Entry Management Position Functional Organization Representation Department Manager Supervisor Supervisor Supervisor Supervisor’s Personnel Upper Management Responsibility Supervisor Communication Open Communication Stock Clerk Cashier Customer Returns Supervisory Responsibilities • Keeping the workplace safe - Bureau of Labor Statistics Washington, D.C. 20212 Percent of nonfatal workplace injuries by industry division, 2002 Safety Rules – Only Winners • Set a personal example by obeying all the safety rules and use safety equipment. • Never sacrifice safety for speed. • Plan each job with safety in mind. • Teach safety first to every employee. • Enforce Safety Rules. What are The Safety Rules Where You Work? • Lifting? • Using Equipment? • Where to keep you hands, legs, feet, when …? • Eye and ear wear? • Rest periods such a breaks and lunch? • ? • Model safety for your employees • Never Sacrifice Safety for Speed – it is just too costly for the employee and employer. Entry Management Position Safety and the Law-Protecting the Customer • K.C. the supervisor/owner of a snowmobile business, rented snowmobiles to vacationers at a mountain resort. One particular unit had a defective steering mechanism. The mechanism sometimes locked in a fast turn and could flip the machine over on its side. K.C. failed to mention this defect to his employee Jay prior to Jay renting the snowmobile to a customer. Unfortunately the steering mechanism did lock in use, injuring the customer. Is K.C. liable for damages? What Area of Law? Bailment Law A Bailment arises in many situations when personal property is transferred. Whenever one party gives possession of personal property to another under an agreement by which identical property must be returned or disposed of as agreed, a bailment is created. The Snowmobile Case Is there personal property involved? Is property being transferred? Is there the intent to return the identical property? • K.C. the supervisor/owner of a snowmobile business, rented snowmobiles to vacationers at rented a mountain resort. One particular unit had a defective steering mechanism. The mechanism sometimes locked in a fast turn and could flip the machine over on its side. K.C. failed to mention this defect to his employee Jay prior to Jay renting the snowmobile. Unfortunately the steering mechanism did lock in use, injuring the customer. Is K.C. liable for damages? Who Gets Hurt? • Employee – there is an injury • Employer – Bailment law make the employer liable and will have to pay for the injury What should K.C. have done to avoid the injury and financial loss? If Jay knew the law what could he have done to avoid these losses? Supervisor’s Personnel Upper Management Responsibility Supervisor Communication Open Communication Stock Clerk Cashier Customer Returns Other Bailment Law Situation • Inspection – level of expertise - – Tool Rental – Neighbor borrowing equipment – Bus transportation – Hotel and the safety of property. – Your car being left over night for repair. – Taking care of someone else property – dog or fish tank. Entry Management Position Building Teamwork • What is it and why is it needed? • How is it achieved? What does teamwork accomplish in the workplace? • Write down 1 to 3 reasons to build teamwork and pass them to the teacher. Team Work • Builds high morale – Employees will like to come to work and work more effectively. – They cooperate with one another & other groups to reach the company’s goals. – Each group feels they are making a contribution to the team. • Satisfying Employee Needs & the business’s needs too. Satisfying Employee Needs • Needs – Where do they come from and what can be demanded of you as the supervisor? – Human Behavior – Abraham Maslow’s Hierarchy of Needs Maslow’s hierarchy of needs Maslow’s Assumptions • People have latent needs. • A Satisfied need is not a motivator • Peoples needs are arranged in a hierarchy of importance Once one need has been at least partially satisfied, another emerges and demands satisfaction. Any hidden Needs Here? Maslow’s hierarchy of needs PHYSIOLOGICAL NEEDS SAFETY Social Needs Ego – Does not mean Egotistical or Hubris Self-Actualization Maslow in the Work Place 1) An employee is not working very fast and you want to motivate this person what would you say to determine his/her needs? 2) An employee has been very quiet lately, almost shy, what would you say to determine his/her needs? 3) An employee has been working hard, making certain everything is in place, and is even staying over time; not requesting any overtime pay. What would you say to determine his/her needs? Maslow in the Work Place -cont 4) One of your long time employees has been a little “distant lately”, what would you say to determine his/her needs? 5) Several employees are not getting along: their past sincere teamwork effort has not been seen lately, there are very few smiles on their faces. What would you say to determine their needs? Boss verses Manager/Supervisor? • What is the difference? The Words and Actions of a Boss Authority • Boss- lets his/her importance go to his/her head. • Supervisor – gets work done through others and builds a team. How Do People React to Pin Head Bosses? • Laugh behind their backs. – No respect because none is given. • Most people stay out of their way – What is the problem with this happening? Communication pen Communication Buddy Boss Balancing the Fine Line • Who you were before being promoted and the responsibilities of being the boss. – Authority and responsibility – you are not just another worker. Authority • To make decisions. To make awards and consequences • Delegating authority but not responsibility. Responsibility • Quality of work • Quantity of work • Motivating employees • Training of employees • Handling employee/customer disputes. • Employee and Customer Safety • Protection of company property Responsibility • Hiring and firing. • Who works how long and when. • Hourly rates • Jobs to be done • Ordering product, supplies, etc Internet Manager Check one or more boxes or write and explanation when required. Situation Responsibility Authority The employee parks cars safely for the restaurant’s customers. The employee at the end of his/her work shift counts the money in the cash register till (draw) to make certain a mistake in ringing up the merchandise was not made. The manager told the stock clerk Sam to go get Susan to help with setting up the dog food display. Sam is The manager told Sam that the all the stock must be put on the shelves by 9PM Why Why today, and to get the four other stock clerks on the job immediately. Later that evening around 7PM Sam tells John he is goofing off too much. John tells Sam he is not his boss and to bug off. Is John right? The delivery truck pulls up to the back