Managing perceptions

Platt, R.R., Cuperus, G.W., Payton, M.E., Bonjour, E.L., and Pinkston, K.N. 1998. Integrated pest management perceptions and practices and insect populations in grocery stores in south-central United States. J. Stored Prod. Res. 34, 1-10. 

Marketing information gap (GAPl) the difference between actual customer expectations and management perception of customer expectations... 

Standards gap (GAPl) the cfiffeience between management perception of customer expectation and service quality specifications... 

DeMeuse, K R, Hostager, T. J., O Neill, K S. (2007). A longitudinal evaluation of senior managers perceptions and attitudes of a workplace diversity training program. Human Resource Planning, 30 2), 38-47. 

Safety as a shared value -Employee perceptions of management safety commitment -Management perceptions of employee safety commitment -Persoimel s reported safety attitudes in safety culture surveys -Management raising safety issues in their t s... 

Angermeier, I., Dunford, B., Boss, A. D., Boss, R. W., The Impact of Participative Management Perceptions on Customer Service, Medical Errors, Burnout, and Turnover Intentions, Journal of Healthcare Matmgement, Vol. 15, No. 2, 2009, pp. 127-141. 

When Big Bankers felt disconnected from the organization, it was sometimes because non-downtown branches are considered on the fringe, and don t receive the same attention. At Big Bank, as in many geographically distributed organizations, organizational value based upon location greatly impacted employees and managers perceptions of inclusion because they felt that the front line does not respect the branch people, or the back room people. ... 

Gap between consumer expectation and management perception - man-agement does not always perceive correctly what customers want. 

Gap between management perception and service-quality specifications - managers may accurately perceive customer wants, but fail to set the appropriate performance standards. 

Organizational interfaces may pose other problems. When management does not take responsibility for decision making in the process, functional and system safety groups may be at odds with each other. Management perception is another difficulty. System-safety concepts are more abstract than those in many other disciplines. Therefore, it is important for the safety professional to structure the program so its impact is clear. 

Mezias, J.M., and Starbuck, W.H. 2003. Studying the accuracy of managers perceptions a research odyssey. British Journal of Management 14, 3-17. 

Lapidus, R. A., Waite, M. J. (2013). Safely management perception questionnaire. Lapidus Waite. Permission to reproduce. 

Safety Management Perception Questionnaire, Permission to reproduce as is. 

Hendershot, D. C. (1991b). The Use of Ouantitative Risk Assessment in the Continuing Risk Management of a Chlorine Handling Facility. The Analysis, Communication, and Perception of Risk, ed. B. J. Garrick, and W. C. Gekler, 555-65. New York Plenum Press. 

Quality management is both a technical subject and a behavioral subject. It is not a bureaucratic administrative technique. The rise in popularity of ISQ 9000 has created some unhelpful messages such as the document what you do strategy. There has also been a perception in the service industries that ISQ 9000 quality systems only deal with the procedural aspects of a service and not the professional aspects. For instance in a medical practice, the ISQ 9000 quality system is often used only for processing patients... 

In the United States, as in many European countries, there is a level of awareness of process safety based on industry history and experience, public perception (as influenced by the news media), and regulatory activity. This level of awareness provides a foundation for the process safety management implementation processes. 

Evaluation level change operators criteria for performance—enforce meaningful procedures—address work conditions and social content. Also it is necessary to change management s perception of the need for supervision and the importance of solvent charging. Obviously it is a failure of supervision to be imaware or to tolerate that valves were not reset after use. 

These outrage factors arc not distortions in the public s perception of risk. They are inborn parts of what is interpreted as risk. They are explanations of why the public fears pollutants in the air and water more tlum tliey do geological radon. The problem is that many risk experts resist tlie use of the public s "irrational fear" in their risk management. 

A problem exists in the perception of risk because the experts and lay people s views differ. The experts usually base their assessment on mortality rates, while the lay people s fears are based on "outrage" factors. In order to help solve tliis problem, in tlie future, risk nimuigcrs must work to make truly serious hazards more outrageous. One example is tlie ongoing concern for tlie risk involved in cigarette smoke. Another effort must be made to decrease tlie public s concern with low to modest hazards, i.e., risk managers must diminish "outrage" in these areas. In addition, people must be treated fairly and honestly. 

Differences in employees perceptions of mentors and supervisorsHine managers... 

If third parties (genuinely or not) perceive there to be a sexual involvement between a mentor and mentee and act on their unproductive feelings, the mentoring scheme and the organization can encounter difficulties. Such perceptions must not be ignored but carefully managed. 

Leadership perception Manager as expert versus facilitator The extent to which managers are seen as expert knowledge givers Germany, France and Italy have a high manager-as-expert orientation. Sweden and the Netherlands are relatively low... 

Your observations. Depending on your role in the organization, you may have a very clear idea of why a mentoring program may be useful. You may also be a very influential person who can approach and convince (other) senior managers of the value of mentoring. If you are fairly sure that your perception... 

The succession planning approach assumes that you have not yet spoken to (other) senior managers about their perceptions regarding the company s need for mentoring. It means ... 

This book attempts to capture some of the best practice in mentoring program design and management, based on research, observation and the experience of companies around the world. It also tries to reflect the diversity of application and perception of mentoring in different environments and cultures. 

These challenges are critical to the profession of chemical engineering, the chemical industry, and our country. Risk assessment and management involve input from a multitude of different disciplines. The methodology is rapidly changing and extremely complex and reqrrires both technical input and input from professionals with expertise in legal, economic, judicial, medical, regrrlatory, and public perception issues. 

Food quality management aims to realize food quality that complies with or even exceeds customer or consumer requirements. Food quality is not only affected by intrinsic properties and applied technological conditions, but is also influenced by the people who design, control, improve, and assure food quality. While the emphasis of previous chapters is on providing insights into the physics, chemistry, biochemistry, and perception of food colorants, this chapter illustrates the importance of this fundamental knowledge and information for food quality management. 

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