Ational Survey of the Perceptions of Selected School Board...

1 Chapter 1 NATIONAL SURVEY OF THE PERCEPTIONS OF SELECTED SCHOOL BOARD MEMBERS REGARDING THE QUALITY AND CONDITION, MAINTENANCE, AND IMPROVEMENT AND RENOVATION OF EXISTING PUBLIC SCHOOL FACILITIES Introduction The quality and condition of existing public school facilities have been a topic of growing concern among educators across the country. Each year, the cost of maintenance, and improvement and renovation needed to maintain public schools continues to increase (Earthman, 1994). National studies conducted during the last fifteen years clearly indicate rising costs. In 1983, a random survey of school administrators in thirty-three states and the District of Columbia was undertaken by the American Association of School†¦show more content†¦School board members are responsible for policy and budget decisions that determine the level of support for facility maintenance, and improvement and renovation. Their decisions clearly affect the quality and condition of the schools in their districts. These decisions are made in conjunction with competing demands for limited fiscal resources needed to address all school issues. School board members are instrumental in maintaining the quality and condition of the public schools in a responsible and timely manner. Grover, State Superintendent of Wisconsin, said it this way (EWA, 1989): The state has been spending more money to provide safe housing for its 5,600 prisoners than it has for its 760,000 school children. We build golf courses and jails by fiat, but we put our children in storefronts and church basements. . . . That says a lot about what’s wrong with America. (p. 2) Ambach, Executive Director of The Council of Chief State School Officers, was quoted in the Schoolhouse In The Red study (AASA, 1992): If national goals for student performance are to be met, our students must have learning environments that support high productivity. Investments in high-tech plants and overcoming the neglect of maintenance is essential for a 21st century opportunity to learn for every student in America. (p.7) Finally, an interview in the February 1997 American School and University Journal included comments from Hawkins,

Occupational Health And Safety Management System - 2095 Words

Introduction Despite undeniable efforts investing in safety and health within the workplace, occupational accidents continue to account for injuries and deaths every year (Cadieux et al, 2006). In Quebec alone in the year of 2004, 176 deaths and 128,104 occupational injuries were registered by the National OHS board (Cadieux et al, 2006). In order to improve these rates worldwide, Occupational Health and Safety Management systems are developed and implemented in the workplace. An Occupational Health and Safety Management System (OHSMS) is a planned, documented and verifiable method of managing workplace hazards and their associated risks (Pillay, 2016). An OHSMS provides a structure that allows an organisation to identify and control health and safety risks within the organisation. The implementation of such structures promotes a safe and healthy working environment which, in turn, will reduce the potential for accidents in the workplace whilst aiding legislative compliance and improving the overall performance of the organisation. Comparing and contrasting OHSMSs through the analysis of available literature allows one to determine the most appropriate management system for their organisation. The objective of this analysis is to; †¢ Summarise the literature on Occupational Health and Safety Management Systems OHSAS 18001 and AZ/NZS 4801. †¢ Compare and critically analyse the two Occupational Health and Safety Management systems OHSAS 18001 and AS/NZS 4801 and subsequently;Show MoreRelatedOil and Gas Ohs1703 Words   |  7 PagesSAFETY AND HEALTH MANAGEMENT SYSTEM IN OIL AND GAS INDUSTRY Author : Subhrajit Bose Managing Partner / Lead Architect Sustainability – NextLink Solutions 3 2 1 Introduction: Safety and health management is one of the vital constituents of Oil and Gas industry activities because most of the operational conditions, chemicals and end products (hydrocarbons and other compounds) associated with Oil and Gas production are well known to pose serious safety and health threats to the workersRead MoreFuture Impact Of Iso 45001- Health And Safety Management System On Workplace1674 Words   |  7 PagesImpact of ISO 45001- health and safety management system on workplace Sai pavan Enuguru 18-11-2016 Prof: Gabrial j grant Keywords: 1. Articles on ISO 45001 2. EIU Booth library 3. ISO 45001 Wikipedia 4. Research papers on ISO 45001 5. Information for ISO 45001 Abstract: ISO 45001 is a New International Standard for Occupational Health and Safety Management Systems. This research paperRead MoreOccupational Safety And Health Management1379 Words   |  6 PagesOHSAS 18001: Occupational safety and health management OHSAS 18001 is a standard from the national group of standards that defines the requirements that are of relation to the system of safety management and occupational health. The standard exists to ensure that all kinds of organizations demonstrate a safe and healthy performance. 