Personnel management/supervision

This volume, the second in a series of three devoted to the Chemical Warfare Service (CWS) in World War II, now the Chemical Corps, covers research, development, procurement, and distribution of chemical warfare materiel. It traces the history of these activities from the World War I period, when the CWS was activated to supervise the offensive and defensive aspects of gas warfare throughout the Army, until the end of World War II. The first volume in the series, Organizing for War, discusses the development of the CWS organization and mission as well as personnel management and military training. The third volume, entitled Chemicals in Combat, will deal with chemical warfare activities in the theaters of operations. 

Operators are primarily concerned with stable operation and may be leeiy of altering the operation they may fear that operation will drift into a region that cannot be controlled. Supervision may be reluc tant despite their recognizing that a problem exists Any deficiencies with the operation or operating decisions is their responsibility. Permission for conducting the test from the supervisor and the operators will be required. Management cooperation will be required particularly if capital is ultimately needed. Maintenance will be called upon to make modifications to sample locations and perform a sequential pressure measurement. The laboratory personnel, discussed in detail in the next subsection, may view the unit test as an overload to available resources. These concerns must be addressed to ensure accurate sample interpretation. 

Operating experience has proven that unless a continuous program of required lubrication is followed, even the most well-designed units are sure to fail. A proper lubrication management program must incorporate a monthly lubrication schedule, an evaluation of new lubrication products, and supervision to ensure the prescribed procedures are carried out by maintenance personnel. 

All salaried employees working directly with the plant operation should be included in the estimate of supervision costs. The plant manager s secretary and other supervision support personnel are sometimes included as supervision even though they are not salaried nor in a direct supervisory position. The main thing is to make sure all employee costs are included in some category, but not duplicated in some other category. 

Developing a management system is not a one-time project. It must be able to manage even subtle material, equipment or personnel changes that may have a significant effect on the safety of the operation. These may include a minor change in raw material purity, a modification to the shape of a vessel where heat transfer is important, or a change in how an operation is supervised. 

Investigation Support Personnel—Support personnel may be operations and maintenance employees, first line supervision, and auxiliary staff groups sucb as technicians, engineers, and middle-level management. They can benefit from training on the following topics ... 

Management did not assure critical review of data or proper supervision of personnel. 

JOB SUMMARY Clinical pharmacists work closely with other health practitioners to meet the various needs of our patients. Pharmacists review and approve medication orders, monitor drug therapies, and provide drug information. Pharmacists supervise and direct support personnel. In the absence of the pharmacy manager, a clinical pharmacist may be required to assume the essential responsibilities and perform the duties of the pharmacy manager. 

Supervisors (foremen, first-line leaders)—individuals who provide direct supervision for the operating, maintenance, and craft personnel - could be seen as first level of line management... 

Successful implementation of the metrics system requires commitment of the site and unit managers as well as those who supervise personnel directly responsible for collecting the data. Managers and supervisors will play a key role in the success of the metrics system, and it is important for them to understand what the metrics measure, why the metrics are valuable, and how they and the company will benefit. As managers and supervisor gain a full understanding of what the metrics mean, they can take appropriate actions and decisions, and can reinforce the commitment to fully complete the metrics system procedures. The managers and supervisor will have the responsibility to ensure personnel understand their role in the metrics system, review metrics results, and help formulate actions based upon those results. 

Manage systems for storage, preparation, and dispensing of medicines, and supervise technical personnel who may be involved in such processes,... 

Technical personnel were unaware of the importance of protocol adherence, accurate observations, accurate administration of test substance, and accurate record keeping and record transcription. Management did not ensure critical review of data or proper supervision of personnel. 

The successful conclusion of a prospective validation or a retrospective evaluation cannot mark the end of the efforts needed to assure the GLP compliant status of a computerised system. A number of support mechanisms have to provide for the continued suitability of a computerised system. System management and technical support have to ensure the day-to-day operational maintenance and trouble-shooting. The correct utilisation may necessitate training and supervision of study personnel. Formal, periodic performance assessments may furthermore be needed to ensure that the system continues to meet its performance criteria in terms of reliability, responsiveness and capacity. 

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