...Functional Job Analysis Paramedic Characteristics The Paramedic must be a confident leader who can accept the challenge and high degree of responsibility entailed in the position. The Paramedic must have excellent judgement and be able to prioritize decisions and act quickly in the best interest of the patient, must be self disciplined, able to develop patient rapport, interview hostile patients, maintain safe distance, and recognize and utilize communication unique to diverse multicultural groups and ages within those groups. Must be able to function independently at optimum level in a non-structured environment that is constantly changing. Even though the Paramedic is generally part of a two- person team generally working with a lower skill and knowledge level Basic EMT, it is the Paramedic who is held responsible for safe and therapeutic administration of drugs including narcotics. Therefore, the Paramedic must not only be knowledge about medications but must be able to apply this knowledge in a practical sense. Knowledge and practical application of medications include thoroughly knowing and understanding the general properties of all types of drugs including analgesics, anesthetics, anti-anxiety drugs, sedatives and hypnotics, anti-convulsants, central nervous stimulants, psychotherapeutics which include antidepressants, and other anti-psychotics, anticholerginics, cholergenics, muscle relaxants, anti-dysrythmics, anti-hypertensives, anticoagulants...
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...to an end, the police academy tells everyone they need to learn to hear the people when they attempt to communicate. Many people in the country are not given the opportunity to learn the English language. As a police officer must interact with all people in the community (Wallace & Roberson, 2009). Even if they have never spoke a foreign language, there are many words that can become directly useful in accommodating those who do not speak English. As in this profession it is a requirement on the officer to learn to hear the public. Communication is a necessity to complete the job. Hearing conversations of locals can give the police officer the basic information when combined with physical actions of the people who can not speak English. Many key words heard by the officer can assist in the communications with the locals. Simple words learned in other languages similar to; “help, gun, stop, emergency, and police.” (Wallace, 2009). Formal and Informal Formal communications are those types of information usually comes from the upper echelon...
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...place. In this paper we will go over the following: * Needs assessment * Environmental analysis * Organizational analysis * Demographical analysis * Operational analysis * Individual analysis * Training methods * Types of media * Learning principles * Training for learning skills or facts * Effectiveness of methods * Training evaluation strategies * Criteria * Pretests * Monitoring and observing training * Collecting feedback * Implementing feedback Needs Assessment Environmental analysis The purpose of the assessment phrase is to define what employees should learn in relation to job behavior. (Cascio 2013) For example with Landslide limousine all job duties and description should be defined and there should be training in place to make sure of the employees success. Organizational analysis Focuses on identifying whether training supports the company’s strategic direction, whether managers, peers, employees support training activity and what training resources are available. (Cascio2013) So with your current budget as a startup company we recommend you be conservative with your training since resources will be limited. We suggest a lot of training should be grassroots or hands on training. Demographical analysis Speaks to the need of a certain group such as older workers, women, and managers at a different level. (Cascio 2013) This mean Bradley needs to address...
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...In Synaxis Ready Mix, the entire organization is divided into functional departments as shown in the above chart, to deal with the problems of business at various levels. Functional authority remains confined to functional guidance to different departments. This helps in maintain quality and uniformity of performance of different functions throughout the enterprise. Features * The entire organizational activities are divided into specifications such as Sales, Production, IT, Finance & Administration, etc as shown in above chart. * Complex form of administrative organization * Three authorities exist- Line, Staff and Function * Each functional area is put under the charge of functional specialists and he has got the authority to give all decisions regarding whenever the function is performed throughout the enterprise. * Better division of labour takes place which results in specialization of function and its consequent benefit. * Management control is simplified as the mental functions are separated from manual functions. Checks and balances keep the authority within certain limits. Specialists may be asked to judge the performance of various sections. * Greater efficiency is achieved because of every function performing a limited number of functions. * Specialization compiled with standardization facilitates maximum production and economical costs. * Expert knowledge of functional manager facilitates better control and supervision. ...
