Enzymes Essay Example | Topics and Well Written Essays - 1500 words

Enzymes - Essay Example The amino acid chain carries a unique shape which is tailor made to help the chemical reaction necessary for the amino acid to perform a specific action. Enzymes can therefore be considered to be catalysts for specific actions or reactions such as in the case of food digestion. These enzyme reactions are chemical processes that happen quite fast an are actually unnoticeable. In human beings, Digestive Enzymes are highly important in the process of breaking down digested food and its transformation into energy proteins. An enzyme is basically a part of the human DNA chain. The DNA of a person serves as the instruction manual of the biological system in the production of protein cells, which, for the basis of this research, we will call enzymes. Therefore, the Human Gene, which is a part of the DNA serves as the template of the human body in forming an enzyme. These enzymes are stored within cells which are molded and shaped for easy chemical recognition and reaction. This chemical pro cess will be discussed further within this paper. Scientists have been studying the importance of enzymes to the human anatomy for well over a century. The earliest enzyme studies date all the way back to 1835 when Swedish biochemist Jon Jakob Berzelius first recognized and named the actions he observed within the enzymes as catalytic. But it was not until 1926 when Cornell University's James B. Sumner was able to extract an enzyme in its purest form from a jack bean which he was able to successfully isolate and crystallize. He won the Noble Peace Prize in 1947 for this remarkable accomplishment. However, he shared this honor with two other people, John H. Northtrop and Wendell M. Stanley of the Rockefeller Institute for Medical Research. They developed a precipitation technique which was used to crystallize several enzymes (Introduction to Enzymes, 2). Enzymes all come into existence because of proteins. These particular proteins have high molecular weight compounds ranging from 10 ,000 - 2,000,000 and are composed of amino acids linked by peptide bonds (Introduction to Enzymes, 2). Enzymes cannot be taken for granted in the daily function of the human body. It is the most vital chemical component of our system because our heart, lungs, liver, eyes, skin, basically all our major and minor organs are dependent upon enzymes in order to keep our body in running condition. Without these enzymes, our body will not be able to prevent degenerative diseases, we will are at a rapid pace, and our energy will not be able to sustain our daily physical functions. Think of the enzymes as the monetary currency of our body. When we eat, we put a deposit into our enzyme bank where it is broken down by digestive enzymes and completely digested in order to insure the absorption of nutrients which our body can draw upon whenever our energy level runs low. If our body is deprived of enzymes, it will cease to function and will eventually die out. One must bear in mind however that since enzymes comprise different chemical needs of the human system, these chemical reactions that are necessary in order to sustain human life only occur when necessary. In actuality, the enzymes inside the cell direct which particular chemical will be triggered and created in order to sustain the energy level of a person. In order to reach this equilibrium state at the fastest possible time, enzymes lower the activation energy needed for a chemical reaction. This biochemical reaction numbers about 4,000 but the enzyme that serves as the catalyst is not consumed by the reactions which is why there is no alteration in the equilibrium and metabolic pathway of these reactions. These metabolic pathways are created by several enzymes working

Rise And Rise Of Dhirubhai

Rise And Rise Of Dhirubhai Dhirubhai once said: Our dreams have to be bigger, our ambitions higher, our commitment deeper and our efforts greater. This is my dream for Reliance. In fact, this is my dream for India. Indeed Dhirubhai has been successful in bringing his dream to reality. From a humble beginning, Dhirubhai Ambani was successfully able to build up the largest Business conglomerate in India in a span of just 25 years. Today, the turnover of Reliance Industries forms 3% of the entire GDP. This tremendous growth in such a small time is the result of the large amount of hard work, dedication and excellence that Dhirubhai Ambani brought in to the culture of Reliance Industries. As they say, there are two sides of the coin. While there is no doubt that Dhirubhai Ambani was a highly intelligent and dedicated manager, he was not perfect, in the right sense. For a long time Dhirubhais ethics have been a matter of debate. While some consider him as a shrewd businessman, the others dont approve of certain things he did. History Dhirajlal Hirachand Ambani was born on 28th December 1932, in Chorwad Gujarat into a Modh family of moderate means. He was the second son of a school teacher. Right from childhood Dhirubhai was precocious and highly intelligent. He was highly impatient of the oppressive grinding mill of the school classroom. Chose work that used his physical ability to the maximum rather than cramming school lessons. At the age of 16, Dhirubhai moved to Aden, Yemen. He worked there as a clerk for A. Besse Co. For two years. Later he was promoted to manage the companys oil filling station at the port of Aden, when A. Besse became the distributors for Shell. Ten years later, Dhirubhai returned to India and started a business Reliance Commercial Corporation with a capital of Rs. 15000.00. The primary business of Reliance Commercial Corporation was import polyester yarn and export spices. The business was setup in partnership with Chambaklal Damani, his second cousin who was also there with him in Aden. The first office of Reliance Commercial Corporation was set up in Narsinathan Street at Masjid Bunder. It was a 350 sq. Ft room with a telephone, one table and three chairs. Initially they had two assistants to help them in their business. In 1965, Chambaklal Damani and Dhirubhai Ambani ended their partnership and Dhirubhai started