Tag: Workplace

Fratanization In the Workplace: A Family Affair

Some may be unfamiliar with the term but not with the act itself. Fraternization is a romantic or an overly friendly social social that may occur among employees or employers who work within the same organization. Fraternization may lead to many problems within an organization and outside an organization. Some organizations have fraternization policies and others do not. Although some organizations obtain fraternization policies there is a possibility that fraternization has occurred within that organization. Fraternizing with employees may also lead to some very unpleasant circumstances and unexpected results.

Employee fraternization may cause situations relative to unfavorable behaviors, such as claims of favoritism, tension, manipulation, and employee separateness. This could be damaging to individuals and to an organization. An organization should have a code of ethics but whether fraternization is included in a particular organization's code of ethics remains within the preference of that organization.

A code of ethics is a set of principles of conduct within an organization that guide decision making and behavior. "The code of ethics provides employees with guidelines or a pathway towards making ethical choices (Henry, 2010). It also establishes accountability and responsibility within their working environment (Henry, 2010). Codes of Ethics are very important in that it ensures efficient and effective action by public employees or private employees, maximizes public trust, removes unlawful discrimination and encourages behavior that displays fairness, loyalty, compassion, accountability, and respect towards co-workers and their clients (ASPA's Code of Ethics, 2006).

Remembering that ethical behavior provides a positive image for an organization and applying the appropriate behavior may save the company and employee's time and cost. Meaning the time it takes the company to recover from a relationship gone bad within the organization, its effects on other employees, and the cost of lawsuits that could possibly result from complaints by employees because of the behavior.

Administrators or managers that have a enforce ethical behavior, tend to manage organizations that have a fewer number of lawsuits, and because of a managers strong sense of ethics they are able to implement efficient and effective productivity improvements, than those organizations managed by administrators with a lesser sense of ethics and who as a result, pursue innovation but disregard accountability and responsiveness (Henry, 2010). It is very important that a Code of Ethics be established and enforced in order to create a productive, respectful, and highly reputable organization.

Incorporating fraternization policy within an organization's code of ethics I believe is entirely up to the organization, but one should weight the advantages and disadvantages during the decision making process.

References:

American Society of Public Administration. (2006). ASPAS 'Code of Ethics. Retrieved from http://asapnet.org/scriptcontnet/index_codeof ethics.com.

Henry, N. (2010). Public Administration and Public Affairs. New York, NY: Longman.



Source by Theresa Ricks

This article is brought to you by Kokula Krishna Hari Kunasekaran! Visit Website or Follow back at @kkkhari

Disability Education in an Inclusive Workplace

Creating an inclusive work environment is the best way to ensure both accessibility and productivity are fully realized in our dynamic business world. No two persons have the same problem solving processes, ideals, or passions, regardless of physical or mental ability. An inclusive environment accommodates workers of various ability levels, in turn providing a diverse assortment of individual talents and strengths that can be utilized to develop new ideas. The celebration and respect for diversity among coworkers are essential components in developing new ideas, and new ideas are the foundation for future growth across all industries.

At the heart of the inclusive workplace lie the management team and their ability to implement environmental supports to encourage an accepting and communicative company culture. Behavior, individual workers’ attitudes, and internal processes must be harnessed to support environmental inclusivity, as determined by the unique landscape of each institution or company. Managers serve a vital role in aligning themselves with the resulting vision while leading employees through the implementation of inclusive practices.

