...Learning and Development Identified Training needs: Some of the training needs we identified based on the case study were as follows: 1. Gender Sensitivity Training 2. Job skill training 3. Safety Training. Some of the methods that might be used to identify training needs are: 1. Surveys 2. Interviews- gender sensitivity training 3. Skill Matrix Gender sensitivity: Identifying the needs: We have used the interview format to identify this. Since the interview will be dealing with a very emotional and sensitive information, the interviewer must be chosen carefully and have good listening skills. All information must be kept confidential, and the interviewee will be assured of this. The interview will be semi-structured. Some questions are: 1. Do you think men and women with equal efficiency can do all kinds of work? 2. Are women paid less as compared to their male counterparts? 3. Do you feel your work is not taken seriously and/or your say is not considered in decisions by male colleagues? (ask a female employee) 4. Have you ever been sexually harassed at the workplace? 5. Do you think women cannot be good bosses? (ask a male employee) 6. Are women given flexibility in work hours? Training method : Class-room teaching What will be covered: * Getting to know each other-Expectations & Anxieties-To analyze perceptions and Understanding, * Causes of Misunderstandings * Understand the perception men and women have about...
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...Britain and World War II [pic] In this module you will study: • The Phoney War • Evacuation • Dunkirk • The Battle of Britain • The Blitz • Conscription • The Battle of the Atlantic • D-Day • Censorship and Propaganda • Internment • The role of Women in the War • Rationing |The Phoney War |Source A | | |3 Sept: 827,000 children and 535,000 | |Dawn: This Phoney war gets on my nerves. If we’re going to have a war, I wish |pregnant mothers have been evacuated from| |they’d get it started. |the towns to the country. | |Mum: Just ignore her. |4 Sept: a Nazi U-boat sinks the SS Athena| |Hope and Glory |– 112 passengers died. | | |9 Sept: RAF drops 12 million propaganda | |By the end of September, Germany and Russia had defeated Poland. Everyone expected |leaflets on Germany. | |Hitler to attack western Europe with his ‘blitzkrieg’ tactics, but nothing happened |15...
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...AP Psychology, Mr. Kujawa Analysis Writing--Stanford Prison Experiment 13 minutes--www.youtube.com/watch?v=sZwfNs1pqG0 29 minutes--www.youtube.com/watch?v=760lwYmpXbchttp 01. Consider the psychological consequences of stripping, delousing, and shaving the heads of prisoners or members of the military. What transformations take place when people go through this experience? 02. What are the effects of living in an environment with no clocks, no view of the outside world, and minimal sensory stimulation? 03. Compare the reactions of the visitors to the reactions of civilians in encounters with the police or other authorities. 04. What factors would lead prisoners to attribute guard brutality to the their disposition or character, rather than to the situation? 05. How and why did #8612, #819, and #416 break down emotionally? Do you think young adults from an urban class environment would have reacted in similar fashion as middle-class prisoners? Why or why not? Do you think women would have broken down emotionally in the same way as the middle-class prisoners? Why or why not? 06. What prevented “good” from objecting to the orders from the “bad” guards? 07. What were the dangers of the principal investigator assuming the role of prison superintendent? the former convict as head of the Parole Board? 08. Explain why it was and why it was not ethical to conduct this study. Was it worth to trade the suffering experienced by participants for the knowledge gained by the research? 09. In...
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...Historical Context 6 The New Plan 8 Using Recovery Planner 8 Configuration for TPT 9 Presentation 9 Compliance 10 Comprehensive Planning 10 Leadership Approval 12 The Plan Strategy 12 Team Structure 12 Figure 1: The Business Continuity Plan Team Organizational Chart 13 Emergency Management Team 13 Business Continuity Team 14 Business Unit Teams 15 Fly Out Teams 16 Fire Teams 16 The Four Phases of the Plan 16 Figure 2: The four phases of the Plan 16 Phase I - Appraisal 17 Phase II – Recovery Coordination 18 Phase III - Production 18 Phase IV – Site Restoration 19 Business Unit Plan Structure 20 Alternative Sites 21 Planning Refinement Recommendations 22 Risk Assessment 22 Business Impact Analysis 22 Emergency Response 23 Disaster Recovery 23 Testing and Restoration 24 Future State 25 Comprehensive Business Planning 25 ACP Workflow Planning 26 Awareness and Training 27 Maintaining Support 27 Projected Timeline 28 Figure 3: Projected Timeline 29 Tasks 29 Conclusion 30 Sources 31 Appendix A 32 Appendix B 34 Executive Summary Business continuity at Company has been undergoing a significant transformation from July to October of 2009. This analysis reviews that transformation in detail, covering the new technologies implemented, planning and team concepts...
