SUPERIORS/SUPERVISORS

Storage of chemicals, 385 Strained-ring compounds, 385 Styrene—butadiene rubber, 386 Sugars, 386 Sulfinyl azides, 387 Sulfonation incidents, 387 Sulfonic acid esters, 388 Sulfonyl azides, 388 Sulfur black, 389 Sulfur compounds, 389 Sulfur esters, 389 Sunspots, 390 Superheated liquids, 390 Superiors/supervisors, 390 Synthetic perovskite oxides, 391... 

Appraisals are not always performed by an associate s supervisor alone. Appraisals can be performed by a second superior with whom the candidate works with but does not report to, by peers of the associate... 

Correction Periodic reviews of work progress with each discipline supervisor in the presence of the contractor s Project Manager and his/her immediate superior. 

Many companies find that periodic employee-development conferences between employee and supervisor play a significant role. Through these conferences, the individual employee has an opportunity to learn of his own progress and potentialities, as measured by his superiors. Similarly, such conferences enable the supervisors to evaluate not only the performance of the employee, but also the adequacy of the training program. 

For most of the spectra featured in this book, the sample concentrations were in the 20-50 mM concentration range. The point at which the onset of viscosity-induced dipolar and/or chemical shift anisotropy (CSA) broadening occurs (giving unacceptable results) will vary as a function of solute amount, solvent, temperature, and the judgment of the NMR operator (or the operator s research advisor, client, supervisor, or other superior). Viscosity broadening arises from incomplete averaging of the chemical shift and/or dipolar coupling tensor. 

For an engineer to have an ethical responsibility to blow the whistle to try to prevent harm likely to be caused by her/his work, work with which s/he is involved, or work about which s/he is technically knowledgeable, five conditions must be satisfied. First, the projected harm linked to the engineering work in question must be serious in nature and substantial in magnitude. Second, the engineer must have brought the harm in question to the attention of her/his immediate supervisor and that supervisor s immediate superior. Third, the engineer must not have received a response from either of those parties that promises to lead to prevention (or prevention of the repetition) of the harm in question. Fourth, the... 

Supervisors in the top performers are conveyors of the element of tmst between management and operations employees. Participation by supervisors in hazards management directly reflects the perception their superiors have of what the organization s culture expects and what they understand to be the actual performance measures. 

Supervisors will do what they perceive to be important to their superiors. If their superiors convey, by what they do, that hazard prevention... 

Expectations of supervisors, by their superiors and by society in general, have unfortunately become complex and difficult to attain—which means that supervisors must have a sound support stracture to be successful. That support stmcture begins with the location manager and the staff iirnnediately subordinate to the manager. It includes depth of training, a good communication system on hazards, up and down, and the resources of qualified safety professionals as consultants. 

Each employee is responsible for ensuring that the work which he/she undertakes is conducted in a manner which is safe to himself or herself, other members of the general public, and for obeying the advice and instructions on safety and health matters issued by his/her superior. If any employee considers that a hazard to health and safety exists it is his/her responsibility to report the matter to his/her supervisor or through his/her Union Representative or such other person as may... 

Suzy also makes periodic inspections simply to ascertain supervisors are doing their jobs and ensure compliance with the key safety standards of the organization. The supervisors realize Suzy s inspections will affect their own future in the company because she reports to management on the supervisors compliance with internal safety standards. Unsatisfactory findings are considered to be adverse performance reports for the supervisors and their superiors. Positive... 

The operating shift must be aware of how equipment and systems will fimetion for operational purposes. Reference 6-24 states that the Shift h nagers and the Components Handling Senior Superior are responsible for status control of systems. The Control Room Supnvisors shall mountain the system s status notebook in the control room. Control Room Supervisors also are required to log changes in stem status in the system status notd)ook. Reference 6-24 addresses the actions necessary to restore equipment to service after maintenance activities. 

Supervisors will do what they perceive to be important to their superiors. If their superiors convey, by what they do, that safety is important, be assured that supervisors will so respond. If supervisors are held accountable for the prevention and control of hazards and to achieve acceptable risk levels, success will result. 

Employees cannot be expected to follow safe work practices if they have not been instructed in the proper procedures. They need to be made to understand when they begin employment that they have entered an organization that gives high priority to safe performance. It s typical in the superior performers to have a very thorough indoctrination procedure for new employees. As they pass through indoctrination and are assigned to a supervisor, they are able to evaluate the level of safety expected very quickly. 

The Policy Unit had produced a list of objectives for such a system, see appendix A. Basically they wanted a decision support system acceptable to Supervisors that would improve the performance of depots. At the time they were considering developing a database system written in something like dBASE. At that time BRR was investigating the role of knowledge-based systems on the railway and felt that this technology would result in a superior solution that could meet the objectives. In particular it was felt that it should be possible to build a highly visual system that would be both fast and flexible. 

In the research presented here, two techniques for autonomous coordination have been implemented on a physical SHMRS (a) coordination with a hierarchically structured colleetive and (b) coordination with a horizontally structured collective. Unlike coordination achieved via the use of a hierarchical structure, the coordination performed within a horizontally structured collective requires all collective members to equally share the responsibility of the coordination. It is important to note that discussions pertaining to organizational structures in this chapter are limited only to the robot collective and do not refer to the overall SHMRS. Given superior capabilities for judgment, perception, and learning in humans compared to those in robots, an important assumption in this research is that the human supervisor is always ranked above the robots. Furthermore, it is necessary to note that current study does not envision the robots in the collective to adopt more than one collective structure during the duration of a deployment. 

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