on his own. It is believed that both had different temperament and a different take on business. While Mr. Damani was a conscious trader and did not believe in building yarn inventories, Dhirubhai was a known risk taker and he considered that building inventories with anticipating a price rise and making some profit is good for growth. During this period, Dhirubhai and his family used to stay in a one bedroom apartment in Bhuleshwar. In 1968, he moved from the chawl to an upmarket apartment at Altamount Road, in South Mumbai. His first car was a premier Padmini. In 1970s he bought a white Cadillac car. Dhirubhai started his first textile mill in Naroda in the year 1966. Textiles were manufactured using polyester fibre yarn. Dhirubhai started the brand Vimal, named after his nephew. Extensive marketing of the brand in the interiors of India made Vimal a household name. Franchised retail outlets were started to sell only Vimal brand of textiles. In the year 1975, a technical team from the World Bank, visit this unit and certified it as excellent even by developed country standards. Banks and financial institutions repeatedly turned him down when he needed money the most. He was just not in the same league as other businessmen of his time. This made him an out of the box thinker. Dhirubhais first public offering of 28.2 lakh equity shares in the then Reliance Textiles in November 1977 was oversubscribed nearly seven times. The issue fetched him Rs 3 crore, a big sum by the standards of those days. Between 1979 and 1982, Reliance made four debenture issues. In 1979 it was for a worsted mill; in 1980, for modernising its textile mill; in 1981, to manufacture polyester filament yarn at Patalganga. In 1982, he topped it all with a record Rs 50-crore issue for expansion and diversification. Dhirubhai treated his shareholders like family members. Such royal treatment endeared him to his investors, says Kisan Ratilal Choksey, Chairman of KR Choksey Shares and Securities, a leading Mumbai brokerage firm. Dhirubhai understood the power of equity funding for his mega projects, says Devesh Kumar, Managing Director of Centrum Broking. In that sense, he was a visionary, way ahead of his times, and an out-of-the-box thinker, he adds. He always made sure that the investors got returns commensurate their investments. Marriages, businesses, studies abroad of the investors have been said to be financed by Reliance. He coined the term Mega Issue. His faith in retail investor also gave a leg up to BSE and its 30-share sensitive index, Sensex. Lured by Reliances power to deliver dividends and higher stock prices, thousands flocked to the market. Dhirubhai was a visionary, because he looked at the future a future he knew he may not even be around to enjoy. But that what propelled him and his stakeholder benefited from his search for a better future. In 1982 Ambani began the process of backward integration, setting up a plant to manufacture Polyester filament yarn. He subsequently diversified into chemicals, gas, petrochemicals, plastics, and power and telecom services. RIL bought IPCL from the government of India to become Indias largest petrochemical player.   After the launch of the refining arm of reliance, Reliance achieved a huge cashflow position and has never looked back. Mukesh Ambanis statement that RIL will be like a makoda where even if a few legs are hurt, the organism will be hale and hearty and not stop its march forward. Behind the Scenes Despite his affability, some of his old colleagues describe Dhirubhai as a dark character-not just because of the darkish skin he inherited from his father-but for the ambition and risk taking he hardly concealed. He exported spices, often at a loss, and used replenishment licenses to import rayon. Later, when rayon started to be manufactured in India, he exported rayon, again at a loss, and imported nylon. Ambani was always a step ahead of the competitors. With the imported items being heavily in demand, his profit margins were rarely under 300 percent In the 1950s the Yemini administration realized that their main unit of currency Rial was in disappearing. After investigating the matter it was realized that all Rials were routed to the Port City of Aden. There a young man in twenties was placing unlimited buy orders of Yemini Rials. During those days the Yemini Rial was a pure silver coin and was much in demand at the London Bullion Exchange. Young Dhirubhai would buy Rial, melt it in pure silver and sell it to bullion traders in London. Reliance expanded its equity base through frequent rights and bonus issues to shareholders, while financial institutions converted 20 per cent of their loans into equity in September 1979. But the use of convertible debentures catapulted Dhirubhai Ambani into the big league in the capital markets. Dhirubhai had anticipated the governments policy with regards to the convertible debentures and the Series I issue of partially convertible debentures by Reliance in October 1979 raised Rs 70 million. Although Reliance was not alone in trying the long disused instrument but from late 1980 the issues of partially convertible debentures coming from Reliance in quick succession, raising Rs 108 million in September from its Series 11 and Rs 240 million from its Series 111 the next year, and Rs 500 trillion from Series IV in April 1982. Dhirubhai capped that by obtaining from Sen Gupta clearance to do what should normally be legally impossible: converting the non-convertible portions of the four debenture issues into equity. This proved to be a master stroke. By this method, dubbed a brilliant and unconventional move by many, Dhirubhai-Reliance was able to chop Rs 735 million off its debt book in 1983, and turn it into comparatively modest equity of Rs 103 million, while reserves were raised by Rs 632 million. Instead of an annual interest bill of Rs 96.5 million on debentures, the dividend burden from the extra equity was only around Rs 36 million. This transmutation allowed Reliance to continue raising more quasi-debt, with its E Series of partially convertible debentures in October 1984 which raised another Rs 800 million. This reduced the debt equity ratio and further