Flight manager and check-airman training

An analysis of industry incidents, accidents, and related human factors research is given. The need to develop more effective resource management training for the flight deck crewmembers is discussed with specific emphasis on flight manager and check-airman training

Feedback: Baby Boomer Manager Offends Millennial Trainee

Hana Tan, a recently employed college graduate was in the midst of her training program when her manager\u27s manager, a fellow named Eric, humiliated her, in her view, in front of her training group by criticizing her use of a ponytail. She wondered, Should I quit? Do I have to take this stuff to get ahead? Should I report him? We discuss the incident in the context of phenomenology, Snyder\u27s self monitoring, Goffman\u27s presentation of self, embeddedness and the role of frank feedback

THE ROMANIAN UNIVERSITY MANAGER, COMPLEX PERSONALITY

In managerial-university theory and practice, in general, and, in the university manager profession in particular, managerial personality plays an important role. It mainly aims the transformation of the university management reality in view of obtaining teaching, research, economic, technical and social results within the university.university manager, manager profession, training personality, personality orientation, personality traits, managerial skills.

Goddard research and engineering management exercise /GREMEX/

Computer assisted management simulation exercise for training of personnel as project manager

A STUDY OF WORK SAFETY BEHAVIOR AT PT. AST INDONESIA SEMARANG

The aim of this study is to analyse the effect of Safety Leadership, Safety Culture and Safety Training that influences the employee Safety Behavior at PT. AST Indonesia Semarang. Mixed methods with sequential explanatory type approach was utilized in this study. The quantitative instruments were using SEM methods while Indonesian and Japanese manager interview was used for the qualitative instrument. The study involved 100 employees as the questionnaire respondents from 600 production employees population and 3 manager as intervieweer. Simple random sampling was use at quantitative research with a proportional quantity of responden have taken in every department depend on total employee in each department. The validation of qualitative result have used by honest validation from respondens which was confirmated and approved by responden’s with their signature at qualitative question and answer list. Based on the result of the quantitative and qualitative data, the research hypothesis conclusion for Safety Leadership, Safety Culture and Safety Training effect is positive and significant to Safety Behavior and the other findings at this research could be explained that the direct effect of Safety Culture to Safety Training (0.646) more than Safety Leadership effect to Safety Training (0.217). In other side Safety Leadership effect to Safety Behavior (0.386) more than Safety Culture effect to Safety Behavior (0.297). The indirect effect between Safety Leadership (0.08) and Safety Culture (0.239) to Safety Behavior was lower than the direct effect, this result shown that Safety Training is not an intervining variable on this research

Being a manager in an English nursery

This article draws on interviews with 29 managers and deputy managers within 15 nurseries in the private sector in England. The author argues that, whilst there is a growing literature on management and professionalism within the Early Years (EY) sector, there is less known about the actual experiences of being a manager in this context. Many of the individuals who are promoted into a management role did not, until recently, have the training to support them. Whilst individuals are being encouraged to participate in the managerial roles now demanded by the professionalisation agenda, it could be argued that the traditional EY workforce are primarily motivated by a strong desire to work with children. Even if their own employer provides in-house management training or the opportunity to participate in national schemes such as EYPS, these young women, like many professionals becoming managers, move away from what they like doing best – working with the client/children. The research outlined in this paper explores these issues by relaying individuals’ stories of what it is like to be a manager in the EY context

Factors affecting training effectiveness. A study of semiconductor wafer fabrication industry in Malaysia

Human Resource Development is one of the key issues for Malaysian companies since the introduction of Human Resource Development Fund (HRDF). This is the fact that rapid changes in the organizations need to develop a more focused and coherent approach to develop and manage people (Kirkpatrick 1979; Senge, 1990). The senior management must consider the important of providing training to the people by understanding and believing that training is one of the important factors in organizational effectiveness. For technological based industry such as in wafer fabrication, the technical training for technical staff is very crucial. Hence, the HR manager must really outline the required training programs focus to the outcomes as well as measuring the effectiveness of the training. Factors that contribute to the training effectiveness must be put into serious consideration so that the amount invested into training is benefited. As such, the objectives of this paper are to review previous literatures and reveal the factors that affect the training effectiveness and outcomes. The scope of this research covers the Semiconductor Wafer Fabrication Companies in Malaysia

Narrative balance management in an Intelligent biosafety training application for improving user performance

The use of three-dimensional virtual environments in training applications supports the simulation of complex scenarios and realistic object behaviour. While these environments have the potential to provide an advanced training experience to students, it is difficult to design and manage a training session in real time due to the number of parameters to pay attention to: timing of events, difficulty, user’s actions and their consequences or eventualities are some examples. For that purpose, we have extended our virtual Bio-safety Laboratory application used for training biohazard procedures with a Narrative Manager. The Narrative Manager controls the simulation deciding which events will take place in the simulation, and when, by controlling the narrative balance of the session. Our hypothesis is that the Narrative Manager allows us to increase the number of tasks for the user to solve and, due to balancing difficulty and intensity, it keeps the user interested in training. When evaluating our system we observed that the Narrative Manager effectively introduces more tasks for the user to solve, and despite that, is accepted by the users as more interesting and not harder than an identical system without a Narrative Manager. Also, a knowledge test demonstrated better results in users’ interest and learning output in the narrative condition

Differences in opinions of occupational physicians on the required competencies by field of practice: results of an international Delphi study

Background: The activities and work demands of medical professionals, including occupational physicians (OPs), fall into three categories: clinical, academic, and administrative. Work demands of an OP consist of these three categories and additional specialty specific roles and competencies. Research on the core competencies and skills required for OPs have identified high levels of consensus amongst OPs internationally, however these opinions have not been examined between areas of practice specific groups. Furthermore, it has been identified that to a large extent academics are often the group who define the skills required of OPs. The aim of this study is to compare the opinions of OPs grouped by field of practice on the common core competencies required for occupational health (OH) practice using results from an international survey. Methods: An international modified Delphi study conducted among OPs, completed in two rounds (Rating-Round 1; Ranking-Round 2) using developed questionnaires based on the specialist training syllabus of a number of countries and expert discussions. Respondents were categorised as Physician, Manager/Physician, and Academic/Physician, based on self-reported job titles and place of work. Results: There was good agreement between the Physician and Manager/Physician groups, with the Academic/Physician group deviating the most. The top three and bottom three principle domains (PDs) were in good agreement across all groups. The top three were clinically based and would be considered core OH activities. The PDs with considerable intergroup variance were Environmental Issues Related to Work Practice and Communication Skills, categories which may reflect direct relevance and relative importance to the job tasks of respective groups. Conclusion: This study demonstrated general agreement between the three occupational groups. Academic/Physician opinions deviate the most, while good agreement is depicted between the Physician and Manager/Physician groups. The findings of this study can help identify potential gaps in training requirements for OPs and be used as a stepping stone to developing training programmes that are reflective of practice and tailored for those predominantly undertaking these specific roles

Crew station research and development facility training for the light helicopter demonstration/validation program

The U.S. Army Crew Station Research and Development Branch (CSRDB) of the Aircraft Simulation Division (AVSCOM) was tasked by the Light Helicopter Program Manager (LH-PM) to provide training to Army personnel in advanced aircraft simulation technology. The purpose of this training was to prepare different groups of pilots to support and evaluate two contractor simulation efforts during the Demonstration/Validation (DEM/VAL) phase of the LH program. The personnel in the CSRDB developed mission oriented training programs to accomplish the objectives, conduct the programs, and provide guidance to army personnel and support personnel throughout the DEM/VAL phase