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The Act deals with the rights and responsibilities of work parties, and provides services to assist organizations in maintaining health standardsRead MoreSafety, Health, And Environment1569 Words   |  7 Pages School of Environment Life Sciences Safety, Health and Environment MSc RISK: PERCEPTION AND MANAGEMENT Formative Assessment Exercise Submitted By: Matthew Kojo Aggrey @ 00390878 Module leader Dr Priya Mondal 2015 Table of Contents Glossary of Acronyms 2 1 Introduction: .3 2 Risk-based approach: 3 3 Conclusion: 6 4 Reference: 7 GlossaryRead MoreSafety And Occupational Health Programs Essay906 Words   |  4 Pagesadvisor to the Garrison Commander at all levels of management regarding current and proposed safety and occupational health programs. Manage the installation occupational safety and health programs, including training, planning, assisting customers with safety and health issues, concerns, evaluations, and maintain records on the annual inspection program. Inspect operations for hazards, and serves as the liaison for occupational safety and health investigations in accordance with FECA (Federal EmploymentRead MoreA Short Note On Health And Safety Of The Practice1345 Words   |  6 PagesAssessment 3 Written Activity. Develop, monitor and enhance safety of the practice WHS POLICY PROCEDURE BRIEF STATEMENT ABOUT BUSINESS AND WHS PROCEDURES Business type- Design Oce at Rhythm This is a large oce space, with 5 desks and 5 desk tpo computers. There are clothign hanginf racks, coat hangers, fabric boxes and the regular oce stationary and equpitment. The oce has windows- none open. There is an airconditioning machine for cooling and heating. There is a stair case which gives accessRead MoreA Report On International Labor Organization1041 Words   |  5 Pagesit. The above definition is not clear. Does it deal with management materials or workers? (Nilson, 2000) has argued about this issue. There is no Specific points between OHS activities, management, and OHSM systems. OHSMS is not rarely understood. It works in between two lines the evaluations and improvements continuously. (Lynda S. Robson, 2007). The value of a risk: Risk assessment is taken most improvement in occupational safety and health especially Risk identification. In addition, the relationshipRead MoreOccupational Health And Safety Legislation1430 Words   |  6 PagesOccupational health and safety legislation Provinces, territories and the federal jurisdiction have occupational health and safety legislation which is based on the theory of combined responsibility which workers and employees share in order to maintain a hazard-free work environment and to improve the safety and health of workers in an organization (Dessler et al., 2011). The occupational health and safety regulation is one of the regulations under workers compensation act which comprises of legalRead MoreWhy Do Employers Operate Disability Management Programs1415 Words   |  6 PagesEmployers operate disability management programs because it gives them a structured way to manage workplace costs associated with workplace illness and injury. Costs can be controlled through maintaining skilled workers and limiting absences to maintain a productive workforce. The program is also thought to â€Å"prevent workplace injury and illness and to accommodate workers in a manner that facilitates early and safe return to work.† (Management of Occupational Health and Safety, 2011, 329) I also feel

Deception Point Page 79 Free Essays

Silent black helicopters. The conspiracy theorists were going nuts over these. Some claimed the invasion of silent black helicopters was proof of â€Å"New World Order storm troopers† under the authority of the United Nations. We will write a custom essay sample on Deception Point Page 79 or any similar topic only for you Order Now Others claimed the choppers were silent alien probes. Still others who saw the Kiowas in tight formation at night were deceived into thinking they were looking at fixed running lights on a much larger craft-a single flying saucer that was apparently capable of vertical flight. Wrong again. But the military loved the diversion. During a recent covert mission, Delta-One had flown a Kiowa armed with the most secretive new U.S. military technology-an ingenious holographic weapon nicknamed S M. Despite conjuring associations with sadomasochism, S M stood for â€Å"smoke and mirrors†-holographic images â€Å"projected† into the sky over enemy territory. The Kiowa had used S M technology to project holograms of U.S. aircraft over an enemy anti-aircraft installation. The panicked anti-aircraft gunners fired maniacally at the circling ghosts. When all of their ammunition was gone, the United States sent in the real thing. As Delta-One and his men lifted off the runway, Delta-One could still hear the words of his controller. You have another mark. It seemed an egregious under-statement considering their new target’s identity. Delta-One reminded himself, however, that it was not his place to question. His team had been given an order, and they would carry it out in the exact method instructed-as shocking as that method was. I hope to hell the controller is certain this is the right move. As the Kiowa lifted off the runway, Delta-One headed southwest. He had seen the FDR Memorial twice, but tonight would be his first time from the air. 93 â€Å"This meteorite was originally discovered by a Canadian geologist?