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...Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2008, Ivey Management Services Version: (A) 2008-02-26 In a hangar near Calgary International Airport, three sleek red BK117 helicopters sat waiting to be dispatched to accident sites in southern Alberta. In an adjoining building overlooking a landing strip, dispatch staff quietly monitored multiple screens at a dozen workstations in the Emergency Link Centre. In the pilots’ lounge and surrounding offices, helicopter pilots, nurses and paramedics were on standby 24 hours a day, seven days a week. A myriad of other professionals, including experts in clinical operations, aviation, engineering, communications, disaster preparedness and base operations, to name only a few, comprised the support group of the STARS Air Ambulance service, or, as it was more formally known, the Shock Trauma Air Rescue Society (see Exhibit 1). According to Dr. Greg Powell, the STARS chief executive officer (CEO), the business of STARS was to “find patients, take care of patients, and...
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...Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2008, Ivey Management Services Version: (A) 2008-02-26 In a hangar near Calgary International Airport, three sleek red BK117 helicopters sat waiting to be dispatched to accident sites in southern Alberta. In an adjoining building overlooking a landing strip, dispatch staff quietly monitored multiple screens at a dozen workstations in the Emergency Link Centre. In the pilots’ lounge and surrounding offices, helicopter pilots, nurses and paramedics were on standby 24 hours a day, seven days a week. A myriad of other professionals, including experts in clinical operations, aviation, engineering, communications, disaster preparedness and base operations, to name only a few, comprised the support group of the STARS Air Ambulance service, or, as it was more formally known, the Shock Trauma Air Rescue Society (see Exhibit 1). According to Dr. Greg Powell, the STARS chief executive officer (CEO), the business of STARS was to “find patients, take care of...
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...Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2008, Ivey Management Services Version: (A) 2008-02-26 In a hangar near Calgary International Airport, three sleek red BK117 helicopters sat waiting to be dispatched to accident sites in southern Alberta. In an adjoining building overlooking a landing strip, dispatch staff quietly monitored multiple screens at a dozen workstations in the Emergency Link Centre. In the pilots’ lounge and surrounding offices, helicopter pilots, nurses and paramedics were on standby 24 hours a day, seven days a week. A myriad of other professionals, including experts in clinical operations, aviation, engineering, communications, disaster preparedness and base operations, to name only a few, comprised the support group of the STARS Air Ambulance service, or, as it was more formally known, the Shock Trauma Air Rescue Society (see Exhibit 1). According to Dr. Greg Powell, the STARS chief executive officer (CEO), the business of STARS was to “find patients, take care of...
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...The 2012 Kentucky Mock Trial Case Commonwealth of Kentucky v. MORGAN SMITH > > > > > Case No. 11-CR-256-1 BY: JUDGE EARL-RAY NEAL 25th Judicial District Division III With special thanks to Dr. Rosalee Edwards; Honorable Marc Rosen, Senior Judge; Honorable Stacey Hibbard, Attorney; and Family and Juvenile Services Staff: Patrick Yewell, Executive Officer; Rachel Bingham, Manager; and Billy Stover, Program Coordinator Past Winners--Kentucky Mock Trial Tournament 1985 – Boyd County High School 1986 – Woodford County High School 1987 – Model Laboratory School 1988 – Model Laboratory School 1989 – Model Laboratory School 1990 – Woodford County High School 1991 – Model Laboratory School 1992 – Model Laboratory School 1993 – Model Laboratory School 1994 – Montgomery County High School 1995 – Model Laboratory School 1996 – Owensboro High School 1997 – Montgomery County High School 1998 – Montgomery County High School 1999 – Breckinridge County High School 2000 – Montgomery County High School 2001 – Madison Central / KY Tech 2002 – Montgomery County High School 2003 – Model Laboratory School 2004 – Montgomery County High School 2005 – Montgomery County High School 2006 – Montgomery County High School 2007 – Montgomery County High School 2008 – Highlands High School 2009 – Madison Central / KY Tech 2010 – Madison Central / KY Tech 2011 – Montgomery County High School 2 CASE MATERIALS Table of Contents THE PROBLEM Statement...