door of the store, the driver unloads the truck and calls a clerk over to sign for the goods. When should the clerk sign for deliveries? Frank has worked in the store for 10 years and is a good friend of the boss. Kathy works closely with Frank, her one year anniversary is coming up, this is the time when she was promised an evaluation and possible hourly raise. Franks tells Kathy she is going to get a 50 cents per hour raise. Kathy only gets a 35 cents raise, what happened and does she have a right to make a formal complaint? Customer Safety How Can You Protect The Customer? • Negligent Falls • Negligent staking of product or materials. • Placement of tools, skids, and machinery. • Warning sign placement. • Education of customers. • Training employees to be observant and take responsibility. Negligent Law – A type of Tort • A Tort – An offence against an individual. – An injured person can sue and obtain a judgment for money damages from the person committing the tort. To Prove Liability Case1 • Mrs. Carol entered the supermarket with her two children and observed a young man mopping the floor where a “Slippery When Wet Sign” was placed. The clerk cautioned the mom with the comment, “Be careful the floor is wet.” Her young boy slips and falls against an Isle display. A can from the display hits the boy, injuring him. In a legal action claiming negligence would Carol win? Why? Negligent Falls Warning sign placement. • Minimizes Negligence but does not absolve you of the responsibility to safety. Negligence • Is the most common tort. – Intent is not required. Case 2 • Mr. Grogin is exiting the store with three bags in his arms. He can barely see over the bags as he steps on the “mud carpet” that lays in front of his exit. The mud carpet is not laying flat and Mr. Grogin trips, drops his bags causing some items to break and sprains his back. In a legal action claiming negligence is the store liable? Why? Case 3 • John’s boss wants to get as much merchandise as possible out of the backroom and onto the selling floor’s shelves. The big holiday rush is about to begin and he wants to maximize sales. John brings a case of beans to the backroom because the shelf is full. His boss tells him in a disappointed tone to find room. John piles the cans up too high and one later falls and hits a customer sending her to the hospital for treatment. In a legal action for negligence would the customer win and who is liable? Why? Case 4 • David Allen, age two, was attacked and severely bitten in the face and ear by a dog brought into the store by a customer Mr. Tweed. Mr. Tweed admitted the dog barked frequently, chased cars, & looked mean. On the other hand no one ever complained about the dog, it never bit anyone and it frequently played with children. Is there liability and would it be Mr. Tweed or the store? Why? What Must be Proved to Establish Liability? 1. A duty owed by one person to another to do or not do something. 2. Violation or breach of the duty. 3. Injury recognized by the law 4. Proximate causation of the injury by the breach. Back Case1 Back Case2 Back Case3 Back Case4 Training Employees to be observant and take responsibility. • Using an understanding of the Law to train Employees. Supervisor Review What Have You Learned? And A Case Study Up from the Ranks – The new supervisor. Make a printed handout John had recently been promoted to a first- line supervisory position for within the ranks of his own department. He was twenty-one years old, had worked for the department for approximately three years, and was extremely popular with his co-workers. Among the supervisor he was known as a good worker but one who was inclined to “cut corners” if he was given the opportunity. As a result of a consultant’s report, the department had built a new men’s washroom for its employees. This facility included lockers and a dressing room. About three weeks after assuming his new position, John happened by the washroom about thirty minutes before quitting time. Hearing noises in the shower, he stuck his head in and saw two old buddies from his days as a worker in the department. Although they did not work on his crew, John felt he had to say something. “You guys are sure pushing it, aren’t you? It is almost a half hour to quitting time.” Up from the Ranks – The new supervisor –cont. “Aw, come on, John,” said one of the men, “you used to knock off a little early too when there was a ballgame. Anyway, we don’t work for you.” Unfortunately, both statements were true. John had on occasion, taken an early shower when he had had a date- and the men in the shower were not on his crew. But didn't he have some responsibility to the business? Should he report his friends to the supervisor? Should he try to counsel with the two workers? Or should he just ignore the entire incident? Good Management Skills • Be a leader, not a boss • Ask your workers to help plan what to do and how to do it. • Ask your workers for advice and help in getting the job done. • Let your workers help decide how to organize their work. Good Management Skills • Show confidence in your employees’ judgment by letting them make some of the decisions, but remember you are still responsible for the work they do. • Be sure that everyone knows the what, how, and when of every major task. • Get to know your workers; what they need what they can contribute. Good Management Skills • Build teamwork among all the persons in your business. • Teach and enforce health and safety rules and set a good personal example. • Keep accurate records and reports. • Try to be a teacher, a helper, and a leader not a tough boss or a lenient buddy. Good Management Skills • Do not allow your personal beliefs to interfere with your treatment of employees or your job decisions. • Do not interfere in the private lives of your employees. • Remember that your job is get work done through others. Up from the Ranks – The new supervisor. Here are the questions to answer: 1. Should he report his friends to the supervisor? 2. Should he try to counsel with the two workers? 3. Or should he just ignore the entire incident? Two Case Studies to Test Your Understanding • Go to Word File Case Studies • Go to Analysis form Case Study 1 “Reframing” Anger to Build Positive Relationships Case Study 2 “Going First” to Discover His Power and Influence Employee Rights Duties Duties • Rest, Food, Bathroom • Break Time within contract (Physiological Needs) • Safe working conditions • Keep work area safe for all • Paid-to earn a living wage Quality & Quantity of work • Collective Bargaining for a full days pay. • Freedom to speak • Proper speech, communicate • Socialization to build, teamwork keep to tasks. • No Discrimination –Civil Rights • Respect others • Benefits • Don’t take advantage of sick Days.