increased the attractiveness of the Reliance stock which was becoming an outperformer on the Indian Stock exchanges. Reliance always used to persuade the regulators with respect to its debenture issues. This did not mean that all its issues were approved without any hurdles. All questions being raised were not disposed of by Reliances policy of SALAM. On one occasion, the regulator rejected the premium that Reliance was seeking to put on an issue, on the ground that projected profitability had not been indicated. Without a pro-forma balance sheet for the current year-an extension of results to date-it could not be accepted. In 1982, Dhirubhai created waves in the stock markets when he took on a Kolkata-based cartel of bear operators that had sought to hammer down the share price of Reliance Industries. The cartel badly underestimated the Ambani ability to fight back. Not only did Dhirubhai manage to ensure the purchase of close to a million shares that the bear cartel offloaded, he demand physical delivery of shares. The bear cartel was rattled. In the process, the bourses were thrown into a state of turmoil and the Bombay Stock Exchange had to shut down for a couple of days before the crisis was resolved. After this incident many questions were raised by the press. People could not understand that how; a yarn trader till a few years ago was able to raise such a huge cash flow in the time of crisis. The answer stood in a story detailed how companies registered in the tax haven, Isle of Man, with ridiculous names like Crocodile Investments, Iota Investments and Fiasco Investments had purchased Reliance shares at one-fifth their market prices. Curiously, most of these firms were controlled by a clutch of non-resident Indians who had the same surname, Shah. Yet another article detailed how the group had been the beneficiary of a loan mela a number of banks had loaned funds to more than 50 firms that had all purchased debentures issued by Reliance Industries In 1993, Reliance was in the bidding for several oilfields in the Arabian Sea. The government oil search corporation had discovered the fields but did not have the funds to build the huge production rigs, gas compressors and pipelines that were needed. Several contacts among rival bidders were alleging that the tender was being rigged in favour of Reliance. Indian politicians and bureaucrats are masters at tilting an open and transparent tender into a one-horse race, by techniques such as keeping the weighting of bidding factors uncertain or secretly promising later concessions to compensate for underbidding. In the event, Reliance swept the field, and a director with one of the losers told me: We were shafted, and for the wrong reasons. Corporate Rivalry Reliance frequently, routinely, put any criticism or opposition to its actions down to motives of envy or a desire to pull down anyone achieving success. Throughout every crisis caused by exposure of alleged manipulations, its publicity took on a self-pitying Why is everyone always picking on us? tone. But the record tends to show that it was Dhirubhai and Reliance who often made the first move to put a spoke in a rivals wheels, whether it was Kapal Mehra of Orkay Silk Mills, Nusli Wadia of the Bombay Dyeing Group or, latterly, the Ruias of the Essar group. Coincidentally with disputes with Reliance, various rivals were hit with government inspections, tax problems, unfavourable press reports and physical attacks. The mid-eighties were a period during which the Reliance group got locked in a bitter turf battle with Bombay Dyeing headed by Nusli Wadia. The two corporate groups were producing competing products Reliance was manufacturing purified terephthalic acid (PTA) and Bombay Dye ing, di-methyl terephthalate (DMT). Wadia lost the battle and reportedly became the source of information for many of the articles against the Ambanis that subsequently appeared in  The Indian Express. In 1985, the Mumbai police accused a general manager in a Reliance group company of conspiring to kill Wadia, a charge that was never established in a court of law. Many years later, a newspaper owned by the Ambanis would accuse Wadia of illegally holding two passports and played up the fact that he was Mohammed Ali Jinnahs grandson. Year 1986 was a crucial one for Dhirubhai. He suffered a stroke in February that year. A few months later, the  Express  began publishing a series of articles attacking the Reliance group as well as the Indira Gandhi regime for favouring the Ambanis. These articles were co-authored by Arun Shourie who, ironically, later as Union Minister for Disinvestment in the Atal Behari Vajpayee government, presided over the sale of 26 per cent of the equity capital of the former public sector company, Indian Petrochemicals Corporation Limited (IPCL), to the Reliance group. By gaining managerial control over IPCL, the Reliance group would now be able to dominate the Indian market for a wide variety of petrochemical products. Ramnath Goenka, once a friend of Dhirubhai, and owner of The Indian Express was also considered to be close with Nusli Wadia. On many occasions, Ramnath Goenka tried to intervene between the two warring factions and bring an end to the enmity. As the days passed by The Indian Express carried a series of articles against Reliance Industries and Dhirubhai in which they claimed that Dhirubhai was using unfair trade practices to maximise the profits. As Reliance had a close relationship with The Indian Express, Ramnath Goenka did not use his staff at the Indian Express to investigate the case but assigned his close confidant, advisor and chartered accountant S. Gurumurthy for this task. Apart from S. Gurumurthy, another journalist Maneck Davar who was not on the rolls of Indian Express started contributing stories. The end to the tussle came only after Dhirubhai Ambani met with a stroke. While Dhirubhai Ambani was recovering in San Diego, his sons Mukesh Ambani and Anil Ambani managed the affairs. The Indian Express had turned the guns against Reliance and was directly blaming the government for not doing enough to penalise Reliance Industries. The battle between Wadia Goenka and Ambanis had become so big that it became