Managers must consider the uniqueness of each individual when designing a program to help employees of all physical and intellectual ability levels engage with one another. The following provides an outline for managers and disability program advisors to lead employees in respectful communication with coworkers with visual, aural, physical, and developmental disabilities, respectfully (i):

Communicating with Coworkers with Visual Impairments

• Identify yourself as well as anyone accompanying you

• Mention any previous interactions to help the employee remember prior engagements he or she may have had with you

• Name the individual with whom you are speaking when speaking to a group of coworkers

• If the conversation has ended, indicate you are moving to another location

• Courteously clear the area of obstacles

• If necessary, describe the environment to the coworker

• If offering to lead the coworker to another location, invite the coworker to take your arm

• If the coworker would rather walk independently, walk about a half step ahead and listen intently for instructions and questions

• Offer to read written information when appropriate

• Do not pet or play with guide dogs, if present, as it is distracting and inappropriate

Communicating with Coworkers with Aural Impairment

• Identify the language required if employing interpreter services

• Speak clearly and at a moderate pace that allows the interpreter to use sign language to relay the message to the coworker

• Allow the coworker time to communicate in return, through the interpreter

• Use written or clear nonverbal body language when communicating one on one

• To facilitate lip reading, face the coworker and keep hands and objects away from your face

• Face the coworker and speak in a clear and slow voice

• When possible, converse in a quiet environment and move to eliminate disruptive background noises

Communicating with Coworkers with Physical Impairments

• Facilitate movement via wheelchair, scooter, or other mobility aid by rearranging furniture in the room

• When standing in close proximity, do not lean or excessively touch another’s mobility device as it is considered personal space

• Always conscientiously consider what may or may not constitute accessible for those in wheelchairs and other mobility aids

• Do not push or move a coworker in his or her wheelchair unless asked to do so

Communicating with Coworkers with Developmental Disabilities

• Inclusion starts with a fundamental knowledge of the person, their background, and their general personality: Get to know the person so that you may include them

• Offer assistance when necessary

• Slowly and articulately repeat information when necessary

• Speak directly at the coworker

• Listen actively and intently

Managers, disability program advisors, and disability training consultants are charged with developing and clearly communicating policies that provide an unwavering framework for respectful employee diversification and interaction. Policies must first seek to maximize the range of talent and unique strengths among workers by hiring individuals of all abilities.

Essential to management’s creation of an inclusive workplace is their ability to provide diversity education for employees. Tantamount importance lies in management’s ability to foster an environment that encourages courteous and independent communication among persons of all physical and mental abilities. Several disability training resources and disability training DVDs highlight the importance of fostering an environment where all individuals, ranging from those with high intellectual capacities to persons with mental and physical disabilities, feel accepted, unified, and valued. Ongoing disability education is crucial in ensuring all members of the company or institution are up to speed on the nature of different disabilities, the availability of training resources, and evolving strategies for inclusion in the workplace.

Reference:

(i) Treasury Board of Canada Secretariat, http://www.tbs-sct.gc.ca/pubs_pol/hrpubs/tb_852/cwwed1-eng.asp



Source by Ellen Theresa

This article is brought to you by Kokula Krishna Hari Kunasekaran! Visit Website or Follow back at @kkkhari

Fratanization In the Workplace: A Family Affair

Some may be unfamiliar with the term but not with the act itself. Fraternization is a romantic or an overly friendly social social that may occur among employees or employers who work within the same organization. Fraternization may lead to many problems within an organization and outside an organization. Some organizations have fraternization policies and others do not. Although some organizations obtain fraternization policies there is a possibility that fraternization has occurred within that organization. Fraternizing with employees may also lead to some very unpleasant circumstances and unexpected results.

Employee fraternization may cause situations relative to unfavorable behaviors, such as claims of favoritism, tension, manipulation, and employee separateness. This could be damaging to individuals and to an organization. An organization should have a code of ethics but whether fraternization is included in a particular organization's code of ethics remains within the preference of that organization.

A code of ethics is a set of principles of conduct within an organization that guide decision making and behavior. "The code of ethics provides employees with guidelines or a pathway towards making ethical choices (Henry, 2010). It also establishes accountability and responsibility within their working environment (Henry, 2010). Codes of Ethics are very important in that it ensures efficient and effective action by public employees or private employees, maximizes public trust, removes unlawful discrimination and encourages behavior that displays fairness, loyalty, compassion, accountability, and respect towards co-workers and their clients (ASPA's Code of Ethics, 2006).

