Stress @ Work

Everyone experiences some degree of Stress at work, and a degree of positive pressure can help improve performance and productivity. But in a recent report,1 the leading mental health charity, Mind, warned that excessive levels or prolonged periods of stress can have adverse effects resulting in both physical and mental illness.

The report lists a number of disturbing facts about stress in the workplace:

1. More than 5 million people complain of extreme stress in their jobs, putting them at risk of a breakdown.

2. In a recent Health and safety Executive (HSE) report on work-related stress, 20% of those questioned reported that their work was "very stressful" or "extremely stressful".2

3. Nearly 10% of the UK's gross national product (GNP) is lost each year due to work-related stress.

4. Stress is the highest cause of absenteeism from work among non-manual employees.

5. An estimated 12.8 million working days were lost in Britain in 2003/4 as a result of work-related stress.3

The report identified a number of factors that can increase stress at work, including:

1. poor working conditions (e.g. long hours, travel, noises, smells, work overload and work underload)

2. a lack of a clear role in the company (e.g. ill-defined expectations, conflicting priorities and responsibility for others)

3. poor relationships at work (e.g. low levels of trust and lack of support).

At the end of 2004, the HSE launched a new guide for managers, aimed at preventing stress in the workplace.4 The guide identified 12 management standards, providing a step-by-step approach to tackling the different causes of stress in the workplace, together with advice on identifying those at risk from stress and on how to prevent problems occurring.

The Mind report supports these standards, recommending that all organisations should have a stress prevention policy that lays down the way the organisation deals with stress issues.

The reports' key recommendations to reduce/prevent stress at work include the following:

1. Employees should have genuine control over their work and be allowed an appropriate degree of self-management of workload.

2. Roles, responsibilities and expectations should be fully defined.

3. Employees should have a role in planning and decision making.

4. The physical workplace environment should be of a high standard, including natural light where possible, good ventilation, and good health and safety practices.

5. Employees should be actively discouraged from working excessively long hours.

For those who have been made ill through stress at work, the report recommends that:

1. on-the-job support and mentoring schemes should be provided.

2. flexible hours should be introduced to take account of regular GP/hospital visits.

3. those who have had to take time off after illness should be allowed to return to work gradually.

4. positions should be kept open during sickness absence.

The HSE report states that employers now have a duty in law to ensure that their employees do not suffer from stress-related illness. Employers who do not take work-related stress seriously may therefore leave themselves open to compensation claims from employees who have suffered ill health from work-related stress.

References

1. Stress and Mental Health in the Workplace. http://www.mind.org.uk

2. The Scale of Occupational Stress: The Bristol Stress and Health at Work Study. HSE Contract Research Report 265, HSE Books (2000).

3. Health and Safety Executive (2004). Health and Safety Statistics Highlights 2003/04. Available at www.hse.gov.uk/statistics/overpic.htm.

4. Tackling Work-Related Stress: A Managers' Guide To Improving And Maintaining Employee Health And Well-Being hse.gov.uk/stress/information.htm

For more information on stress at work and essential oils, visit the websites Stress at work and aromatherapy at work pages: www.aromatherapy-stress-relief.com/stress_atwork.html

Try Aromatherapy and inhale away the stress of your day!

Copyright © 2005 Gillian Hale (CUS Busting Ltd)

A Fire Safety Escape Plan Tells Everyone What To Do If Your Home Catches On Fire.

In 2004, the 410 thousand residential fires in America caused more than 14 thousand injuries and 3 thousand deaths, according to the U.S. Fire Administration (USFA). You can prevent fire-related deaths and injuries, and even most residential fires by being knowledgeable about fire safety. Ensure your and your family's safety by creating an escape plan, teaching children fire safety and fire-proofing your home.

Fire Safety Escape Plan

A fire safety escape plan tells everyone what to do if your home catches on fire. Your family needs to discuss fire safety issues, and design an escape plan for your home. The escape plan needs to inform everyone in your family of the two safest routes out of each room in your house and where to meet once outside.

When discussing fire safety issues with your family, it is also a good idea to talk about each person's responsibilities in the case of a fire, such as who helps whom out of the house. Be sure to explain to each family member to crawl to a safe exit; don't stop to save anything, and, if possible, to alert others by yelling "FIRE!" or beating on doors as they crawl by.

Fire Safety and Kids

Fire safety and education begins with children. Tragically, children cause over thousands of residential fires each year, the majority stemming from children playing with matches. You need to teach your children to obey the following fire safety rules: Never play with matches or lighters, always have an adult help you when cooking, never touch gasoline or any other flammable liquids.

Always STOP, DROP, AND ROLL! If you or your clothes catch on fire. Never place anything into an electrical outlet and always get help from an adult if something catches on fire.

Your children are the most important people in your life, so educate them about fire safety and prevention.

Fire Safety and Your Home

Electrical fires are the most common type of residential fires in America. The following fire safety tips lower the probability of residential electrical fires: Don't overload outlets or piggy-back extension cords, Keep all combustible items, such as hairspray and household cleaners, away from all heaters, Check all electrical tools and appliances for frayed or cracked cords, Purchase electrical appliances that meet the Underwriter's Laboratory's (UL) safety requirements and Keep children away from electrical appliances, such as heaters and irons.

Electric stoves, ovens, stereos, heaters, and clothes dryers are responsible for the majority residential electrical fires. Follow all manufacturers' instructions, and use all appliances carefully and responsibly. Sometimes, no matter the precautionary fire safety steps you take, an electrical fire can still occur. If this happens, knowing the proper fire safety procedure is invaluable in keeping your home safe. Shut off burning appliances by unplugging the cord, Put out small fires with your home fire extinguisher, Do not put water on electrical fires, Get everyone out of the house and Do not try to handle large fires by yourself; call 911, report the fire, and tell them it is an electrical fire.

Educating yourself and your family on fire safety helps to lower your chances of a residential fire and gives you the knowledge of what to do in the case of a fire.

Relevance of trade unions in UK today

Introduction

The United Kingdom has long been treated as the home of trade unions over the past century. This began as far back as the nineteenth Century during the Industrial age. At that that time, there was a need to fight for workers rights and to bring fair play in various industrial sectors. However, with the rapid advancement of information technology, greater employee education and better human resource policies, many groups are beginning to re-examine the role or relevance of trade unions in the region today. The paper shall look at this matter in greater detail and recommendations made about their role today.



How trade unions have maintained their relevance

While trade unions have ceased being as aggressive as they were in the past, some of them still manage to carry out their mandate today. For instance, during collective bargaining, trade unions are quite useful to respective employees because of the fact that they act as a go between the employee and the employer. A union representative is supposed to be present whenever there is need for collective bargaining. In other words, trade unions and employers are bound by collective agreements which ensure that the needs of respective employees are adequately met.



It should also be noted that there are some trade unions within the UK that have been very active in promoting workers' rights. One such example is REACH. (Wadsworth, 2007) This Trade Union largely focuses on the protection of worker's rights when dealing with hazardous substances or chemicals. Through the efforts of such an organisation, it can be seen that trade unions are still needed in the workplace. (Low Pay Commission, 2007)



Trade Unions are still relevant in the UK because the latter country interacts with so many others in the world, since these countries have different labour laws, it is necessary to ensure that employee rights are not infringed by those respective individuals. For example, the TUC was very active in fighting against the UK based Primark t-shirt manufacturer. According to the TUC, Primark was sourcing their raw materials from Bangladesh where their supplier was employing sweatshop labour. Through the activities of this trade union, Primark ceased working with that particular supplier thus protecting employees' rights. (Kent, 2007)



How Trade Unions have lost their relevance

Trade Unions in Britain were quiet useful in the nineteenth Century because at that time, industries were just coming up. There was a need to set up standards in the workplace because the economy had not yet been exposed to such a kind of arrangement. Issues such as establishment of safety rules, fair working hours, and fair wages were top on their agenda because most employers were still curving out trends and patterns. Trade Unions were the voices that ensured worker's rights were duly protected. This is actually the reason why a trade union may defined as an association of workers that is centred on the need to protect worker's rights. Issues such as fair wage were all part of the endeavour to protect their rights. (Bain, P. & Taylor, 2008)



It should also be noted that during those times, strikes, lock downs, injuries and blood shedding were a common scenario for trade unions trying to fight for workers' rights. This actually made some of them highly unpopular with employers. Britain's history is characterised by large strikes that literary paralysed certain public systems. One of the greatest achievements made by trade unions at that time was the institution of legal mechanisms for protecting workers' rights. Through their tireless efforts, now managers are answerable to the law upon infringing worker's rights to hampering their freedoms.