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...The Performance Challenges & Psychological Issues that an Air Traffic Controller Encounters on the Job The Performance Challenges & Psychological Issues that an ATC Encounters on the Job Rabiya Zulfiqar Siraj 200821070 Name: Rabiya Zulfiqar Siraj I.D: 200821070 Course: Research Project For: Mr. Baba Yerra Due Date: 3rd January 2012 Title: The Performance Challenges & Psychological Issues that an Air Traffic Controller Encounters on the Job Words: 5,867 Ms. Bindu Nair Page 2 of 34 3rd January 2012 The Performance Challenges & Psychological Issues that an ATC Encounters on the Job Rabiya Zulfiqar Siraj 200821070 Abstract This paper identifies the various challenges that an Air Traffic Controller has to deal with as a result of the demanding and strenuous job. It further highlights the need and importance of air traffic controlling. Air Traffic Controllers are vital for the smooth flow of traffic in air and on ground, in other words; they help aircraft perform safe operations. Hence it has become essential to keep them healthy, motivated and stress free when on job. This paper also provides the findings of interviews that were conducted in order to gain insight on what job performance [related] problems or psychological issues are dealt with Air Traffic Controllers in Dubai. It was established that traffic congestion due to high volumes of traffic and shift work raised more alarm than other challenging factors which are also stated...
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...sheriff’s office also serves as the York County public safety answering point (PSAP). Calls for service are received at the PSAP and then dispatched via radio and computer terminal to law enforcement officers assigned to respond. Leading up to the use of Information Systems such as computer aided dispatch (CAD) the PSAP relied on radio’s to communicate information to the law enforcement officers. With the development of CAD and Record Management Systems (RMS) the sheriff’s office recognized the value of these systems and in 2007 adopted IMC CAD+RMS (Information Management Corporation CAD+RMS, 2007). IMC is a multifaceted information dissemination system utilized by dispatchers in the PSAP, emergency responders and their records management departments. IMC utilizes a closed stand-alone network and was developed for emergency management services such as fire, rescue and law enforcement departments. It is expandable and can be provisioned based on the client’s specifications. Municipalities and public safety departments share some common systems’ needs but also have unique needs such as record management documentation which need to be considered when selecting systems that best fits their needs. To ensure they selected the system that best fit their needs, The York County Sheriff’s Office identified the departments which would be responsible...
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...Emergency Medical Technician-Basic: National Standard Curriculum EMT-Basic: National Standard Curriculum Instructor's Course Guide ------------------------------------- EMT-BASIC: NATIONAL STANDARD CURRICULUM PROJECT DIRECTOR David J. Samuels, MBA System Director Samaritan AirEvac/Emergency Medical Services Samaritan Health System Phoenix, AZ CO-MEDICAL DIRECTORS Henry C. Bock, MD, FACEP Emergency Physician Methodist Hospital of Indiana, Inc. Indianapolis, IN Kimball I. Maull, MD, FACS Director R Adams Cowley Shock Trauma Center Baltimore, MD PRINCIPAL INVESTIGATOR Walt A. Stoy, Ph.D., EMT-P Director of Educational Programs Center for Emergency Medicine Research Assistant Professor of Medicine University of Pittsburgh School of Medicine Pittsburgh, PA Contract Number DTNH22-90-C-05189 -------------------------------------United States Department of Transportation National Highway Traffic Safety Administration EMT-Basic: National Standard Curriculum i EMT-Basic: National Standard Curriculum Instructor's Course Guide ------------------------------------- CURRICULUM DEVELOPMENT GROUP James Bothwell, EMT-P National Flight Paramedics Association William Brown, RN, NREMT-P National Registry of Emergency Medical Technicians Ricky Davidson International Association of Fire Chiefs Karla Holmes, RN National Council of State EMS Training Coordinators Richard Judd, Ph.D., EMSI National Association of Emergency Medical Technicians Kathryn Lewis, RN, Ph...
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...Milkovich−Newman: Compensation, Eighth Edition I. Internal Alignment: Determining the Structure 4. Job Analysis © The McGraw−Hill Companies, 2004 Chapter Four Job Analysis Chapter Outline Structures Based on Jobs, People, or Both Job-Based Approach: Most Common Why Perform Job Analysis? Job Analysis Procedures What Information Should Be Collected? Job Data: Identification Job Data: Content Employee Data “Essential Elements” and the Americans with Disabilities Act Level of Analysis How Can the Information Be Collected? Conventional Methods Quantitative Methods Who Collects the Information? Who Provides the Information? What about Discrepancies? Job Descriptions Summarize the Data Describing Managerial/Professional Jobs Verify the Description Job Analysis: Bedrock or Bureaucracy? Judging Job Analysis Reliability Validity Acceptability Usefulness A Judgment Call Your Turn: The Customer-Service Agent Three people sit in front of their keyboards scanning their monitors. One is a sales representative in Ohio, checking the progress of an order for four dozen picture cell phones from a retailer in Texas, who just placed the four dozen into his shopping cart on the company’s website. A second is an engineer logging in to the project design software for the next generation of these picture cell phones. Colleagues in China working on the same project last night (day in China) sent some suggestions for changes in the new design; the...