Remembering that ethical behavior provides a positive image for an organization and applying the appropriate behavior may save the company and employee's time and cost. Meaning the time it takes the company to recover from a relationship gone bad within the organization, its effects on other employees, and the cost of lawsuits that could possibly result from complaints by employees because of the behavior.

Administrators or managers that have a enforce ethical behavior, tend to manage organizations that have a fewer number of lawsuits, and because of a managers strong sense of ethics they are able to implement efficient and effective productivity improvements, than those organizations managed by administrators with a lesser sense of ethics and who as a result, pursue innovation but disregard accountability and responsiveness (Henry, 2010). It is very important that a Code of Ethics be established and enforced in order to create a productive, respectful, and highly reputable organization.

Incorporating fraternization policy within an organization's code of ethics I believe is entirely up to the organization, but one should weight the advantages and disadvantages during the decision making process.

References:

American Society of Public Administration. (2006). ASPAS 'Code of Ethics. Retrieved from http://asapnet.org/scriptcontnet/index_codeof ethics.com.

Henry, N. (2010). Public Administration and Public Affairs. New York, NY: Longman.



Source by Theresa Ricks

This article is brought to you by Kokula Krishna Hari Kunasekaran! Visit Website or Follow back at @kkkhari

Disability Education in an Inclusive Workplace

Creating an inclusive work environment is the best way to ensure both accessibility and productivity are fully realized in our dynamic business world. No two persons have the same problem solving processes, ideals, or passions, regardless of physical or mental ability. An inclusive environment accommodates workers of various ability levels, in turn providing a diverse assortment of individual talents and strengths that can be utilized to develop new ideas. The celebration and respect for diversity among coworkers are essential components in developing new ideas, and new ideas are the foundation for future growth across all industries.

At the heart of the inclusive workplace lie the management team and their ability to implement environmental supports to encourage an accepting and communicative company culture. Behavior, individual workers’ attitudes, and internal processes must be harnessed to support environmental inclusivity, as determined by the unique landscape of each institution or company. Managers serve a vital role in aligning themselves with the resulting vision while leading employees through the implementation of inclusive practices.

Managers must consider the uniqueness of each individual when designing a program to help employees of all physical and intellectual ability levels engage with one another. The following provides an outline for managers and disability program advisors to lead employees in respectful communication with coworkers with visual, aural, physical, and developmental disabilities, respectfully (i):

Communicating with Coworkers with Visual Impairments

• Identify yourself as well as anyone accompanying you

• Mention any previous interactions to help the employee remember prior engagements he or she may have had with you

• Name the individual with whom you are speaking when speaking to a group of coworkers

• If the conversation has ended, indicate you are moving to another location

• Courteously clear the area of obstacles

• If necessary, describe the environment to the coworker

• If offering to lead the coworker to another location, invite the coworker to take your arm

• If the coworker would rather walk independently, walk about a half step ahead and listen intently for instructions and questions

• Offer to read written information when appropriate

• Do not pet or play with guide dogs, if present, as it is distracting and inappropriate

Communicating with Coworkers with Aural Impairment

• Identify the language required if employing interpreter services

• Speak clearly and at a moderate pace that allows the interpreter to use sign language to relay the message to the coworker

• Allow the coworker time to communicate in return, through the interpreter

• Use written or clear nonverbal body language when communicating one on one

• To facilitate lip reading, face the coworker and keep hands and objects away from your face

• Face the coworker and speak in a clear and slow voice

• When possible, converse in a quiet environment and move to eliminate disruptive background noises

Communicating with Coworkers with Physical Impairments

• Facilitate movement via wheelchair, scooter, or other mobility aid by rearranging furniture in the room

• When standing in close proximity, do not lean or excessively touch another’s mobility device as it is considered personal space

• Always conscientiously consider what may or may not constitute accessible for those in wheelchairs and other mobility aids

• Do not push or move a coworker in his or her wheelchair unless asked to do so

Communicating with Coworkers with Developmental Disabilities

• Inclusion starts with a fundamental knowledge of the person, their background, and their general personality: Get to know the person so that you may include them

• Offer assistance when necessary

• Slowly and articulately repeat information when necessary

• Speak directly at the coworker

• Listen actively and intently

Managers, disability program advisors, and disability training consultants are charged with developing and clearly communicating policies that provide an unwavering framework for respectful employee diversification and interaction. Policies must first seek to maximize the range of talent and unique strengths among workers by hiring individuals of all abilities.