However, the UK labour system has changed drastically over the past few years. The steel industry, auto industry, rail industry and many others are now characterised by decent working hours. Additionally, enumeration policies have adversely improved in today's production sector. Consequently, trade unions are left with little else to do. Their influence and applicability is slowly fading away. There are a number of reasons that can explain this phenomenon. Some of them can be attributed to social transformations while others are economical. Others are linked to the political opinions of the day. (House of Commons Trade and Industry Committee, 2007)



The United Kingdom along with other developed nations of the world have transformed rapidly from being industrial based economies to becoming technologically based ones. In fact, the world has shifted their attention from the western world to the Eastern world when examining production issues. Most of UK's cars are actually assembled in China and Japan. A large percentage of electronic devices, household items and textiles are manufactured in the Asian continent. This began during the outsourcing boom in the nineties. Most industrial jobs went to these areas and very little work was left for trade unions in the country.



Another major reason that could be indicating waning relevance of trade unions in the United Kingdom is the fact that most strikes occurring in the country seem to lack the influence and clout that they once did during the industrial revolution and beyond. When trade unions organise workers' strikes, then chances are that they may not be able to meet their objectives in the way that they want to. Most of them may be able to achieve something small but not everything that they had sought out to achieve. Besides this, it is also quite common to find that instead of responding to trade unions pleas, companies may choose to respond in the contrary manner. For instance issues such as mergers and downsizings are a common occurrence there. Because of frequent occurrences the latter issues, many workers are losing their jobs and making the trade unions appear as if they are not doing anything to change these circumstances. Layoffs are becoming sources of quick fixes for companies that have exercised poor management policies or companies whose sales seem to be declining. The employee who happens to be the most valuable asset in the company is quickly disposed off without any due notice. If trade unions were relevant today then such matters would not be occurring. (Ormerod and Ritchie, 2007)



Most employees today are grappling with work life balance issues and work related stress. With the advent of technology, a huge chunk of the population is put in apposition where they have to work for longer workers or they have to take their work home with them. This causes undue pressure and stress upon the employee who may find it difficult to balance this matter with any other in the workplace. Since trade unions have not succeeded in spearheading changes here or minimising work stress, then one can assert that their functions are not as effective and most of them are becoming irrelevant. (Morris, 2004)



Many individuals assert that the United Kingdom's labour situation is lacking in more aggressive trade unions. This is because wage conditions today have diminished in comparison to what they were when trade unions were more active. Besides this, employee benefits have really diminished over these past few years. Perhaps the most worrying trend is the issue of job insecurity. In certain industries such as the food sector, employee turnover is excessively high and most workers usually enter into such industries with the full knowledge that their places may be replaced as soon as their managers decide. Given the fact that the labour sector is plagued with such challenges, then one can argue that trade unions are not performing their duties or that their effects have faded in UK today. (Holt, 2008)



In close relation to the above argument is the fact that a large portion of workers who are in need of rights protections are minorities or immigrants. These workers usually come from countries that are open to unionization. However, such workers are exploited by some employers and this goes to show that trade unions are not carrying out their mandate.



While the UK has been trying to promote more women in employment, it should be noted that there is still much that has to be done for the country compared to other developed nations of the world such as Sweden. In Sweden, work policies encourage single mothers to seek for employment and this actually shows in their employee demographic results. However, the same may not be said of the United Kingdom. Work policies are geared towards promoting low income workers rather than single workers. Trade unions would have spearheaded this fight but very little has been done over the recent years to change this situation. (Morris, 2004)



While one can argue that trade unions in the UK are suffering from a lack of assertiveness, there are other instances in which too much assertiveness can cause detriments to the very employees that were being protected in the first place. A good example of how this applies to the British labour market is with regard to the automobile manufacturer MG Rover. In the Month of March 2008, this company was forced to halt production thus resulting in the loss of thousands of jobs. The problem began when the company had to lay ofF tens of thousands of their employees. During earlier times, the company has about forty thousand employees. However, with time and as a result of pressure from trade unions, the company cut down its employee base to a mere four thousand people. However, even this small number could not be adequately handled by the company and they had to close down early this year. (KPMG, 2007)



Experts argue that the MG Rover case illustrated what can happen when trade unions engage in destructive behaviour. They claimed that this act is reminiscent of what happen in the nineteen eighties when trade union leader Arthur Scargil began overstepping his boundaries. The latter leader largely focused on the heavy industries. However, his actions were put to a halt when the Prime Minister at that time (Margaret Thatcher) denied him the opportunity to illustrate destructive trade unionists.



The latter scenario is not just relevant in the UK alone, it has occurred in other parts of the world such as in India. India - being one the largest producers of cotton - had become dominated by one particular individual known as the Datt Samant. Samant almost paralysed the textile industry by imposing unduly high expectations upon textile companies thus forcing most of them to shut down.



Trade Unions are supposed to protect workers' rights while at the same time airing employees' grievances. If trade unions were not in place, then chances are that companies would treat their employees either in a dictatorial manner or they may become paternalistic. Trade unions are supposed to create a go between these two extremes. They are also supposed to ensure that the responsibilities of employers are carried out while workers' dignity is rightfully respected. Trade unions are supposed to operate in such a manner that they realise the overall pressure that companies undergo when implementing their demands. Employers must put in mind government regulations while meeting their employees' demands. Additionally, the following issues must also be tackled by employers in the process of running their operations

• Financial challenges

• Price controls

• Production costs

• Quality of their products or services

• Etc



On the other hand, employers who own their respective companies tend to act in a dictatorial way and this is what trade unions must guard against. When either party fails to carry out their duties, then the employee is the one who suffers. If trade unions fail to carry out their mandate, then they may be described as being irrelevant in their respective fields. Additionally, if trade unions carry out their mandate in an unethical or unruly manner, then they tend to become irrelevant too. In the case of MG Rovers, the trade union leader had let ego and emotions get in the way of his better judgment. He would have had a better chance of succeeding in his objectives if he had not adopted such a militaristic approach in tackling the matter. However, because of this aggressive way, thousands of employees lost their jobs and the company itself had to close down. (Department of Trade and Industry, 2007)



Perhaps one of the other reasons that could be causing waning need for trade unions is the fact that society has become a highly informed one. Many employees are well aware of their rights. They know what their obligations are and what their employers' obligations are too. Consequently, managers who fail to meet these challenges may find themselves in situations where they have to answer to their employees. Additionally, these employees are also well aware of the economic challenges plaguing their industries and also the forces that affect their overall needs. This is largely as a result of exposure to various media sources and also because of the internet that facilitates exchanges between various parties. (Jenkins and Johnson, 2008)



It should be noted that in the past, employees either solely or mostly relied on their trade unions to tell them about what they were entitled to. This made workers quite vulnerable as most of them would be misled by their respective leaders. However, this is not the case today. Most employees are in a position where they can stand their own ground and protect their own rights. Consequently, trade unions no longer have that informative role that they used to apply. Additionally, the advocacy role can now be taken up by employees thus making these trade unions highly irrelevant. (Home Office and Department for Work and Pensions, 2007)



Human resource management has evolved adversely over the past few decades. These days, some companies such as John Lewis treat their employees like partners rather than their workers. Employees in such companies have a stake in their company and are genuinely interested in improving it. Additionally, managers may look at such 'partners' in a more positive light because they realise that they have shareholder interests in the company. Given such approaches in the marketplace, trade unions have very little space to squeeze in and carry out their roles and functions. (Gilpin and Bullen, 2006)



Another interesting fact to note about today's corporate climate is the fact that most managers have increasingly become sensitive to employee needs. There is considerable time and effort that has been dedicated towards motivating the employee. Human resource managers and other managers too have realised that in order to gain sustained advantage over one's competitors, it is imperative to motivate one's employees. This is made possible by giving them autonomy in work, sound wage conditions and reasonable working hours among others. In fact both best practice and best fit human resource models are founded on this principle. It can therefore be said that trade unions are no longer needed if their functions are treated as part of the motivational process or the essential ingredient in boosting employee morale hence competitive advantage.