a national crisis. It was not as if Indian politicians had not helped other industrialists in the past. However, the difference in the business-politics nexus at that time lay in the fact that by the time the Reliance groups fortunes were on the rise, the Indian economy had become more competitive. Thus, it was not enough for those in power to promote the interests of a particular business group. It became necessary to simultaneously put down the competition. Managing the Environment Dhirubhai, more than many of his fellow industrialists, understood and appreciated the importance of managing the environment, a euphemism for keeping politicians and bureaucrats happy. Ideas are no ones monopoly. Those who criticise me and Reliances growth are slaves to tradition, if not to outright conservatism and complacency; the criticisms were put down to jealousy. But the same Man also felt you have to sell your ideas to the government. Selling the idea is the most important thing, and for that Id meet anybody in the government. I am willing to salaam anyone. His willingness to salaam anyone and his cultivation of junior staff and newcomers had by the early 1980s created a huge network of friends in politics, government ministries and financial circles. Earlier, goodwill had been cemented by gifts of the famous suit-lengths of material. After the float of Reliance in 1977, Dhirubhai was able to allocate parcels of shares or debentures from the promoters quota of any issue, wit h a profit virtually guaranteed by the gap between issue and market prices or by the prospect of conversion. He made no secret of the fact that he did not have an ego when it came to paying obeisance before government officials be they of the rank of secretary to the Government of India or a lowly peon. It is hardly a secret that Dhirubhais support base would easily cut across political lines. Very few politicians have had the gumption to oppose the Ambanis, just as the overwhelming majority of journalists in the country preferred not to be critical of the Reliance group. The Indian media, most of the time, has chosen to lap up whatever has been doled out by the groups public relations executives. The bureaucracy too has, by and large, favoured the Ambanis, not merely on account of the fact that many  babus have got accustomed to receiving expensive hampers on the occasion of  diwali. Indira Gandhis return to power opened a golden period for Dhirubhai Ambani. In 1979, his company barely made it to the list of Indias 50 biggest companies, measured by annual sales, profits or assets. By 1984, Reliance was in the largest five. Dhirubhai himself had become one of the most talked and written about persons in India, gaining a personal following more like that of a sports or entertainment star than a businessman. It was also the period when Dhirubhai made the most rapid part of his transition, in the bitter words of a senior non-Congress politician in 1996, from supplicant-the most abject kind of supplicant-to influencer and then to controller of Indian politics. Dhirubhai A legend People close to Dhirubhai said that there were three Dhirubhai Ambanis. One was unique, larger than life, a brand name. He was one of the most talked about industrialists, and for Gujarati people he has tremendous emotional and sentimental appeal. He is their ultimate man, and has inspired many emulators. The second Dhirubhai Ambani is a schemer, a first-class liar, who regrets nothing and has no values in life. Then there is the third Dhirubhai Ambani, who has a more sophisticated political brain, a dreamer and a visionary, almost Napoleonic. People always getting the three personalities mistaken. Dhirubhai was one man who tried to look beyond the obvious, who dared to dream and dared to achieve his dream. He did not let anything stop him. No restriction was strong enough to stop Dhirubhai Ambani. Whether what Dhirubhai has been claimed to do, he actually did or not, there is certainly no denying the fact that there is no businessman in India who attracted as much adulations as he did. He was more than a legend in his lifetime. He successfully convinced 4 million middle class households to invest their hard earned savings in Reliance Industry Groups. He fondly referred to his shareholders as family members and conducted annual shareholder meetings in the atmosphere of large melas attended by hordes. Dhirubhai Ambani was different man to different people. To his millions of investors, who had seen their share prices multiply, he was a business messiah. To one writer, he was a Frankensteins Monster created by Indias experiments with close government control of the economy. The strictly controlled import licences given to registered exporters of textiles, allowing import of raw materials worth a certain percentage of their export earnings. Like many others, Dhirubhai realised that these import or replenishment licences (known as REPS) were as good as money, even though some of them were officially not transferrable and imports had to be made by the actual user of the materials. By paying higher margins than any other traders, Dhirubhai soon became the main player in the market for REP licences. The margins were tiny in the trade itself but his dominance also put him in the position of being able to turn on and off much of the supply of yarn into the Indian market. Conclusion Dhirubhai Ambani built his company through outstanding abilities and drive on many fronts: as an innovative financier, an inspiring manager of talent, an astute marketer of his products, and as a forward-looking industrialist. The energy and daring that showed itself in his early pranks, practical jokes and trading experiments developed into a boldness and willingness to live with risk that few if any other Indian corporate chiefs would dare to emulate. His extraordinary talent for sustaining relationships, and sometimes impressing men of standing, won him vital support from both governments and institutions. The dark side of his abilities was an eye for human weakness and a willingness to exploit it. This gained him preferential treatment or at least a blind eye from the whole gamut of Indian institutions at various times.

