LINK650 Case

Like any working system, some things can slip right through the cracks. The major problem within the

Karen could not identify potential risks, she heard about problems and a task force member told her of problems but she did not do anything about it or try to put measures in place to rectify the problems. After four months she asked in a meeting what the problems were, she could not identify it herself.

Unlike aggressive, violent, and abusive workplaces, where the intent to cause harm is apparent, incivility takes on more ambiguous forms, where the perceptions of the instigator, target, and observer(s), must factor together to determine intent (Andersson, 1999). General incivility, as a primary precursor to a toxic workplace, can be described as rude behavior, or a disregard for others within the organization, stemming from a lack of recognition, or ignorance, of co-workers emotions and values, often taking form in deviance as a protest of dissatisfaction (Kelloway, 2010), and leads to a downward spiral of malcontent. Pearson classifies Incivility as “Low-intensity deviant behavior with ambiguous intent to harm” stemming from “Anti-social behavior in violation of workplace norms for mutual respect”.Despite the intent, or lack thereof, the effects of incivility in the workplace are strictly damaging, and as such, must be addressed before spiraling out of control. Examples of workplace incivility include ignoring advice and belittling ideas, lack of active listening, taking credit for shared work and public criticism or insults (Johnson, 2001). Even negative

Presented an in-depth analysis of the facts of the case rather than a superficial viewpoint

Give examples of how the Behaviour and actions of individuals could affect others within the workplace.

Assume you are an M-Global field engineer working at the construction site of a nuclear power plant in Jentsen, Missouri. For the past three weeks, your job has been to observe the construction of a water-cooling tower, a large cylindrical structure. As consultants to the plant’s construction firm, you and your M-Global crew were hired to make sure that work proceeds properly and on schedule. As the field engineer, you are supposed to report any problems in writing to your project manager, John Raines, back at your St. Louis office. Then he will contact the construction firm’s office, if necessary.

Ms. Wood replied to Mr. Barker “How would you know what the problem is…Our department always has to take blame for other departments’ errors?” The first main problem that Datasil Inc. faced was that there was a gap between what managers wanted and the situations that the managers of the organization were facing. This occurred because firstly managers were

In the beginning, I feel that we did not have enough direction on what we were supposed to do or how to do it, given our lack of experience with labor relations. However, as the weeks went on and through communication and asking questions and research on our own, I think we all started to learn the process and

After reviewing serval sources related to this case, it is clear that this was an ongoing issue for many years and the scope may extend into the 1970’s if new allegations are corroborated.

A service company that was contracted by Air Jamaica to handle baggage and cargo for the airline, the owners of this company were transactional, they didn’t believe in empowering workers, as a matter of fact they made it quite clear that it as there way or the high way, and they would regularly fire whole shifts and teams of workers, to get rid of one trouble maker, the message became clearly emblazoned in my mind do not rock the boat, don’t speak out in meetings especially when they ask for your opinion.

During construction, there were several inappropriate risks taken. For example, time was not invested into accurately drawing engineering plans that accommodated the King’s requests to increase the size of the keel and number of guns. Additionally, when the principal

they were being forced, have a smoother system going, and making sure nothing was to go wrong.

Operators were also responsible for the failure of the auxiliary feedwater pumps, as a test of the “twelves” valves two days before the incident led to them remaining closed until the incident itself, a clear violation of regulations set in place by the NRC. When asked about it post-incident, an operator claimed it was very easy to forget to reopen the valves after a test, whether you just plain forgot or you were relieved at the end of your shift before you could do it.4 Again, this ties to the unbelievable lack of education and micromanagement that was present in a typical operator. Yet another time, the issues tie back to the carelessness of the NRC in preparing its operators for the job.

* Unions. The unions are somewhat of a weakness if they continue to ignore the people that keep them running smoothly. I foresee an uproar if the “suits” get another set of bonuses, when it is the crew that makes the equipment safe to fly.

The Deepwater Horizon was one of the largest offshore oil-drilling rigs in the world. During its more than nine years of service, all of which were under lease to the British Petroleum Company, numerous inspections were conducted by the federal Minerals Management Service (MMS). The exact number of inspection cannot be verified due to lack of proper recordkeeping and supporting documentation. The number of inspections has varied between eighty-three and eighty-eight, with as many as forty-eight being conducted since January, 2005. (Kunzelman & Burke, 2010). One of the safety violations documented during an inspection was on the blowout valve that failed causing the fireball that ignited the drilling platform. The question arises as to