Trade unions are waning in their importance because employees' priorities are changing with time. In the information Technology industry, employees are highly interested in acquiring new knowledge. Most of them tend to shift from one company to another to look for different learning opportunities. In fact analysts have asserted that to most IT workers, learning opportunities are more important than the enumeration that they can get from that company. This is the reason why trade unions have fizzled out in new and upcoming industries such as telecom and IT. It can therefore be said that the time for trade unions is slowly running out for these institutions.



The role of trade unions in the United Kingdom has slowly diminished. This is the reason why Prime Minister Gordon Brown does not have to fall back to labour policy to garner support from his party members. Instead, his party is more concerned with conventional issues such as the education system and also the National Health Service. Very little reference is made to trade unions. In fact, trade unions in the UK have now focused on working closely with employers rather than involving the government or other political entities. This means that their agenda is not that important to governmental institutions any more. (Goodridge, 2007)



It should be noted that trade union in the UK only have significant relevancies in the public sector. Examples of industries where they are applicable include

• Railways

• State electricity boards

• Public bus services



Many sectors that were once public such as the Airline sector have become privatised. This led to greater employee practices due to competitive advantages. It is likely that the latter listed sectors may be privatised soon thus rendering monopolistic trade unions irrelevant in this scenario. It would therefore be favourable to deal with these challenges in a more profound manner by either redefining the roles of trade unions or phasing them out altogether.



Conclusion

In reality, most roles and functions of trade unions have been phased out. Recent trade union successes are usually linked to other countries doing business with the UK and not the UK itself. This is because of the era of information technology where employers are more sensitive to employee's needs; employees are more informed about their rights and worker priorities have adversely changed.







References

Bain, P. & Taylor, P. (2008): No passage to India? Initial responses of UK trade unions to call centre off shoring; Industrial Relations Journal, 39, 1, pp. 5-23

Palmer, N. And Hughes, M. (2008): Labour Force Survey; Economic & Labour Market Review, 2, 1, 49-53

Wadsworth, J. (2007): Did Increases in the Minimum Wage Change Consumption Patterns? Research Report for the Low Pay Commission

Ormerod, C. and Ritchie, F. (2007): Linking ASHE and LFS; Economic & Labour Market Review, 1, 3, 24-31

Low Pay Commission (2007): National Minimum Wage; Low Pay Commission Report

Kent, K. (2007): New LFS questions on economic inactivity; Economic & Labour Market Review, 1, 12, 30-36

KPMG (2007): Labour Market Outlook, CIPD, Autumn

Jenkins, J. and Johnson, J. (2008): Characteristics of Those Paid Below the National Minimum Wage; Using the Labour Force Survey

Home Office and Department for Work and Pensions (2007): The Economic and Fiscal Impact of Immigration; House of Lords Select Committee on Economic Affairs, 6768

House of Commons Trade and Industry Committee (2007): The impact of the new EU Member States on UK business; Eleventh Report of Session

Holt, H. (2008): An Analysis of Low-paid Jobs; Research Report for the Low Pay Commission

Gilpin, N. and Bullen, C. (2006): The Impact of Free Movement of Workers from Central and Eastern Europe on the UK Labour Market; Department for Work and Pensions, NO. 29

Goodridge, P. (2007): New labour productivity measures; Economic & Labour Market Review, 1, 9, 25-39

Department of Trade and Industry (2007): National Minimum Wage and Employment Agency Standards Enforcement; URN Report

Morris, B. (2004): A trade union titan speaks; The Weekly Gleaner, 11th November 2004

2013 AWB Better Workplace Safety Award

You can find additional info at the following links:

Click Here for more information
Click Here for more information

2013 AWB Better Workplace Safety Award

You can find additional info at the following links:

Click Here for more information
Click Here for more information

How to get an Illinois CDL (Commercial Drivers License)

Do I need a Commercial Driver License?



If you live in Illinois and drive a Class A, B or C commercial vehicle, you must have a Illinois Commercial Driver License (CDL).



CDL Endorsements are required for double/triple trailers, tanker vehicles, passenger vehicles and vehicles placarded for hazardous materials.



If you drive a commercial vehicle that falls into one of the following classifications, you must have an Illinois Commercial Driver License (CDL).



CLASS A - This classification applies only to "combination" vehicles with a Gross Combination Weight Rating (GCWR) exceeding 26,000 pounds, provided the Gross Vehicle Weight Rating (GVWR) of the vehicle being towed exceeds 10,000 pounds.



CLASS B - This class includes single or combination vehicles where the GVWR of the single vehicle exceeds 26,000 pounds. The vehicle in tow must not exceed 10,000 pounds.



CLASS C - Vehicles designed to transport 16 or more passengers, including the driver, and vehicles placarded for hazardous materials, that do not meet the criteria for Class A or B above fall under this classification.



Farm-Related Services Restricted CDL:



This is a seasonal restricted CDL that can be issued for a period between 90 and 180 days in any 12-month period and is valid only within 150 miles of the employer's place of business. The holder must meet certain requirements.



Drivers Exempt (Waived) From CDL Requirements:



Under state and federal law, certain drivers are not subject to the requirements of the CDL program. Although the following vehicle operators are not required to obtain CDLs, they are required to hold the proper driver's license classification for the type of vehicle that they are operating. See the Illinois DMV website for details.

• Farm Operators



• Fire Fighting Equipment Operators



• Recreational Vehicle Operators



• Military Vehicle Operators



• Township Employees

About the CDL Knowledge Tests

You will have to take one or more knowledge tests depending on what class of license and what endorsements you need. There are seven different CDL written tests. An applicant is required to correctly answer 80% of the questions to pass the written CDL tests. CDL applicants who fail any CDL examination three times will be required to wait 30 days from the date of the 3rd failure to retake the test. Three additional failures (a total of 6 failures) of the same test will result in a 90 day waiting period. Three additional failures (a total of 9 failures) of the same test after the 90 day waiting period will result in a one year waiting period from date of last fail. The waiting periods only apply to the test(s) failed three times. Out of state applicants must take all CDL written tests to secure an Illinois CDL.



All truck drivers are encouraged to study for the written tests so you won't take a chance on standing in line at the DMV office only to go home empty-handed. Online CDL practice tests are available that provide real sample questions from the Illinois CDL exams for all endorsement types.



The CDL knowledge tests include:

• The 30-question general knowledge test is required for all applicants wishing to obtain a CDL.



• The Air brakes test is required if the vehicle is equipped with air brakes. There are 25 questions.



• The 20-question combination vehicle test is required if you wish to drive combination vehicles.



• The passenger endorsement test is required if you will drive a vehicle designed to carry 16 or more passengers (including the driver). There are 20 questions.



• The hazardous materials test is required if you wish to operate a vehicle transporting hazardous material that requires placarding. There are 30 questions. NOTE: The hazardous materials endorsement written test must be successfully completed each time you renew your CDL.



• The tank endorsement test is required to operate a vehicle designed to carry any liquid or gaseous material within a tank that is permanently or temporarily attached to the vehicle or the chassis. There are 20 questions.



• The 20-question doubles/triple endorsement test is required if you will operate double or triple trailers.

Skills Tests

After passing the required written tests, an applicant may be required to complete the CDL skills tests which consist of a vehicle pre-trip inspection test, basic controls skills test and a road test.

• The pre-trip inspection is a walk-around inspection to make sure the vehicle is safe to operate. You will not be required to crawl under the vehicle or reach into the engine.



• The basic control skills test contains four maneuvers: straight line backing, stop at line, measured right turn and angled backing/simulated docking.



• The road test is administered on an established drive route. The examiner scores you on specific driving maneuvers, use of mirrors, blinkers, clutch (if applicable), and your handling of the vehicle in traffic.