† Gabrielle Ashe stared in astonishment at the young programmer, Chris Harper. â€Å"And this Canadian is now dead?† Harper gave a grim nod. â€Å"How long have you known this?† she demanded. â€Å"A couple of weeks. After the administrator and Marjorie Tench forced me to perjure myself in the press conference, they knew I couldn’t go back on my word. They told me the truth about how the meteorite was really discovered.† PODS is not responsible for finding the meteorite! Gabrielle had no idea where all of this information would lead, but clearly it was scandalous. Bad news for Tench. Great news for the senator. â€Å"As I mentioned,† Harper said, looking somber now, â€Å"the true way the meteorite was discovered was through an intercepted radio transmission. Are you familiar with a program called INSPIRE? The Interactive NASA Space Physics Ionosphere Radio Experiment.† Gabrielle had heard of it only vaguely. â€Å"Essentially,† Harper said, â€Å"it’s a series of very low frequency radio receivers near the North Pole that listen to the sounds of the earth-plasma wave emissions from the northern lights, broadband pulses from lightning storms, that sort of thing.† â€Å"Okay.† â€Å"A few weeks ago, one of INSPIRE’s radio receivers picked up a stray transmission from Ellesmere Island. A Canadian geologist was calling for help at an exceptionally low frequency.† Harper paused. â€Å"In fact, the frequency was so low that nobody other than NASA’s VLF receivers could possibly have heard it. We assumed the Canadian was long-waving.† â€Å"I’m sorry?† â€Å"Broadcasting at the lowest possible frequency to get maximum distance on his transmission. He was in the middle of nowhere, remember; a standard frequency transmission probably would not have made it far enough to be heard.† â€Å"What did his message say?† â€Å"The transmission was short. The Canadian said he had been out doing ice soundings on the Milne Ice Shelf, had detected an ultradense anomaly buried in the ice, suspected it was a giant meteorite, and while taking measurements had become trapped in a storm. He gave his coordinates, asked for rescue from the storm, and signed off. The NASA listening post sent a plane from Thule to rescue him. They searched for hours and finally discovered him, miles off course, dead at the bottom of a crevasse with his sled and dogs. Apparently he tried to outrun the storm, got blinded, went off course, and fell into a crevasse.† Gabrielle considered the information, intrigued. â€Å"So suddenly NASA knew about a meteorite that nobody else knew about?† â€Å"Exactly. And ironically, if my software had been working properly, the PODS satellite would have spotted that same meteorite-a week before the Canadian did.† The coincidence gave Gabrielle pause. â€Å"A meteorite buried for three hundred years was almost discovered twice in the same week?† â€Å"I know. A little bizarre, but science can be like that. Feast or famine. The point is that the administrator felt like the meteorite should have been our discovery anyway-if I had done my job correctly. He told me that because the Canadian was dead, nobody would be the wiser if I simply redirected PODS to the coordinates the Canadian had transmitted in his SOS. Then I could pretend to discover the meteorite from scratch, and we could salvage some respect from an embarrassing failure.† â€Å"And that’s what you did.† â€Å"As I said, I had no choice. I had let down the mission.† He paused. â€Å"Tonight, though, when I heard the President’s press conference and found out the meteorite I’d pretended to discover contained fossils†¦ â€Å" â€Å"You were stunned.† â€Å"Bloody well floored, I’d say!† â€Å"Do you think the administrator knew the meteorite contained fossils before he asked you to pretend PODS found it?† â€Å"I can’t imagine how. That meteorite was buried and untouched until the first NASA team got there. My best guess is that NASA had no idea what they’d really found until they got a team up there to drill cores and x-ray. They asked me to lie about PODS, thinking they’d have a moderate victory with a big meteorite. Then when they got there, they realized just how big a find it really was.† Gabrielle’s breath was shallow with excitement. â€Å"Dr. Harper, will you testify that NASA and the White House forced you to lie about the PODS software?† â€Å"I don’t know.† Harper looked frightened. â€Å"I can’t imagine what kind of damage that would do to the agency†¦ to this discovery.† â€Å"Dr. Harper, you and I both know this meteorite remains a wonderful discovery, regardless of how it came about. The point here is that you lied to the American people. They have a right to know that PODS is not everything NASA says it is.† â€Å"I don’t know. I despise the administrator, but my coworkers†¦ they are good people.† â€Å"And they deserve to know they are being deceived.† â€Å"And this evidence against me of embezzlement?† â€Å"You can erase that from your mind,† Gabrielle said, having almost forgotten her con. â€Å"I will tell the senator you know nothing of the embezzlement. It is simply a frame job-insurance set up by the administrator to keep you quiet about PODS.† â€Å"Can the senator protect me?† â€Å"Fully. You’ve done nothing wrong. You were simply following orders. Besides, with the information you’ve just given me about this Canadian geologist, I can’t imagine the senator will even need to raise the issue of embezzlement at all. We can focus entirely on NASA’s misinformation regarding PODS and the meteorite. Once the senator breaks the information about the Canadian, the administrator won’t be able to risk trying to discredit you with lies.† Harper still looked worried. He fell silent, somber as he pondered his options. Gabrielle gave him a moment. She’d realized earlier that there was another troubling coincidence to this story. She wasn’t going to mention it, but she could see Dr. Harper needed a final push. How to cite Deception Point Page 79, Essay examples