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...To: George Harrison From: Lend lease Date: 18/09/15 Introduction The health and safety regulation act cover a wide range of basic health, safety and welfare issues that apply to most workplaces such as land lease, this report gives you a brief outline of the requirements of the Workplace Regulations. We have effective policies, procedures and a safety management system in place to ensure the continued health, safety, welfare and development of our staff. Policy Our aim is to set and maintain sensible and proportionate standards of health and safety management to ensure the wellbeing of our staff and the employers on the construction site and to minimise the losses (financial and reputational) to our business from ill health and injury Requirements under these regulations Employers have a general duty under the health and safety act 1974 these regulations ensure to make sure that the work place meet the health and safety and welfare needs of all the employees including the disabled Health requirement The measured outline contributes to the general working environment in the work place Ventilation: Every work place should be ventilated. Fresh, clean air should be drawn from a place outside the workplace, ventilation should also remove warm humid air and provide air movement which gives a sense of freshness without causing a draught Temperature in indoor places: Environmental factors such as humidity combined with personal factors such as the clothing that the worker is wearing...
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...[pic] Disaster Planning, Emergency Preparedness & Business Continuity I. Introduction: The Plan About this Document 1 What a Disaster Plan Is and Why You Should Do One 2 Possible Disasters 4 Assign a Team—You Can’t Create a Plan Alone 6 II. Analyze & Know Your Organization Determine Your Critical Services & Functions 8 Where is Your Information Stored? 10 Computers & Technology 15 Know Your Physical Plant 18 III. Risk Analysis 19 IV. Business Impact Analysis 20 V. Implement the Resources 21 VI. Test the Plan 22 VII. Insurance 23 VIII. Personnel Policies & Crisis Communications 25 IX. Advice from the Red Cross 28 X. Emergency Planning Checklist 30 XI. Resources 33 I. Introduction: The Plan About This Document This document explains the points an organization needs to think about in order to prepare its own disaster recovery plan so that, should an interruption occur, it is able to resume operations. To complete its plan, staff members will have to search for answers and fill in the blanks. Each organization’s circumstances and structures are unique, so a plan will have to be tailored to suit its needs. It is important to recognize that there is no “magic” plan that an organization can purchase that will provide all the answers or that will create a plan for them. There is no document that will address every situation and circumstance. Conceivably an organization could share...
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...S w 908E04 STARS AIR AMBULANCE: AN INFORMATION SYSTEMS CHALLENGE Professors Malcolm C. Munro and Sid Huff wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. 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...
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...Training Package | BSB07 - Business Services Training Package | Course Name: | BSB40507 Certificate IV in Business Administration | Unit Name: | BSBHRM405A Support the recruitment, selection and induction of staff (2015) | Student Number | | Student Name | Johanna Maria Gil Beleno | Current Address | 105 Crown St, Darlinghurst, Sydney, NSW, 2010 | Email | johana_gb@hotmail.es | Assessor Name: | | Result | Individual Assessments result | Assessment 1 | S NS | Final Result | C | | | Assessment 2 | S NS | | | | | Assessment 3 | S NS | | NC | Assessor Signature | | Date | | Feedback to Student | | I have received the Assessment Feedback on _________________________(Date) | Students Signature | | Assessor Signature | | Date | | Result to Wisenet by: | | Date | | Assessment Task 1: Human resources lifecycle test Submission details Student’s Name | | Assessor’s Name | | Performance objective Students will be able to identify the key phases of the ‘human resources lifecycle’, and the place of recruitment and selection in that process. Assessment description For this Assessment Task, you are required to complete the questions below that have been provided by the assessor. Procedure 1. Complete the written test. Specifications Assessors will be looking for a minimum of three HR activities for each of the five stages of the lifecycle. You are required to complete a written questionnaire, demonstrating...
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...S w 908E04 STARS AIR AMBULANCE: AN INFORMATION SYSTEMS CHALLENGE Professors Malcolm C. Munro and Sid Huff wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. 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...
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...S w 908E04 STARS AIR AMBULANCE: AN INFORMATION SYSTEMS CHALLENGE Professors Malcolm C. Munro and Sid Huff wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. 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...
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...Swedish National Defence College THESIS 1(55) Major Jonas Andersson 2009-04-06 Thesis – Military Theory, 15 hp Author Course Major Jonas Andersson ChP 07/09 Tutors Kersti Larsdotter Truls Gustavsen Center of Gravity Analysis – an Actual or Perceived Problem? Abstract Centers of Gravity (CoGs) analyses deliver vital input to the operational design. However, there are a great number of theories regarding the phenomenon which can create a certain degree of confusion. The diversity in theories may lead to misdirected mental energy where the focus is to discuss theories instead of using the theories at hand efficiently. The question is if the diversity in theory is an actual problem or if it just perceived as such? This research identifies the similarities and differences in the theories of Milan Vego and Joseph Strange & Richard Iron regarding CoGs, their sub elements and methods for analysis. The impact of the differences on the practical result is then surveyed by implementing the theories on adelimitated phase of the Falklands War, in order to conclude if the differences have a decisive impact on the product of the CoG analysis. The result of this thesis indicates that the diversity in theory is a perceived problem. The identified divergence does not reflect crucially on the CoG analysis and the variation of the input provided to the operational design is minor. The CoGs and the critical vulnerabilities identified are the same or at least similar, no matter which...