Each portion of the skills tests must be taken in a vehicle representative of the license classification you wish to obtain. Proof of insurance is required for every vehicle before the performance tests may be administered.

What Are The Other Requirements For A CDL?



You must be 18 years of age to apply for a CDL license to drive in-state and age 21 to cross state lines.



The main physical requirements include good hearing, 20/40 vision with or without glasses or corrective lenses, and a 70-degree field of vision in each eye. Drivers must not be colorblind.



What Fees Will I Have To Pay?

CDL fees are as follows:

New Applicants (Applicants not possessing a Class A, B, or C Illinois CDL): $60.00

(An additional $5.00 fee will be added for applicants renewing an L or M license)

Applicants possessing a non-CDL license upgrading to a CDL: $50.00



School Bus CDL: $20.00



Add/Change endorsement or restriction on existing CDL: $5.00



Where Can I Get More Information?

To download the Illinois CDL Manual: http://www.sos.state.il.us/departments/drivers/cdl/cdl.html

For federal requirements for a CDL: http://www.fmcsa.dot.gov/safetyprogs/cdl.htm

Illinois Department of Transportation: http://www.dot.state.il.us/



Test Questions and Answers provides online CDL practice tests approved by The National safety Commission in all 50 states. Prepare online for your Commercial Drivers License today!

Safety Features That Prevent Escalator Accidents

Escalators have made moving through different levels so much easier and convenient to a lot of people. It’s faster and requires less effort to reach higher and lower floors. It does not even have the long waiting time you usually experience with elevators and it can be installed in most places that you can place a stair.

However, there are still inherent dangers from riding an escalator. People must remember that they are riding a moving piece of steel machinery with thousands of small and not so small moving parts.

According to the Consumer Product safety Commission (CPSC) around 17,000 people get injured and another 30 people die every year as a result of escalator accidents.

To avoid escalator accidents, all escalators in the United States and Canada are required to abide by the standards set by the American Society of Mechanical Engineers (AMSE) Standards.

The standards to be followed are the following:

• ASME A17.1 – Standard for new elevators

• ASME 17.3 – Standard for old/historic elevators

As per the ASME 17.1, the following safety features are recommended to be placed on every installed escalator.

• Anti-slide devices – These are raised circular objects that are often found on the escalator balustrade. They are designed to prevent objects and sometimes people form sliding down the smooth and sometimes slippery metal surface.

• Combplate impact switches – It stops the escalator automatically if a foreign object is caught between the steps and the comblate.

• Deflector brush – This refers to the long brush made of stiff bristles that runs up the side of escalators. It is designed to deflect objects like garments, shoes and other things away from the gap between the steps and the skirt board.

• Emergency stop button – A large red button at the end of each escalator that can be pressed to stop the machine during an emergency.

• Extended balustrades – These allows the riders to grasp the handrail before stepping into the escalator.

• Flat steps – These refers to the first two or three steps of the escalator that are flat and parallel to each other. These helps the riders maintain equilibrium or a sense of balance before the step moves up.

• Handrail inlet switches – These are sensors placed at the bottom and top of the unit that guards the handrail that automatically stops the escalator if something gets caught on those locations.

• Handrail speed sensors – Usually optical, it monitors the speed of the handrail in comparison to the speed of the steps. It sounds an alarm and automatically stops the escalator if it sees a difference in each other’s speeds.

• Missing step detector – It automatically stops escalator in case there is a missing step.

• Raised step edges – In some models, there is a difference in thread height to keep passengers’ feet from the skirt board.

• Safety instructions - Safety sign usually posted near the entrance landing platform of the escalator.

• Sensor switch – It automatically turns on the escalator when someone is detected on the first step. It automatically shuts off when there are no detected riders.

• Step demarcation lights/lines – It marks the division of each steps.

Escalator accidents may be caused by negligent actions of other people. Possible liable parties may include:

• Building owner

• Manufacturer

• Third party maintenance

If you sustained injuries because of an escalator related incident, you should get help from an experienced escalator accident attorney to help you determine who is liable for your injuries.

Respected California Labor Lawyer On Harassment, and Discrimination Complaints with EEOC, and DFEH

There is a moment in time when a California labor attorney must decide which state or federal agency the California labor attorney should file a complaint with for harassment, discrimination, or retaliation on behalf of a client, and a California labor lawyer has a tough choice. Equally tough are the short statutes of limitation a labor lawyer in California has to file age discrimination complaints.



If you've been the victim of discrimination, harassment or retaliation in your employment in California, visit our website at this link California Labor Lawyer and call us at any of the numbers easily found on our website.



Despite the economy and the current economic condition of the State of California, the Department of Fair Employment and Housing, the EEOC and the Department of Labor Standards Enforcement (DLSE) division of the Department of Industrial Relations still advise California labor attorneys that they have the resources to investigate complaints.



Employees who have signed arbitration agreements or who have received threats of legal action if they file a claim with any of these agencies should first contact a California labor lawyer but should also note that the State of California and the Federal Government generally will not recognize such restrictions on California and U.S. employees. Indeed, attempts to restrict employees from having government agencies investigate wrongdoing by employers may undergo severe scrutiny.



Generally, valid waivers of rights must specifically refer to the rights or claims that are being waived. They may not generally waive rights or claims that may arise in the future without additional language. And they must advise the individual in writing to consult an attorney before signing the waiver.



The position of the EEOC, for instance, is that even a valid waiver of rights by an employee does not affect the EEOC's rights and responsibilities to enforce the law. While a valid arbitration agreement may require arbitration between an employee and an employer, it does not bar the EEOC from seeking judicial relief on behalf of an employee.



Indeed, retaliation against an employee after she reports harassment or discrimination by terminating the employee, and then a company's further retaliation either by threatening legal action or by termination may constitutes a separate claim on top of the original claim for harassment or discrimination. Unfortunately, employees without the benefit of counsel from a California labor lawyer may be taken in by such threats.



Both the DFEH, the EEOC may handle a discrimination, harassment and retaliation claim and the DLSE/DIR's Sacramento office which enforces retaliation laws, may act simultaneously, so long as the matters are timely filed with each agency within the appropriate statutes of limitations.



With the DFEH, once the employee or ex-employee makes an appointment to start the process, the wheels will begin turning but the statute of limitations is not tolled until a complaint is filed by the employee. With the EEOC, once the employee files an intake questionnaire and an affidavit describing the discrimination, the filing requirement will be met with the EEOC, after which the EEOC will notify the employer of the filed charge. After the EEOC receives the charge, they are obligated to conduct an investigation and they have the power to issue subpoenas in connection with their investigation. If the EEOC finds unlawful discrimination, they have the power to eliminate such unlawful practices. Even an enforceable agreement binding an employee to arbitrate disputes with the employer does not affect the EEOC's power to sue the employer to enjoin further violations. Nor does it bar the EEOC from seeking victim-specific relief, including money damages.



If the EEOC is unable to secure a conciliation agreement with an employer within 30 days after a charge is filed, the EEOC may file a civil action against the employer and may seek temporary or permanent relief.



If the DFEH decides to pursue a matter themselves, they may issue an accusation and prosecute the claim before the Fair Employment and Housing Commission (FEHC). Like the EEOC, the DFEH has the power to issue subpoenas, take depositions and serve written interrogatories. If they find a violation, they will seek to eliminate it.



The DFEH has the authority to issue cease-and-desist orders, and to award reinstatement, backpay, front pay, emotional damages, and an administrative fine. The amount of that fine is determined by factors which include willful, intentional or purposeful conduct, refusal to prevent or eliminate discrimination, conscious disregard for the rights of employees, commission of unlawful conduct, intimidation or harassment, conduct without just cause or excuse and multiple violations of the FEHA.



While the amount awarded for emotional distress may not exceed $150,000 for each person, an additional amount of $150,000 may be awarded for intimidation. The FEHC may also award reasonable attorney fees, including expert witness fees to the prevailing party. However, the award to the prevailing party is discretionary and the courts generally do not require a losing plaintiff to pay the employer's California labor attorney's fees and costs.