Business Analysis of FMC Corporations Green River Facility Essay

Business Analysis of FMC Corporation's Green River Facility FMC Corporation’s Green River facility is a large organization with many different product lines that cater to many different customers. The industry it serves is the chemical industry. With over 1,000 employees, they service over 100 customers with several different product lines. The Aberdeen facility on the other hand, has only 100 employees who service to only one customer with a single product. The Aberdeen facility, although small in numbers, has proven to be successful in growth and organizational effectiveness to the point that the Green River facility is interested in its organizational behaviors to incorporate them into their own facility. The Aberdeen facility was founded on the beliefs of participative management and empowerment (George & Jones, 2005) to its employees. The basic principle behind the success of this idea is trust. According to Bob Lancaster, the founder to Aberdeen’s management system, trust eliminates fear and allows employees to really focu s on what is needed to be done as well as getting it done. By organizing self managed teams (George & Jones, 2005) along with a team leader, employees are encouraged to manage many different aspects of their own organizational behavior. Employee selection is a rigorous process designed to attract people with not only technical skills, which is minor determining factor based on the philosophy that technical skills were easily trained, but a range of : personal skills, group skills, communication skills, problem solving skills, results orientation, and leadership skills (Clawson, 2005). These employees would have to be able to thrive in the environment were they are not needed to be told what to do, but to just do it. Teams are designed to manage virtually every aspect of the plant. They schedule work hours, purchased materials and tools, planned work schedules, coordinated with other teams, evaluated team members performances, recommended salary increases, generate reports, and deal with virtually every problem that arises (Clawson, 2005). This is where trust is displayed. These teams are comparable to a family. Each person depends on each other to get jobs done within the team. They openly communicate and have meetings when necessary to discuss and resolve issues as they arise. There is no communication gap betwee... ...ith responsibility and would rather just take orders from someone else. This attitude will not work with this system. Implementing this system may take some time to accomplish due to the size of the Green River facility, but the system is possible to achieve at this facility. The reason the Aberdeen facility has prospered is simply that the employees feel that their part is truly essential to the functioning of the facility, and that makes them feel good about their job and they are constantly seeking ways to improve their team’s production. Once all of the teams are in place and employees are put with the product specialized for them, the ball will get rolling. Slowly but surely things that need to be corrected will be done, employees that can not conform to the new responsibilities will be eliminated, and employees will start to feel the job satisfaction that is really the driving force behind this system. References: Jennifer M. George & Gareth R. Jones (2005). Understanding and Managing Organizational Behavior. Upper Saddle River, NJ: Prentice Hall James G. Clawson (2005) Custom Business Resources. FMC Aberdeen. Boston, MA: Pearson Custom Publishing

Mr Joseph

UNIT 5001 – PERSONAL DEVELOPMENT AS A MANAGER AND LEADER EA Unit 5001 v01 Page 1 of 4 | LEARNING OUTCOMES |ASSESSMENT CRITERIA | |1. Be able to assess and plan for personal professional development |1. 1 Explain the importance of continual self-development in | |800 words |achieving organisational objectives | | |1. Assess current skills and competencies against defined | | |role requirements and organisational objectives | | |1. 3 Identify development opportunities to meet current and | | |future defined needs | | |1. Construct a personal development plan with achievable | | |but challenging goals | |2. Be able to plan for the resources required for personal professional |2. 1 Identify the resources required to support the personal | |development . |development plan | | |2. Develop a business case to secure the resources to | |D |support the personal development plan | |3. Be able to implement and evaluate the personal development plan |3. 1 Discuss the processes requ ired to implement the personal| |include copy of appraisal |development plan | |Look at advantages and disadvantages of doing the self development |3. Evaluate the impact of the personal development plan on | | |the achievement of defined role requirements and | | |organisational objectives | | |3. Review and update the personal development plan | | | | | | | | | | Be able to promote healthy and safe working practices |4. 1 Discuss the relationship(s) between healthy and safe | | |working practices and organisational objectives | | |4. 2 Explain the process for conducting a risk assessment | | |4. Identify the actions taken by the manager in dealing | | |with a breach in healthy and safe working practices | | |4. 4 Describe how to communicate responsibilities for healthy| | |and safe working practices to the team | | |4. Discuss relevant records that are maintained to | | |demonstrate that healthy and safe working practices are met | My name is Karl Joseph and I am Con tract Manager working for Hygiene Group at Walkers Snack Foods in Peterlee. I lead a team of 4 supervisors and 36 operatives and in my role I manage day to day industrial cleaning within the plant, and manage Health & Safety, Personnel issues, Quality Standards. I also plan and organise daily and weekly activities, training etc and also complete daily records and sign off.Other duties include maintaining existing business and assist in developing new business with the client and I work to maximise operational effectiveness and recognise budgetary requirements and follow and maintain company procedures and safe working practices. In this report I will be looking at being able to assess and plan for personal professional devlopment, Be able to plan for the resources required for personal professional development, Be able to implement and evaluate the personal development plan, Be able to promote healthy and safe working practices. | | | | | | | The importance of continual self-devel opment in achieving organisational objectives is to improve knowledge and understanding within my role and to progress as a manager to suit individual and meet business needs. Our company objectives that we will treat our staff as individuals, training, promoting and involving them in changing the business. For example I have done external training such as :IOSH