pharmaceutical production. 

Training plans should be designed so that they are suitable for the intended audience. As a result, there may be different courses for managers, supervisors, operations personnel, system administrators, and other types of users. 

Exposure to civil and criminal action for managers, supervisors, and hourly workers. 

OSHA process safety standard. For managers, supervisors, and plant personnel. 

Are the managers, supervisors, and support staff sufficiently knowledgeable about pollution prevention and waste minimization (prevention and source reduction of hazardous materials), such that these are incorporated into their chemical hazard prevention and mitigation activities ... 

A key proposition of the social capital theory of turnover costs is that turnover reduces the level of collective goal focus and shared trust (Leana and van Buren 1999). Thus a vacancy which has prompted the employment of a new employee will have had a negative impact on tmst within the workplace. The same argument can be applied when a new employee is acquired due to an increased need for human capital. Therefore there is always going to be a tmst development process associated with the arrival of a new employee. The new employee will develop more or less tmst in management, supervisors and co-workers, and management, supervisors and co-workers will develop more or less tmst in the new employee (Jeffcott et al. 2006). A new employee will also develop more or less tmst in the systems and processes of the organization, as well as in the equipment they are asked to use to complete their work. 

This creates and perpetuates an understanding of safety as the safety rules, which are in turn inevitably broken and therefore closely linked to punishment. This naturally embeds safety within the site hierarchy, through the allocation of safety roles for managers, supervisors and foremen. As the previous quote quite rightly notes, it is whoever is running the site that seemingly takes responsibility for enforcing the safety rules to the bitter end. In contrast, as this subcontractor s foreman said ... 

Require revisions to written role descriptions for managers, supervisors, technical staff, operators, maintenance crafts, or other safety-critical personnel ... 

Further, different regulatory regimes might themselves create conditions that complicate comparisons. For instance, when comparing management functions, especially for paperwork , Lamvik and Ravn (2006) found that requirements for documentation influenced the behaviour of the management. Supervisors with experiences from both South East Asia and the North Sea reported that the extensive paperwork obligations in the North Sea made them spend less time outside the oEce in the North Sea than when they worked in South East Asia. 

Risk management takes aviation safety to the next level. It is a six-step logic-based, common approach to making calculated decisions on human, material, and environmental factors before, during and after operations. Risk management enables senior leaders, functional managers, supervisors and individuals to maximize opportunities for success while minimizing risks. 

ENCOURAGE—Companies should encourage the attainment of diversity by all managers, supervisors, and employees, and structure their business practices and reward systems to reinforce those corporate objectives. Link pay and performance not only for technical competencies, but also for how employees interact, support, and respect each other. 

Ensure accountability for management, supervisors, and rank and file employees. 

Accountability — Accountability is crucial to helping managers, supervisors, and employees imderstand that they are responsible for their own performance and behavior. Reward progress and enforce negative consequences when appropriate. Supervisors are motivated to do their best when management measures their performance. Remember, what gets measured is what gets done. 

Define safety roles and responsibihties for owners, upper and middle managers, supervisors, and driving and non-driving employees. 

Did existing documentation (assessments, consultations, orders, program notes, medication administration record, X ray, labs) provide a clear picture of the workup, the treatment plan, and the patient s response to treatment Don t know. Was communication between management/supervisors and front-line staff adequate Doesn t immediately seem to be applicable. 

Outline key duties and responsibilities of managers, supervisors, and organizational members. 

Create and disseminate a clear policy of zero tolerance for workplace violence, verbal and nonverbal threats, and related actions. Ensure that managers, supervisors, coworkers, clients, patients, and visitors know about this policy. 

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