Title VII of the Civil Rights Act of 1964 protects individuals against employment discrimination on the basis of race and color, as well as national origin, sex and religion. It applies to employers with 15 or more individuals. It is unlawful for an employer to discriminate against any individual, even if that discrimination is prompted by the racially motivated actions of other employees.



Title VII prohibits offensive conduct that is unwelcome and offensive, and that is severe or pervasive. Employers are required to take appropriate steps to prevent and correct unlawful harassment. Employers may not fire or otherwise retaliate against or take an adverse action against an individual for filing a charge of discrimination.



Adverse actions include an action taken to try to keep someone from opposing a discriminatory practice, or from participating in an employment discrimination proceeding. Prohibited acts of retaliation can occur after termination and receive the same scrutiny by the DFEH whether they occur before or after termination.



Protected activities of employees include complaining to anyone about alleged discrimination against oneself or others, taking part in employment discrimination proceedings, and filing a charge of employment discrimination.



While the amount of damages that can be awarded for compensatory and punitive damages recoverable under Title VII go up to only $300,000 against companies with 501 or more employees, there are no such limits under the FEHA. Even under Title VII, damages for emotional distress may be awarded. Title VII specifically authorizes compensatory damages for emotional pain, suffering, inconvenience, mental anguish, loss of enjoyment of life and other nonpecuniary losses.



Before the Civil Rights Act of 1991, neither compensatory nor punitive damages were recoverable under Title VII. By contrast, both types of damages were and are available under the FEHA. Punitive damages are also now available against nongovernmental entities under Title VII for cases of intentional employment discrimination, including cases proved by disparate treatment where the respondent engaged in a discriminatory practice with malice or reckless indifference to the federally protected rights of an aggrieved individual. The standard is similar with the FEHA.



One of the recurring themes employers use to justify the termination of an employee they have harassed or discriminated against to California labor lawyers, is that the termination was part of a planned reduction in employees. However, under the law, even if good cause exists for a reduction in force, an employer's decision to lay off certain employees while retaining others may be challenged by a California labor attorney under applicable anti-discrimination laws. A case involving just this situation receiving a great deal of national publicity involves the lay offs of a disproportionate number of women from Wall Street institutions.



Employers are bound by state laws that provide greater protection for employment than comparable federal laws, which is the reason most employment claims are filed with the FEHA.

When it comes to harassment and retaliation, the California constitution prohibits harassment based upon factors which include race, color, sex, national or ethnic origin. Discrimination based on physical or mental disability, marital status, a medical condition (including pregnancy and child birth) and sexual orientation is also prohibited. The FEHA also requires employers to take all reasonable steps necessary to prevent discrimination and harassment from occurring.



With the DFEH, the interviewing consultant drafts a formal complaint. If the complaint is accepted for investigation, the complaint is also filed with the EEOC. After the DFEH issues an accusation, the DFEH may litigate the case in a public hearing before the Fair Employment and Housing Commission. If emotional distress damages or administrative fines are sought, the employee can have the case moved to a civil court. If the case is moved to court, the DFEH prosecutes, but the complainant is the real party in interest.



Government codes section 12965(b) requires that individuals must exhaust their administrative remedies with the DFEH by filing a complaint and obtaining a "right-to-sue notice" from the Department before filing a lawsuit. The DFEH, however, will accept requests for an immediate "right-to-sue-notice" from persons and from their California labor lawyers for clients who have decided to proceed in court. A DFEH complaint must be filed within one year from the last act of discrimination or you may lose your right to file a lawsuit.



Once a "right-to-sue-notice" is received from the DFEH, the employee has one year to file a civil lawsuit. Failure to do so may again cause you to lose your right to sue.



Common mistakes by harassment victims are not telling the person doing the harassment to stop, not documenting the harassment by that person, not reporting the harassment to your superiors, not making sure the employer is taking action to end the harassment, not obtaining medical or psychological help when needed, not realizing that retaliation is illegal, accepting the word of your employer that you do not have a case for harassment or discrimination, not filing a DFEH, EEOC or DLSE/DIR complaint within the time allowed, not having an attorney assess whether any arbitration agreement is binding, and not consulting with an attorney.



A complaint to the EEOC under Title VII of the Civil Rights Act of 1964 must be made within 180 days from the date of the incident. This period, however, is extended to 300 days if the employee also files a complaint with the DFEH. Complaints of discrimination commonly include discrimination based on race, color, religion, sex, national origin, age, handicap, sexual orientation and retaliation or reprisal. That time period, however, can be reduced to as little as 30 days after a complainant receives notice that a state agency such as the DFEH has terminated its processing of a charge. It is thus best to contact the EEOC immediately whenever discrimination is suspected because of its short statutes of limitations.



In addition, many governmental agencies require that for an employee or applicant for employment to preserve their rights under EEO laws, they must contact an EEO Counselor within 45 calendar days of the alleged discriminatory action. There are exceptions and grounds for extending this period, but neither a complainant nor his or her California labor attorney does not want to be in a position to be having to argue those grounds as the complaint may be deemed too late to be accepted.



Once a complaint is filed with the EEOC, if the EEOC finds substantial evidence of discrimination, it will file a lawsuit. If the EEOC does not find sufficient facts to support the complaint, it dismisses the complaint and issues a "right to sue" letter to the complaining party. A lawsuit must then be brought by the complaining party within 90 days of receiving the Right to Sue letter from the EEOC.



A much less publicized and less known agency, even among California labor attorneys in the State of California at which complaints for retaliation and discrimination can be filed is with the Division of Labor Standards Enforcement (DLSE) of the Department of Industrial Relations (DIR). An employee or job applicant alleging violation of any law under the jurisdiction of the Labor Commissioner must file a complaint with the DLSE within six months of the adverse action. Adverse actions include unlawful discharge, demotion, suspension, reduction in pay or hours, refusal to hire or promote and other actions. There are, however, some exceptions to the 6-month deadline, but again, it is best to file a complaint as soon as possible to ensure that it is timely.



Visit our website at this link California Labor Lawyer and call us if you have been the victim of harassment, discrimination or retaliation in your employment in California.



Filing a complaint with the Labor Commissioner does not prevent a person or their California labor lawyer from filing a private lawsuit.



Finally, an employee or job applicant who alleges retaliation for having complained about a workplace health or safety issue has the right to file a concurrent complaint with the federal OSHA within 30 days of the occurrence of the adverse action.

The History of Mining Accidents and Accident at Work Claims

Mining accidents within history are plentiful, but the accidents at work claims relating to this have been less abundant.

Until the introducing of Health and safety initiatives, mines were perilous places where accidents at work were occurring at an alarming rate. Now, there are only 137 mining sites still in operation in the UK. This decrease has impacted the amount of fatalities within the industry. The death toll from mining-related accidents has fallen from one in a thousand workers to less than one, between the years of 2003-2007.

Why do mining accidents happen?

A combination of fires, floods, explosions and the collapsing of mines themselves have been responsible for the thousands of mining accidents in history. Most accidents sustain major injuries, but fatalities do occur and are not rare, unfortunately.

A most notable mining accident within the UK was that of an explosion at Coppice Colliery, Shipley, caused by a methane gas leak. Another drastic reported accident involved many child miners falling to their deaths after a worker opened the safety bar to a pit shaft.

Outdated, unreliable tool and machinery, poor training and inadequate health and safety standards contribute vastly to accidents at work in mines, particularly within the developing countries.

China, for example, accounts for 80 of the world's coal.

The state Work Safety Supervision Administration states that 4.746 workers were killed in Chinese coal mines during 2006. This shows that there is still a long way to go to protect Chinese workers from mining accidents and resulting work injuries.

The most horrific mining disaster in the world to date took place in Benxihu Colliery, China on 26th April 1942. This involved a coal-dust explosion which claimed the lives of 1,549 miners. It is unlikely that the miners' friends and family made any accident at work claims for compensation in this instance, but had this happened today the miner's employers could face paying out millions.

Heightening the frequency of reporting these kinds of accidents means Health and Safety standards can do more to prevent them, gaining you, and others, more protection at work. So, if you have endured a work-related mining accident, then consider making a compensation claim.