managing Safety which has helped my objectives as I have passed on my knowledge to staff within Health & Safety within briefings and have also reviewed and updated risk assessments to suit site specific tasks. This has helped my objexctives by reducing accidents on site and increasing near misses along with staff having a better understanding of Health & Safety and working safer within their role. Self development is important for example. Training within new equipment that we have on site. Skills to recruit the best staff for the job Consequences of having no training at all would be more accidents.Also we will seek mutual dependence with our individual clients and we will also expand our client base and develop independent strength in the marketplace and we also wish to be the leading suplier of cleaning services within the food industry. Growth and success in the ever-changing world of work is increasingly about individuals taking responsibility for their personal development. Our evolving culture requires that individuals be accountable for self-direction, to practice self-management of their own learning and to actively search for wider experience and opportunity.This does not take place in isolation. The self-development process should also bring direct benefit to the team in which the individual works and the organisation as a whole. My role requirements are as follows : Performance Standards This job profile relates to a Contract Manager whose performance standards will be measured against agreed targets in the following four critical areas: Business Development Human Resources Good Service Pra ctice Finance and Administration These critical areas of the job requirements will be referred to as Key Result Areas (KRAs).Using the descriptive competency sets relating to each KRA a consistent subjective analysis of performance can be reached. |Man manage contract supervision |Good at managing this | |Maintain existing client business and assist in developing new | | |business with the client. |Good at this and just secured a new contract | |Work to maximise operational effectiveness and recognise | | |budgetary requirements. | |Ensure operation of the contract and one-off work is in line |Working within budget and avoiding overspends. | |with the company procedures and be responsible for company | | |assets and facilities. |All staff are trained and work to company procedures by | |Oversee training requirements of service and supervisory staff. |supervising. | |Embrace new developments and co-operate in introducing change | | |within the service contract. | | | | | |Trai ning completed by supervisors and staff from training | | |co-ordinator of which I have regular meetings with co-ordinator| | |and set out training plan. | |Introducing cleaning equipment to achieve better standards. | |Involve staff at all levels to maximise the benefits to the |Regular meetings with staff, supervisors and senior managers | |organisation. | | |Be incisive and strong willed in focusing upon regional goals |Not sure what this is. | |and understand that leadership needs are linked to the Regional| | |Business Plan. | |Be confident and able to lead through a variety of situations. |Leading through chairing Health & Safety meetings | |Enable others to develop their leadership styles and |External training Train the trainer and Team leader training | |competencies. | | |Ensure the regional objectives are understood by all |Regional objectives set out in appraisals to all | Understand medium to long-term issues for the current |No current issues | |client. | | |Ens ure satisfaction is achieved in all aspects of the |Satisfaction surveys carried out six monthly and kpi | |service and work towards the renewal of the existing |meetings monthly | |contract. | |mplement sales procedures and ensure new work is carried |Costs implemented through manning hours and train and | |out satisfactorily by the service teams. |supervise all new work | |Assist in achieving long-term objectives and developing |Through key performance indicators | |new business with the existing client. | | Work to maximise operational effectiveness and recognise |Regularly monitor and review cleaning equipment and keep to | |budgetary requirements. |strict spending costs | |Develop staff who understand the operational procedures and are|Training involved with supervisors and training co-ordinator | |able to work towards the aims and goals of the region. | | |Embrace ideas and opportunities to ensure profitability is |Look at different methods within cleaning that could be more | |maintained or increased. cost effective | |Participate in all aspects of forecasting and budgeting and |Forecasting costs, wages, cleaning materials to ensure | |work to ensure that Hygiene’s minimum objectives are met. |objectives are met | |Participate in the preparation and presentation of monthly |Prepare , timesheets and wage tracker and budget costs for | |accounts. cleaning materials for account manager | |Anticipate the needs of the client and advise upon the most |Regular meetings with client to advise | |effective methods of carrying out tasks. | | |Ensure operation of the contract and one-off work is in line |Assess one of tasks before commencing making sure in line with | |with the company procedures and be responsible for the |company procedures and maintain assets and facilities | |associated company assets and facilities. | |Audit contract work on a scheduled basis to produce Key |Hygiene Audits, Health & Safety audits, lock off audits | |Performance Indic ators (KPIs) and recommendations for | | |improvement. | | |Where necessary introduce change to improve regional |Introducing new tools to the business | |capability, capacity and excellence. | |By monitoring schedules on a regular basis, carry out reviews |Reviews carried out every month at site meetings with client. | |of the service process to evaluate delivery and recognise | | |mistakes. | | |Ensure all operations satisfy the standards set out in Good |Work to achieve Grade A within our GSP audits | |Service Practice and encourage staff to do the same. | |Ensure buildings, offices, equipment and vehicles are |Daily cleaning of offices and buildings | |maintained. | | |Oversee training requirements of service and supervisory | | |staff. | |Give training support to cover training and development |Evaluate training and development to measure the benefit | |needs. |to the business and the individual. | | | | |Review the skill base and needs across the contract and |Provide su pport to staff throughout the contract who are | |the Regional Business Plan to determine basic and |enrolled upon an internal development programme. |longer-term requirements. | | Embrace new developments and co-operate in introducing change within the service contract. Be realistic and constructive in implementing new processes, methods and procedures and plan to use these