Proscis ADKAR Change Management Methodology - Free Solution

Question: Discuss a depth review of Prosci's ADKAR change management methodology? Answer: Introduction Change management speaks to a huge and quickly developing discipline that is as a rule progressively conveyed on a worldwide scale by a wide range of associations. It alludes to an organized methodology that encourages the reception of progress by groups and people inside an association (Pugh and Mayle, 2009). The methodology of how associations change draws on numerous orders from psychology and behavioural science to building and frameworks considering. The basic guideline is that change does not happen in detachment. It affects the entire association and every individual connected with it (Greener and Hughes, 2006). This report highlights the ADKAR change model and compares it with other change model to make the reader understand the effectiveness of using ADKAR model in the organization. Overview of Adkar Model In order to manage the change in the organization, an organization should begin with seeing how to oversee change with a solitary individual. Among the instruments accessible to drive individual change, the ADKAR model grew by Prosci, the world pioneer in change administration research and substance creation, is regularly utilized (Hiatt, 2006). The acronym of ADKAR is Awareness, Desire, Knowledge, Ability, and Reinforcement. On a fundamental level, to roll out an improvement effectively an individual needs (Shepherd et al., 2014): Consciousness of the requirement for change Longing to partake and bolster the change Learning on the best way to change Capacity to execute obliged abilities and practices Fortification to manage the change ADKAR depicts fruitful change at the individual level and blueprints the objectives or results of effective change. It is a compelling instrument for arranging change administration exercises, diagnosing holes, creating remedial activity, what's more, supporting administrators and managers (Thorne, 2004). Comparision With Other Models There are various model of change management. However, here only 3 models will be discussed: Models Description Lewis 3 stage According to this change model, the change process involves making the recognition that a change is required, then moving toward the new, wanted level of conduct lastly, hardening that new conduct as the standard. This model involves 3 stages: 1) Unfreeze- this stage is about preparing the association to acknowledge the necessary change 2)Change- where individuals start to determine their instability and search for better approaches to do things 3)Refreeze- This means verifying that the progressions are utilized constantly; and that they are joined into daily business. Kotters 8 step change model This model of change is a more fundamental orderly way to deal with change process. But this change model needs leaders who are viable at "offering". The pioneers must persuade the representatives to "purchase in" to the new changes. The eight stages included in this model incorporate 1) making a feeling of desperation, A feeling that change must happen for the protection of each of the, 2) Creating a coalition. This implies making a gathering or group that is effective and sufficiently successful at driving and urging others to take after, 3) Developing Vision- So, create objectives and the steps expected to attain to the deciding result, the "vision", 4) Communication. This is a solid point in this model as the correspondence needs to guarantee that all workers comprehend the explanation behind the progressions and also the final results, 5) Empowerment. This step additionally obliges the utilization of viable correspondence as the workers need to be engaged, 7) Never surrender and 8) Incorporate change into the culture of the organization (Goncalves, 2007) Action Research model According to this change model, there is a need of testing the method of change along with the attitude and behaviour. Therefore, the change process should first identify the problem, then consult with the expert, gather data, give feedback to the client, OD expert need to diagnose the issue, make a plan, take action, again take feedback and make necessary changes if required (Pryor et al., 2008). Importance Of Adkar Model In Training ADKAR model of change is based on goal-orientation that permits groups of change management to center their exercises on particular business results (Change Management Coach, 2015). The model was at first utilized as an apparatus for figuring out whether activities like training and communication in change management process were having the desired outcome during the organizational