News Articles

16 trapped in flooded China coal mine

Sixteen miners were trapped in a colliery in northeastern China that flooded on Saturday in the latest accident to hit the country's deadly coal industry, state media reported.

The accident occurred early Saturday at a mine in the city of Jixi in Heilongjiang province, it said.

Twenty-two miners had been in the colliery at the time, with six managing to escape.

Rescue efforts were under way, it said.

Official figures showed that more than 3,200 workers died in China's notoriously dangerous coal mines last year, but independent observers say the actual figure could be higher, as many accidents are covered up.

Mining accidents claim 3

Three miners were killed in separate accidents at AngloGold Ashanti, Anglo Platinum and Harmony Gold mines in the past two days, the National Union of Mineworkers (NUM) said on Thursday.

A mine worker died at the Tau Tona mine near Carletonville around 1am on Thursday after being buried alive, AngloGold Ashanti said in a statement.

"A miner was killed in a fall of ground while securing a working place in haulage," read the statement. "The accident occurred at just after 1am on level 94. His body is being recovered."

The NUM said a second miner died at Harmony Gold's Elandsrand mine after a fall of ground - also on Thursday morning.

The third miner died in hospital on Wednesday, following an accident at an Anglo Platinum mine in Townlands late last month.

Also, more than 3000 mineworkers will observe a day of mourning on Thursday, following the death of a worker at AngloGold's Savuka mine a week ago.

"The NUM is shocked that while those whose hands stink of workers' blood smile all the way to the bank, hundred of thousands of breadwinners' dependants are left with no food on their table.

"It is with this in mind that the NUM urges the DME [department of minerals and energy] to release the safety audit report as a matter of urgency and to take serious steps against these companies that seem to be competing to kill mineworkers."

Man killed in Hunter Valley mining accident

New South Wales Police are examining the cause of a fatal accident at a Hunter Valley coal mine.

A 34-year-old man was working underground in the mine at Glennies Creek, near Singleton, about 3.00am AEDT.

Police say it appears he may have been struck by a piece of machinery.

He suffered head injuries and died at the scene.

Fresh mine disasters hit China

More than 50 mine workers are feared dead in China, after two more accidents in the country's beleaguered mine industry, officials have reported.

The state new agency Xinhua reports that 39 miners are thought to have been killed after a gas explosion in a coal mine in the north-eastern province of Jilin.

News of the accident came shortly after it was announced that 15 miners had been trapped underground for two days by floods in the north-western province of Shaanxi.

Rescue workers were trying to save the men, but had not managed to install a pump to drain the mine.

Gas explosion

Correspondents say China's mining industry has a terrible safety record, with thousands of workers killed every year.

Thirty-nine miners were trapped after a powerful gas blast ripped through a coal pit in the town of Songshu in the Jilin province early on Thursday.

The Jilin explosion is the second such disaster in two weeks.

In the neighbouring province of Heilongjiang on 20 June, 115 coal miners were killed in a massive gas explosion.

http://www.mackssolicitors.co.uk/compensation-claims/accidents-at-work.html and http://www.mackssolicitors.co.uk

Safety in Confined Spaces - Case Study and Lessons Learnt (English)

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Safety in Confined Spaces - Case Study and Lessons Learnt (English)

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Is Creatine Safe For Children and Teenagers?

A commentary published in the Journal of the International Society of Sports Nutrition 2007, detailing the International Society of Sports Nutrition's position regarding creatine supplementation, discussed the safety of creatine use by children and teenagers.

The observed that opponents of creatine supplementation have claimed that it is not safe for children and adolescents, and while fewer investigations have been conducted in using younger participants, no study has shown creatine monohydrate to have adverse effects in children.

In fact, long-term creatine monohydrate supplementation (e.g., 4 - 8 grams/day for up to 3 years) has been used as an adjunctive therapy for a number of creatine synthesis deficiencies and neuromuscular disorders in children. Clinical trials are also being conducted in children with Duschenne muscular dystrophy.

However, as less is known about the effects of supplemental creatine on children and teenagers, it is the view of the International Society of Sports Nutrition (ISSN) that younger athletes should consider a creatine supplement only if the following conditions are met:

1. The athlete is past puberty and is involved in serious/competitive training that may benefit from creatine supplementation;

2. The athlete is eating a well-balanced, performance-enhancing diet;

3. The athlete and his/her parents understand the truth concerning the effects of creatine supplementation;

4. The athlete's parents approve that their child takes supplemental creatine;

5. Creatine supplementation can be supervised by the athlete's parents, trainers, coaches, and/or physician;

6. Quality supplements are used; and,

7. The athlete does not exceed recommended dosages.

If these conditions are met, then it would seem reasonable that high school athletes should be able to take a creatine supplement. Doing so may actually provide a safe nutritional alternative to illegal anabolic steroids or other potentially harmful drugs.

On the other hand, if the above conditions are not met, then creatine supplementation may not be appropriate.

It appears that this is no different than teaching young athletes' proper training and dietary strategies to optimize performance. Creatine is not a panacea or short cut to athletic success. It can, however, offer some benefits to optimize training of athletes involved in intense exercise in a similar manner that ingesting a high-carbohydrate diet, sports drinks, and/or carbohydrate loading can optimize performance of an endurance athlete.

Some opponents of creatine supplementation have attempted to directly lump creatine in with anabolic steroids and/or banned stimulants and have called for a ban on the use of creatine monohydrate and other supplements among athletes.

In light of the research that has been conducted with creatine monohydrate, it appears that those who call for a ban on it are merely familiar with the anecdotal myths surrounding the supplement, and not the actual facts.

We see no difference between creatine supplementation and ethical methods of gaining athletic advantage such as using advanced training techniques and proper nutritional methods.

Reference:
Adapted from: Buford TW, Kreider RB, Stout JR, Greenwood M, Campbell B, Spano M, Ziegenfuss T, Lopez H, Landis J, Antonio J. International Society of Sports Nutrition position stand: creatine supplementation and exercise. Journal of the International Society of Sports Nutrition 2007, 4:6 (30 August 2007). doi:10.1186/1550-2783-4-6. © 2007 Buford et al; licensee BioMed Central Ltd. This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/2.0).

For more articles on exercise visit Exercise Tips and Health Benefits of Exercise.

Kevin Flatt is a Freelance Journalist specializing in Natural Medicine. He is also the publisher of Natural Health Remedies. If you are searching for information on improving your health with less drugs and more natural therapy, then this website is for you. http://www.kflatthealthnews.com.

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Workplace Control

Control systems in the workplace are necessary tools to monitor, forecast, or diagnose performance and performance deviations. Some control systems like Six Sigma have reportedly saved organizations millions of dollars and some safety control systems have even saved lives. There are numerous control mechanisms available to help detect any operational performance issue. However, oftentimes the control systems seem to run the organization rather than the other way around. When this occurs, the workplace culture can become negative and inefficient. The role of management and leadership is to find the balance between control and maintaining a positive work environment. This paper will examine what happens when an organization's focus gets out of balance in those areas and then suggest ways to achieve a healthy balance of control and work environment.



Too much workplace control



Control is essential for the attainment of any management's objectives. The dangers of management maintaining too much control over plans and projects can create friction throughout an organization. Employees can become dissatisfied when they are not allowed to exercise their opinion or use their creativity and experience to make decisions. They may also begin to feel unappreciated. When a supervisor has too much control, power and authority, a lack of respect from the employees can arise. The wrong kinds of control- frequently cause irreparable damage to organizations. Too much power in the wrong hands causes resistance in the workplace. Power is something not everyone deserves. For example, a new manager may experience difficulty adjusting because they are trying to become comfortable in their position and they want to relay a message to everyone that they are in charge. Some new managers simply cannot handle the responsibilities of instructing people, and may intimidated when the people they are instructing are older or have been on the job longer. As a result, the manager wanting to appear "in control" may come off, instead, as overbearing. Even in these tough economic times, it is important that your job be a source of satisfaction and respect.