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...Report 2012 Inside 2 5 6 7 8 10 12 14 16 20 46 58 70 72 Message to Stakeholders Fast Facts The Nestlé Legacy Organisation Structure The Nestlé Creating Shared Value Strategy Engaging Our Stakeholders Governance Summary of Key Performance Data Our Respect and Care for the Community Our Commitment to the Environment Our People and the Workplace Our Consumers and the Marketplace Awards & Achievements GRI Standard Disclosures COVER: One of Nestlé Malaysia’s key successful rural development programmes has been its contract farming initiatives, where farmers are actively engaged to be part of the Nestlé supply chain. In February 2012, the Nestlé Paddy Club was introduced with the aim of increasing field productivity and lowering production costs, whilst reducing rice-farming’s environmental footprint, as well as enhancing overall farming safety aspects at the contract farms in Kedah. Nestlé (Malaysia) Berhad 110925-W 16 1 Our Respect and Care for the Community 46 Our People and the Workplace 20 Our Commitment to the Environment At Nestlé, we believe that in order to create long-term value for our shareholders, we have to create value for society, subscribing to the view that corporate success and social development go hand in hand. 58 Our Consumers and the Marketplace 2 Nestlé (Malaysia) Berhad 110925-W Message to Stakeholders Creating Shared Value (CSV) is at the core of our business. That is how our company started off, with our...
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...Philippine forests and forestry By FLORENCIO TAMESIS THE forest is perhaps the most valuable replaceable natural resource of the Philippines. As a source of raw materials and revenue to the Government, it can be managed to yield for a long time more than it does at present. The latest estimate on the extent of the vegetative soil cover of the Philippines is as follows: | Area in Hectares | Percent | Commercial forest | 13,198,406 | 44.5 | Noncommercial forest | 4,296,786 | 14.4 | Marsh: | | | Fresh | 168,657 | | Salt | 438,155 | | | 606,812 | 2.0 | Open grassland | 5,203,620 | 17.5 | Cultivated | 6,434,348 | 21.6 | Total | 29,740,972 | 100.0 | Approximately 97.5 percent of the forest is owned by the Government and is administered by the Bureau of Forestry; 2.5 percent is privately owned. The greater bulk of the forest is in large blocks on the principal islands such as Luzon, Mindanao, Samar, Negros, and Palawan. Most of the forest is of the tropical rain type, complex in its composition. More than 3,000 species of trees attain a diameter of 30 centimeters (one foot) or more; however, less than sixty of these are marketed. Seventy-five percent of the stand consists of dipterocarps, commonly called lauan, to which "Philippine mahogany" belongs. It is conservatively estimated that the aggregate commercial standing timber is around 2,105,000,000 m3 ® (464,729,000,000 bd. ft.). Based on forest charges (government stumpage tax), this stand has a value of P2,341...
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...represent those of the IMF or IMF policy. JEL Classification Numbers: Keywords: H12, H60, H63, H83 business continuity, disaster recovery, business continuity and disaster recovery plan, operational risk, operational risk management, treasury operations ian@storkeyandco.com Author’s E-Mail Address: TECHNICAL NoTEs ANd MANUALs Operational Risk Management and Business Continuity Planning for Modern State Treasuries Prepared by Ian Storkey This technical note and manual (TNM)1 addresses the following main issues: • What is operational risk management and how this should be applied to treasury operations. • What is business continuity and disaster recovery planning and why it is important for treasury operations. • How to develop and implement a business continuity and disaster recovery plan using a six practical-step process and how to have it imbedded into the day-to-day operations of the treasury. • What is needed to activate and what are the key procedures when activating the disaster recovery plan. InTROduCTIOn Management of financial risk is very important for the treasury operations of any ministry of finance. Ministry of finance bears responsibility for the management of very...
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...Those of us who've been invited to participate in the first reunion on the fortieth anniversary of the Freedom Rides have been asked to write down our memories of the summer of 1961, as one part of an oral history project. Mine won't be typical, but that's alright. None of them will be, for we were a remarkably diverse group, the 300 or so of us who were arrested in Jackson in May-June of that year, convicted of "disturbing the peace", detained at the Hinds County Jail, and transported upstate to the maximum security facility at Parchman State Penitentiary to serve our six month sentences. South Carolina My road to Jackson probably began in December, 1960. Benjy Rosen, my roommate at Middlebury College in Vermont, had agreed to join me on a non-stop run to Florida for the first week of Christmas break. With the savings from a job on an oil rig the previous summer and a great deal of help from my Dad, who was a corporate executive in New York, I'd bought a new Morgan+4, a British racing car. We thought it'd be cool to use it as an airplane - straight to Florida from Vermont in 30 hours, a week in the sun, and back home to New York for Christmas. We got lost, of course, and found ourselves at a small filling station, surrounded by fields, on a back road in South Carolina. It was a two person operation - an older white man in overalls was the owner and watched us from the doorway of the station, and a young black man almost our age pumped the gas. Groggy from the overnight...
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