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...Answers to Review Questions Chapter 1 1. An increasing dependence on computing technology and the complexity of computing technology. 2. A single point of contact within a company for managing customer incidents and service requests. 3. To enable people and businesses to continuously use the computing technology they acquired or developed. 4. Technical support was considered a necessary evil that disrupted the development of new products and systems. 5. (1) Developers missed deadlines because they were being diverted to technical support calls, leaving little time for their primary job of programming. (2) Information was not being captured, so developers had to discover the same solution again and again. (3) Recurring problems were neither identified nor resolved. (4) Technology users, who expected quick and accurate solutions to their problems and requests, were extremely dissatisfied when their demands were not met. 6. Vendors began offering discounts to customers who “screened” calls internally before calling the vendor. 7. A customer can be either internal or external to a company. 8. Customer support involves helping the customer understand and benefit from a product's capabilities, not just installing and fixing the technology. 9. (1) The rapid commercialization of the Internet. (2) Increasingly more affordable and portable computing technology. 10. company size, company goals, and customer expectations 1 11. Formal support enables a company to maximize its technical...
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...4 The Police Culture CHAPTER LEARNING OBJECTIVES O • Describe the various ways in which the police subculture conflicts with the official norms and values of policing. • Compare and contrast the various forms of an organization’s culture. • Identify and elaborate on variables that influence police officers’ acceptance of the subculture. • Describe the positive aspects of the police subculture. • Identify the sources of police stress. • Highlight the various strategies that both organizations and individual officers can implement to mitigate the negative effects of job-related stress. • Describe the ways that the police subculture and stress are related. • Identify and provide examples of the ways in which community policing can both increase and decrease stress levels among police officers. • Describe the characteristics associated with the phenomenon of police burnout. I n Chapter 4, we focus on organizational and administrative aspects of policing, on the formal structure and the impact of police leaders. While these formal considerations are crucial to an understanding of the police role, there are two other contributing factors that must be considered in our attempt to understand policing as an occupation: the police subculture and the pressures and stresses of police work. Police administrators and the law specify the broad parameters within which officers operate, 97 98 O INTRODUCTION TO POLICING O PHOTO 4.1 This patrol officer is attempting to explain to members...
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...Oracle® Database Concepts 10g Release 2 (10.2) B14220-02 October 2005 Oracle Database Concepts, 10g Release 2 (10.2) B14220-02 Copyright © 1993, 2005, Oracle. All rights reserved. Primary Author: Michele Cyran Contributing Author: Paul Lane, JP Polk Contributor: Omar Alonso, Penny Avril, Hermann Baer, Sandeepan Banerjee, Mark Bauer, Bill Bridge, Sandra Cheevers, Carol Colrain, Vira Goorah, Mike Hartstein, John Haydu, Wei Hu, Ramkumar Krishnan, Vasudha Krishnaswamy, Bill Lee, Bryn Llewellyn, Rich Long, Diana Lorentz, Paul Manning, Valarie Moore, Mughees Minhas, Gopal Mulagund, Muthu Olagappan, Jennifer Polk, Kathy Rich, John Russell, Viv Schupmann, Bob Thome, Randy Urbano, Michael Verheij, Ron Weiss, Steve Wertheimer The Programs (which include both the software and documentation) contain proprietary information; they are provided under a license agreement containing restrictions on use and disclosure and are also protected by copyright, patent, and other intellectual and industrial property laws. Reverse engineering, disassembly, or decompilation of the Programs, except to the extent required to obtain interoperability with other independently created software or as specified by law, is prohibited. The information contained in this document is subject to change without notice. If you find any problems in the documentation, please report them to us in writing. This document is not warranted to be error-free. Except as may be expressly permitted in your license agreement...
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