Neglecting workplace control



On the other hand, a different imbalance in the workplace can occur when management's focus is solely on the workplace culture. The danger of focusing too much on a good work environment is that you lose balance. Everyone wants a good work environment. The problem with focusing too much on it is that you can lose sight of the daily tasks. Companies focus on creating a good work environment for several beneficial reasons; a main reason is to avoid employee burnout. A company can only go so long on focusing on good work environment - pretty soon the tasks are not getting completed and everyone's using all their creative freedom on extracurricular activities that are non-goal related. There are some areas for individuals to focus on that would be beneficial to the overall organization and they are primarily health and safety. The benefits safety and health bring:

• Healthy workers are more productive and can produce at a higher quality;

• Fewer work-related accidents and diseases lead to less absence. In turn, this results in lower costs and less disruption of the production processes;

• Equipment and a working environment that are optimized to the needs of the working process and that are well-maintained lead to higher productivity, better quality and less health and safety risks;

• Reduction of injuries and illnesses means less damages and lower risks for liabilities.

Balance is the key when creating a sustaining business in today's marketplace. When organizational improvement stops, the business stops. With proper balance, a good workplace can become great.

Strategies for a healthy workplace balance

When an organization is comprised of employees from various backgrounds, it is critical that top management strives to maintain a healthy workforce in order to achieve specific organizational goals. Control strategies and mechanisms must be in place to ensure that plans stay on track and sustain good quality. There are three broad strategies for achieving organizational control: bureaucratic control, market control, and clan control.

1. Bureaucratic control covers how we use rules, regulations, and formal authority to guide employee performances. As we need to regulate behavior and results, this control area includes such things as budgets, statistical reports, and performance appraisals.

2. Market control covers how we use pricing mechanisms to regulate activities in organizations. Profit and loss scenarios would form the evaluating basis for managers.

3. Clan control covers area which our organization's employees may share the values, expectations and goals thus act in accordance with them.

Management must review the nature and culture of its workforce together the organization's objective to determine the best mechanism to select. It may be difficult to identify what is best but it is very important to gauge the most appropriate control strategy.

Conclusion

There are definite advantages to implementing control mechanisms within an organization. Greater cost savings, increased efficiency, better product quality, enhanced customer service, and a more cohesive workforce are just a few positive results of utilizing control strategies and mechanisms. However, problems can arise when an organization does not balance its control mechanisms with its workforce. Too much control can cause a hostile work environment and adversely affect employee morale. Moreover, too much control may bring about a downturn in employee productivity.

Neglecting control in the workplace can also cause the same damaging outcomes, however for different reasons. Focusing too much on maintaining a good work environment and not enough on control can result in an undisciplined, unmanageable workforce. In this instance, the workforce seems to dictate what happens operationally.

In either case, an organization has cause for concern. Leadership's role is to find a good balance between control and maintaining a positive work environment where both the employees and the organization can contribute and grow.





Mike Ridpath was raised in Ferndale, Washington, currently is a senior manager for Evergreen Team Concepts Products and Services. He is responsible for the development and implementation of multiple projects at Evergreen Team Concepts and is on the board of directors for the Lean Leadership Institute.

Lean Leadership

Onsite Training

2010 Rentals

How to get an Illinois CDL (Commercial Drivers License)

Do I need a Commercial Driver License?



If you live in Illinois and drive a Class A, B or C commercial vehicle, you must have a Illinois Commercial Driver License (CDL).



CDL Endorsements are required for double/triple trailers, tanker vehicles, passenger vehicles and vehicles placarded for hazardous materials.



If you drive a commercial vehicle that falls into one of the following classifications, you must have an Illinois Commercial Driver License (CDL).



CLASS A - This classification applies only to "combination" vehicles with a Gross Combination Weight Rating (GCWR) exceeding 26,000 pounds, provided the Gross Vehicle Weight Rating (GVWR) of the vehicle being towed exceeds 10,000 pounds.



CLASS B - This class includes single or combination vehicles where the GVWR of the single vehicle exceeds 26,000 pounds. The vehicle in tow must not exceed 10,000 pounds.



CLASS C - Vehicles designed to transport 16 or more passengers, including the driver, and vehicles placarded for hazardous materials, that do not meet the criteria for Class A or B above fall under this classification.



Farm-Related Services Restricted CDL:



This is a seasonal restricted CDL that can be issued for a period between 90 and 180 days in any 12-month period and is valid only within 150 miles of the employer's place of business. The holder must meet certain requirements.



Drivers Exempt (Waived) From CDL Requirements:



Under state and federal law, certain drivers are not subject to the requirements of the CDL program. Although the following vehicle operators are not required to obtain CDLs, they are required to hold the proper driver's license classification for the type of vehicle that they are operating. See the Illinois DMV website for details.

• Farm Operators



• Fire Fighting Equipment Operators



• Recreational Vehicle Operators



• Military Vehicle Operators



• Township Employees

About the CDL Knowledge Tests

You will have to take one or more knowledge tests depending on what class of license and what endorsements you need. There are seven different CDL written tests. An applicant is required to correctly answer 80% of the questions to pass the written CDL tests. CDL applicants who fail any CDL examination three times will be required to wait 30 days from the date of the 3rd failure to retake the test. Three additional failures (a total of 6 failures) of the same test will result in a 90 day waiting period. Three additional failures (a total of 9 failures) of the same test after the 90 day waiting period will result in a one year waiting period from date of last fail. The waiting periods only apply to the test(s) failed three times. Out of state applicants must take all CDL written tests to secure an Illinois CDL.



All truck drivers are encouraged to study for the written tests so you won't take a chance on standing in line at the DMV office only to go home empty-handed. Online CDL practice tests are available that provide real sample questions from the Illinois CDL exams for all endorsement types.



The CDL knowledge tests include:

• The 30-question general knowledge test is required for all applicants wishing to obtain a CDL.



• The Air brakes test is required if the vehicle is equipped with air brakes. There are 25 questions.



• The 20-question combination vehicle test is required if you wish to drive combination vehicles.



• The passenger endorsement test is required if you will drive a vehicle designed to carry 16 or more passengers (including the driver). There are 20 questions.



• The hazardous materials test is required if you wish to operate a vehicle transporting hazardous material that requires placarding. There are 30 questions. NOTE: The hazardous materials endorsement written test must be successfully completed each time you renew your CDL.



• The tank endorsement test is required to operate a vehicle designed to carry any liquid or gaseous material within a tank that is permanently or temporarily attached to the vehicle or the chassis. There are 20 questions.



• The 20-question doubles/triple endorsement test is required if you will operate double or triple trailers.

Skills Tests

After passing the required written tests, an applicant may be required to complete the CDL skills tests which consist of a vehicle pre-trip inspection test, basic controls skills test and a road test.

• The pre-trip inspection is a walk-around inspection to make sure the vehicle is safe to operate. You will not be required to crawl under the vehicle or reach into the engine.



• The basic control skills test contains four maneuvers: straight line backing, stop at line, measured right turn and angled backing/simulated docking.



• The road test is administered on an established drive route. The examiner scores you on specific driving maneuvers, use of mirrors, blinkers, clutch (if applicable), and your handling of the vehicle in traffic.

Each portion of the skills tests must be taken in a vehicle representative of the license classification you wish to obtain. Proof of insurance is required for every vehicle before the performance tests may be administered.

What Are The Other Requirements For A CDL?



You must be 18 years of age to apply for a CDL license to drive in-state and age 21 to cross state lines.



The main physical requirements include good hearing, 20/40 vision with or without glasses or corrective lenses, and a 70-degree field of vision in each eye. Drivers must not be colorblind.



What Fees Will I Have To Pay?

CDL fees are as follows:

New Applicants (Applicants not possessing a Class A, B, or C Illinois CDL): $60.00

(An additional $5.00 fee will be added for applicants renewing an L or M license)

Applicants possessing a non-CDL license upgrading to a CDL: $50.00



School Bus CDL: $20.00



Add/Change endorsement or restriction on existing CDL: $5.00



Where Can I Get More Information?

To download the Illinois CDL Manual: http://www.sos.state.il.us/departments/drivers/cdl/cdl.html

For federal requirements for a CDL: http://www.fmcsa.dot.gov/safetyprogs/cdl.htm

Illinois Department of Transportation: http://www.dot.state.il.us/



Test Questions and Answers provides online CDL practice tests approved by The National safety Commission in all 50 states. Prepare online for your Commercial Drivers License today!