effectively. Be aware of future competitive advantage and technological change. Be flexible and willing to adapt to changes in emphasis, or aspects of, the regional business requirements.On the basis of this I have assessed my own skills and competencies within my role and I meet all the above criteria as I have received all training within my responsibilities and all of these standards are met other than regional business plan which I am not sure of. |Review the skill base and needs across the contract and the |Monitoring procedures and safe working practices across the | |Regional Business Plan to determine ba sic and longer-term |contract and set out a training plan that is generic through | |requirements. the business to individuals in order to achieve basic and long | | |term requirements. | |Provide support to staff throughout the contract who are |I provide staff training to individuals within theory and | |enrolled upon an internal development programme. |practice in working procedures, Health and Safety, and company | | |safe working practices through appraisals. |From this table and assessment then you can identify what development opportunities you have now and those needed in the future and this would allow you to produce a personal development plan eg: |What I need to learn |How I will achieve this |When I will complete it by | |Advanced food hygiene |Course |Oct 2013 | |Management Diploma |By completing all set tasks |31-08-2013 | Personal Development Plan – Karl Joseph 2013 | |Areas to be Developed |Relevant Training |Output |Support | |Heighten personal profile |CMI Level 5 in Management & |K. J. needs to attend planning/briefing |C. J. to attend a number of meetings with K. J. and | |with key stakeholders on |Leadership – Working productively meetings for the major clean days and |provide guidance on delivery of information | |site |with colleagues and stakeholders |provide an overview of Hygiene's | | | | |planned activities | | |Publicise cleaning plans |CMI Level 5 in Management & |K. J to issue daily work/update plan to |C. J. to work with K. J. o understand the key | |to keep all stakeholders |Leadership – Developing and |be publicised on Hygiene information |information required by the Walkers team and | |informed |evaluating operational plans for |board |develop an appropriate format for the plan | | |own area of responsibility | | | |Make more time available |CMI Level 5 in Management & |K.J. to dedicate more time to |C. J. to work with K. J. to identify all tasks that | |to oversee staff |Leadership -Providing leadershi p |overseeing the cleaning process on |can be delegated to Ivana to release more time to | | |and direction for own area of |major clean days and be more visible to|oversee work in progress. Also to provide guidance| | |responsibility & Planning change |Hygiene and Walkers teams |on how to structure any necessary changes. | |in own area of responsibility | | | |Improve Health & Safety |CMI Level 5 in Management & |K. J. to undertake a project to identify|K. F. to support K. J. in the development of this | |management |Leadership -Managing Health & |any potential â€Å"weak spots† particularly|project, and C. J. to assist K. J. n producing and | | |Safety across an organisation |relating to staff behavioural issues, |implementing the plan to address â€Å"weak spots† | | | |and put a plan in place to address | | Resources needed to support the PDP will communications with other members of the planning meetings such as the engineering manager and the hygiene specialist a nd also the planning scheduler.I will also need resource from Carl Jones to help me develop in all other areas. I will achieve these by getting support from my line manager within my next appraisal Which I will need funding costs in order to achieve these and I will need time off work on a weekly basis in order to achieve. Business Case to secure the resources for the personal development plan The goal of staff development is improvement in staff and organizational effectiveness.This is a process that affects interpretations of job requirements, relationships with colleagues, and perspectives on the methods of education. Staff development occurs in a social context and emphasizes teamwork, built on a foundation of collaboration. Staff development is a process that demonstrates the commonness of purpose of all staff and the crucial nature of individual knowledge and skills to perform assigned duties in relation to the achievement of these larger goals.Benefits in doing these for the company would be to pass on my knowledge within management, Health and Safety and food hygiene to supervisors and service staff and also further training for them and also to benefit the client as this gives me a broader understanding within food hygiene within the food industry. I have developed a business case which is to attend a advanced food hygiene course with HSF training for the cost of ? 425 plus VAT IN September 2013 so I can achieve this qualification Advantages of self development are :Train all staff within Level 1 of Food Hygiene Safety. More knowledge of the below in order to increase confidence with the client : †¢ Introduction to  Food Safety †¢ Contamination hazards and control  (microbiological, chemical,  physical,  allergenic) †¢ Bacteriology †¢ Food poisoning and  food borne disease and its control †¢ Non-bacterial food poisoning and its control  (chemical, metal, fish, poisonous plants) †¢ Personal hygiene controls and   management †¢ Pest control †¢ Education and training of food  handlers HACCP and controls from purchase to service †¢ Management control techniques and  developing a food safety culture †¢ Overview of food safety legislation Disadvantages are as follows. Week taken from work to do course so loss of management on site which could cause a number of issues on site without management cover. My personal development will be reviewed and updated through my appraisal with carl jones account manager for hygiene group and we have also set targets that all the above will be completed by October 2013 with regular reviews set out.Myself and Carl Jones will discuss and agree work objectives and they will be measured by the support of Alan Ridley Hygiene Specialist The relationship between health & safe working practices and organisational objectives within our business are good as our objectives are to give all our staff all the correct training and involving them in c hange within the business that is closely linked to our safe working practices as all staff are trained to these safe working practices which helps us reach our objectives.Our other health and safety objectives are closely monitored and are set by our client within our KPI’S Which are accidents, near misses, hipo’s and high risks activites were we need to improve year on year and these all involve our health and safety working practices on site, again training is