change. The ADKAR Change Management Model helps the association to execute change successfully by giving proper and accurate information-sharing objective for every stage (Boca, 2013). Elements of ADKAR Success Factors Awareness for change Helps to understand the present state of mind of a person How the problems encountered perceived by the individual Helps to understand the contestability of the reasons behind change (Hiatt and Creasey, 2003) Desire to participate and support the change This elements helps to understand the change and its impact on the individual The context of change in terms of organization and environment Identify every situation of different person involved in the change process individually Understanding the motivation factors that are specific to the individuals (Gray, 2012) Knowledge of change management The present knowledge of persons needs The ability of the individuals to gain the extra knowledge The availability of the resources for training and education Having access to the existing knowledge base (Gray, 2012) Ability to execute the needed behaviour and skills Intellectual ability Physical Capabilities Psychosomatic blocks Availability of the time for developing skills Availability of the resources for supporting new abilities Reinforcement to continue change The level to which reinforcement is important and particular to the individual affected by change The relationship of the fortification with the genuine showed progress or achievement The deficiency of negative consequences A responsibility framework that makes a progressing system to strengthen the change (Erskine, 2013) This model of change is a holistic approach in training the individuals because it is a simple to-utilize, methodology driven model managers apply to employees and groups to recognize and evacuate boundaries, moderate resistance and furnish individuals with the information and capacities to make the move effectively. The advantage of using this ADKAR model over other models is that it works its path upwards from the level of individual, guaranteeing that every individual prepares for the change finely and makes the move. This model measures the viability of progress at the every level of an individual, permitting the manager of the organization to oversee imperviousness to change in a vastly improved manner contrasted with other models. ADKAR leaves bit to the supervisor to work collaborative with the individual and provide training to the individuals, guiding them, or attempt whatever other mediation while it prompts the desired outcomes. The ADKAR model additionally discovers use as an analytic instrument. It permits separating the change into parts, to distinguish the particular methodologies that separate, and take different solutions. This frequently helps in distinguishing the underlying driver of the issue (Hiatt, 2006). Conclusion In conclusion, the report have effective discussed the ADKAR model and also compared with three different model to understand the importance and effect of ADKAR model. It can be said that ADKAR model is modern and effective to implement changes in the organization. This change model compared to other change management models provides proper checklist to the managers to manage the change. It summarizes the change process steps by step. Thus, this model of change is more of action-oriented and simple to implement. Compared to other models, ADKAR model mainly emphasizes on the effective authoritative change happens just when every individual has the capacity move successfully. The model coordinates different activities of change management. It's centered not on tasks instead on results. The other change models portray what needs to be done - this model portrays the outcomes. The ADKAR model serves to gauge the viability of the change process. This model acts as a tool for the manager to measure the level of individual, identify the gap and construct right actions. References Boca, G. (2013). ADKAR MODEL VS. QUALITY MANAGEMENT CHANGE. Risk in Contemporary Economy, (1), pp.246 - 253. Change Management Coach, (2015). ADKAR Model Of Change. [online] Available at: https://www.change-management-coach.com/adkar.html [Accessed 20 Apr. 2015]. Erskine, P. (2013). ITIL and Organizational Change. Ely: IT Governance Publishing. Goncalves, M. (2007). Change management. New York: ASME Press. Gray, W. (2012). Business Change - The Roles of Change Agents and Subject Matter Experts in Organization Change - And Much More - 101 World Class Expert Facts. Emereo Publishing. Greener, T. and Hughes, M. (2006). Managing change before change management. Strat. Change, 15(4), pp.205-212. Hiatt, J. (2006). ADKAR. Loveland, Colorado: Prosci Learning Center Publications. Hiatt, J. and Creasey, T. (2003). Change management. Loveland, Colo.: Prosci Research. Pryor, M., Taneja, S., Humphreys, J., Anderson, D. and Singleton, L. (2008). CHALLENGES FACING CHANGE MANAGEMENT THEORIES AND RESEARCH. Delhi Business Review, 9(1). Pugh, D. and Mayle, D. (2009). Change management. Los Angeles: SAGE. Shepherd, M., Harris, M., Chung, H. and Himes, E. (2014). Using the Awareness, Desire, Knowledge, Ability, Reinforcement Model to build a shared governance culture. Journal of Nursing Education and Practice, 4(6). Thorne, K. (2004). Coaching for change. London: Kogan Page.