Hoping Weight Loss Pills Will Really Work For You?

The glamour of loosing weight quickly by using weight loss pills has caught the imagination of thousands of health conscious people. Using such pills is very hard ignoring, as some of them are known to help you in reducing your weight within a short span of time. Weight loss pills or herbal supplements are the buzzwords of the day and people flock to buy such weight loss aids with an alarming intensity! However, there is fierce debate raging among the scientific community about the efficacy of using these pills. Weight loss experts wonder as to whether such pills really work in practice.

Are these weight loss pills really safe for your body? Do they form a safe option of loosing your weight? Here is a brief look at some of the types of weight loss pills, their advantages and disadvantages:

Most popular weight loss pills are essentially herbal and natural in nature and composition. These herbal pills are made by combining several natural ingredients in different quantities. A number of them are readily available in your favorite super store, while some of them are up for sale online on sales portals as well. Most of these pills are yet to be clinically tested and proved comprehensively for safety standards. A well known example is perhaps the herb, Bitter Orange, which is known to suppress your appetite, so that you don’t feel hungry to eat your food. On the other hand, weight loss pills made out of a substance called Chitosan, is known to block absorption of dietary fat into your body, which may prove quite dangerous under high dosages. Country Mallow is yet another herbal substance that is supplied in the form of weight loss pills. Ephedra and Guar Gum are also known to possess some properties, that control your appetite and block dietary fat metabolism.

How these weight loss pills interact and work individually and collectively with your body system, is still unknown and it needs further advanced research. Using these pills could be a risky venture, especially if you’re taking other synthetic medications, or if you’ve been suffering from one of those terminal diseases. Keep in your mind that even if you’re currently ingesting these weight loss pills, you still have to consume and use some amount of calories, than your body actually uses, just in order to lose weight.

If you’ve have been taking these weight loss pills, you’ll need to be on your guard to avoid many unforeseen adverse side effects. Neither these pills are clinically tested and proven for safe use nor are their chemical structure conducive for human consumption. A majority of these weight loss pills are a combination of more than ten substances, whose real effects are yet to be tested. Furthermore, they tend to drastically suppress your appetite, so that the energy reserve of your body system is made to deplete after sometime. This rapid depletion of body energy may create severe imbalances in your body system’s ability to carry on with normal metabolic processes.

MADtv Safety at Work

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Gun Safety Gone Wong: RatedRR

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Recovering a corrupt InnoDB table in MySQL

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MySQL Log Displays Error 126

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Efficiency vs Effectiveness

The psychologist and author Abraham Maslow once wrote, “You will either step forward into growth or you will step back into safety.” Organisations and the individuals who are participants at all levels are often defined by their ability to embrace the future in pursuit of established goals. It comes down to an organisation that is merely efficient and able to achieve results with precision, but not necessarily adaptability, or one that is effective and can embrace a changing future for the health of the organisation.

In its simplest terms, being efficient means having internal and external processes that lead to the desired end result. Efficiency refers to having the means to produce the desired effects. For example, a sales team may have a weekly sales goal and it is met 90% of the time. The team is considered to be efficient in that the desired amount of sales is produced with the least amount of waste or overtime.

An Adaptable Organisation

But is being able to meet a weekly sales goal an indication of an effective sales team? Could the goal or the sales figures be higher? Effectiveness in an organisation is doing the right things which leads to an adaptable environment capable of competing in the future. An effective sales team does not just meet sales goals without question. An effective sales team will manage relationships with people and organisations that can prove to be the foundation for new business in the future. The effective sales team can create a viable customer base that includes high rates of retention and customer satisfaction.

An efficient sales team meets its goals, but what if the goals change or are expanded? How easily can the sales persons adapt to the new environment? If new products are introduced, how quickly can the team use established customer relationships to jumpstart sales?

Instead of just focusing on making sales efficiently, the sales team should also be constantly evaluating each of its actions and procedures looking for ways the organisation can be more adaptable, cost efficient, productive, innovative and customer oriented.

Effectiveness and Quality

The concepts of efficiency and effectiveness are important for every organisation because they go right to the heart of output and quality. An organisation that is efficient is able to achieve its goals, but there is not necessarily a relationship to quality. You can sell 50 widgets in a week, but is the customer satisfied and willing to repurchase the widgets next week? Or is the method of salesmanship and the quality of the widget so low that it is a one-time sale?

Efficiency and effectiveness are applicable to all organisational functions including management or leadership, team building and employee performance, sales, production, innovation, and all internal processes including those in the business office. For example, an efficient accounts payable department pays company bills on time. An effective accounts payable department has a system in place which enables the company to take advantage of discounts for early payment and is able to integrate payment information with purchasing data in order to insure the least cost is incurred at all times. It is accounts payable that often becomes the information source for trending prices.

More Than What is Expected

There is another way to look at efficiency and effectiveness. An efficient organisation or process will perform as expected and operates in the short term. An effective organisation asks if the performance meets the mission of the organisation and contributes to long term success and sustainability. An efficient organisation spends the expected amount of money to produce results. An effective organisation measures whether the money spent improved its ability to meet future goals.

An efficient organisation can produce immediate results by relying on “safety” in the words of Maslow. The facts and figures supporting the efficient production of output are safe. The effective organisation looks beyond the facts and figures and builds a quality organisation that is prepared for future growth. An organisation should be both efficient and effective, but if there had to be a choice made between the twoÂ…effectiveness is more important.

In short efficiency is about doing things right, whereas effectiveness is about doing the right things!

Increase Productivity with the Pareto Principle

Using the 80/20 Rule increases effectiveness and productivity. By noticing the applications of the 80/20 Rule, then acting on such observations, you will enhance the results you produce at work, and in your personal life.

Vilfredo Pareto (1848-1923) was an Italian economist who established what is now known as the Pareto Principle, or the 80/20 Rule. In 1906, Pareto observed that 80% of the land in Italy was owned by 20% of the population. Later, he discovered that the Pareto Principle was valid in other parts of his life. While gardening, for example, Pareto observed that 80% of the peas in his garden were produced by 20% of the peapods.

The exact values of 80% and 20% are not important. What is important is to understand is the imbalance. In any situation, there are usually a few factors whose influence far surpasses the importance of the other factors. The effect of this imbalance is that a substantial percent of the results of a given process or system can be attributed to a much smaller percentage of all the possible causes.

So how does this statistical principle apply to us? The Pareto Principle is present in many aspect of our lives, both personally, and in the workplace. By becoming more aware of its presence, we can use the 80/20 Rule as an analytical tool to increase effectiveness and productivity.

Here are a few ways to practically apply the 80/20 Rule in your business:

Business profitability.

According to the Pareto Principle, 80% of a company’s profits are generated by 20% of its customers. By identifying and ranking customers in order of profitability, you can then focus your sales efforts on these vital few customers.

Salespeople.

About 80% of a company’s revenue will be generated by the top 20% of its salespeople. This information is quite helpful in determining compensation, and also in determining the focus of sales management.

Advertising.

Approximately 80% of the results of an ad campaign will be produced by 20% of the advertising. By focusing on the effectiveness of ads, a great deal of advertising could be eliminated, and those funds committed to the advertising that is producing the desired results.

The 80/20 Rule can be applied to your personal life, as well:

Personal Productivity.

80% of your time is currently spent on trivial activities. What are the 20% of your activities that are producing 80% of your results? Focus only on these activities, and either discontinue or delegate all other activities.

Happiness.

What are the 20% of your activities that provide 80% of your pleasure? Whatever your answer, strive to increase the frequency of these activities.

Relationships.

What activities create the most desired results in your relationships? Once you identify these activities, shift your focus so that you are concentrating on these vital few activities.

Health.

80% of your health is produced by 20% of the foods you’re eating. Try to consume more vegetables, for example, and less fats and sugars.

The 80/20 Rule can be applied to many areas of your life. What other examples of the Pareto Principle are showing up for you? By noticing the applications of this principle, then acting on such observations, you will enhance the results you produce at work, and in your personal life.