Essential to management’s creation of an inclusive workplace is their ability to provide diversity education for employees. Tantamount importance lies in management’s ability to foster an environment that encourages courteous and independent communication among persons of all physical and mental abilities. Several disability training resources and disability training DVDs highlight the importance of fostering an environment where all individuals, ranging from those with high intellectual capacities to persons with mental and physical disabilities, feel accepted, unified, and valued. Ongoing disability education is crucial in ensuring all members of the company or institution are up to speed on the nature of different disabilities, the availability of training resources, and evolving strategies for inclusion in the workplace.

Reference:

(i) Treasury Board of Canada Secretariat, http://www.tbs-sct.gc.ca/pubs_pol/hrpubs/tb_852/cwwed1-eng.asp



Source by Ellen Theresa

This article is brought to you by Kokula Krishna Hari Kunasekaran! Visit Website or Follow back at @kkkhari

Fratanization In the Workplace: A Family Affair

Some may be unfamiliar with the term but not with the act itself. Fraternization is a romantic or an overly friendly social involvement that may occur among employees or employers who work within the same organization. Fraternization may lead to many problems within an organization and outside an organization. Some organizations have fraternization policies and others do not. Although some organizations obtain fraternization policies there is a possibility that fraternization has occurred within that organization. Fraternizing with employees may also lead to some very unpleasant circumstances and unexpected outcomes.

Employee fraternization may cause situations relative to unfavorable behaviors, such as claims of favoritism, tension, manipulation, and employee separateness. This could be damaging to individuals and to an organization. An organization should have a code of ethics but whether fraternization is included in a particular organization’s code of ethics remains within the preference of that organization.

A code of ethics is a set of principles of conduct within an organization that guide decision making and behavior”. The code of ethics provides employees with guidelines or a pathway towards making ethical choices (Henry, 2010). It also establishes accountability and responsibility within their working environment (Henry, 2010). Codes of Ethics are very important in that it ensures efficient and effective action by public employees or private employees, maximizes public trust, removes unlawful discrimination and encourages behavior that displays fairness, loyalty, compassion, accountability, and respect towards co-workers and their clients (ASPA’s Code of Ethics, 2006).

Remembering that ethical behavior provides a positive image for an organization and applying the appropriate behavior may save the company and employee’s time and cost. Meaning the time it takes the company to recover from a relationship gone bad within the organization, its effects on other employees, and the cost of lawsuits that could possibly result from complaints by employees because of the behavior.

Administrators or managers that have a enforce ethical behavior, tend to manage organizations that have a fewer number of lawsuits, and because of a managers strong sense of ethics they are able to implement efficient and effective productivity improvements, than those organizations managed by administrators with a lesser sense of ethics and who as a result, pursue innovation but disregard accountability and responsiveness (Henry, 2010). It is very important that a Code of Ethics be established and enforced in order to create a productive, respectful, and highly reputable organization.

Incorporating fraternization policy within an organization’s code of ethics I believe is entirely up to the organization, but one should weight the advantages and disadvantages during the decision making process.

References:

American Society of Public Administration. (2006). ASPAS’ Code of Ethics. Retrieved from http://asapnet.org/scriptcontnet/index_codeof ethics.com.

Henry, N. (2010). Public Administration and Public Affairs. New York, NY: Longman.



Source by Theresa Ricks

This article is brought to you by Kokula Krishna Hari Kunasekaran! Visit Website or Follow back at @kkkhari