need with staff in order to achieve these objectives. A risk assessment is simply a careful examination of what, in your work, could cause harm to people, so that you can weigh up whether you have taken enough precautions or should do more to prevent harm.Workers and others have a right to be protected from harm caused by a failure to take reasonable control measures. Accidents and ill health can ruin lives and affect your business too if output is lost, machinery is damaged, insurance costs increase or you ha ve to go to court. You are legally required to assess the risks in your workplace so that you put in place a plan to control the risks. Identify the hazards Decide who might be harmed and how Evaluate the risks and decide on precautions Record your findings and implement them Review your assessment and update if necessaryA risk that we had in the past was that we were using goggles to protect your eyes from chemical splashes which could seriously burn and cause permanent damage. I then reviewed the risk assessment and conducted a new one for the use of chemicals as I found there was more risks involved as chemical could also splash onto the skin causing burns also so I identified the hazards and put in control measures which was to use face visors and neck and chin guards as well as the use of chemical suits, gloves and Wellingtons to prevent burns to the body which eliminated the risks.I have identified and evaluated control measures that have been put in place within our organisat ion which was to wear a face visor at all times and not goggles when using corrosive chemicals and also a chin and neck guard so it eliminates any risk of the chemical splashing any part of the body which could cause severe burns.As a manager we have recently had one guy working for us who was fully trained within this safe working practice within working safely with chemicals and the wearing of hard hat and face visor but due to a behavioural issue he decided not to follow this practice and wore in incorrectly which resulted in temporary chemical burns to his eyes. A accident investigation was carried out and he received a warning for this due to not following company safe working practices.He also received further training and all other service staff were briefed on the accident that occurred and were re trained within working safely with chemicals. With regards to responsibilities for health and safety working practices to my team I communicate this at our S. A. T meetings were w e have four members of our team that spend 1 full day each month reviewing health and safety working practices and updating were needed and then I communicate with the rest of the team on a monthly basis their responsibilities within their role for the task that they are carrying out.I also have a safety marshal on a daily basis with whom I liase with and brief so he can delegate health and safety working practices for our high risk tasks which is lock off, working at height, chemicals, confined space and roof work. Relevant records that are maintained to demonstrate that healthy and safe working practices are met are our sign off sheets were we have a working procedure with regards to what we are cleaning and how to clean and on this procedure and a health and safety practice on the procedure.We then have staff trained to this procedure and signed to say they have full knowledge of how to clean it and to follow the health and safety practicce and once complete they sign off our sig n off sheet to say they have followed the correct procedures after commencement of cleaning of each clean that they do and this is cross referenced against quality and training Mr Joseph UNIT 5001 – PERSONAL DEVELOPMENT AS A MANAGER AND LEADER EA Unit 5001 v01 Page 1 of 4 | LEARNING OUTCOMES |ASSESSMENT CRITERIA | |1. Be able to assess and plan for personal professional development |1. 1 Explain the importance of continual self-development in | |800 words |achieving organisational objectives | | |1. Assess current skills and competencies against defined | | |role requirements and organisational objectives | | |1. 3 Identify development opportunities to meet current and | | |future defined needs | | |1. Construct a personal development plan with achievable | | |but challenging goals | |2. Be able to plan for the resources required for personal professional |2. 1 Identify the resources required to support the personal | |development . |development plan | | |2. Develop a business case to secure the resources to | |D |support the personal development plan | |3. Be able to implement and evaluate the personal development plan |3. 1 Discuss the processes requ ired to implement the personal| |include copy of appraisal |development plan | |Look at advantages and disadvantages of doing the self development |3. Evaluate the impact of the personal development plan on | | |the achievement of defined role requirements and | | |organisational objectives | | |3. Review and update the personal development plan | | | | | | | | | | Be able to promote healthy and safe working practices |4. 1 Discuss the relationship(s) between healthy and safe | | |working practices and organisational objectives | | |4. 2 Explain the process for conducting a risk assessment | | |4. Identify the actions taken by the manager in dealing | | |with a breach in healthy and safe working practices | | |4. 4 Describe how to communicate responsibilities for healthy| | |and safe working practices to the team | | |4. Discuss relevant records that are maintained to | | |demonstrate that healthy and safe working practices are met | My name is Karl Joseph and I am Con tract Manager working for Hygiene Group at Walkers Snack Foods in Peterlee. I lead a team of 4 supervisors and 36 operatives and in my role I manage day to day industrial cleaning within the plant, and manage Health & Safety, Personnel issues, Quality Standards. I also plan and organise daily and weekly activities, training etc and also complete daily records and sign off.Other duties include maintaining existing business and assist in developing new business with the client and I work to maximise operational effectiveness and recognise budgetary requirements and follow and maintain company procedures and safe working practices. In this report I will be looking at being able to assess and plan for personal professional devlopment, Be able to plan for the resources required for personal professional development, Be able to implement and evaluate the personal development plan, Be able to promote healthy and safe working practices. | | | | | | | The importance of continual self-devel opment in achieving organisational objectives is to improve knowledge and understanding within my role and to progress as a manager to suit individual and meet business needs. Our company objectives that we will treat our staff as individuals, training, promoting and involving them in changing the business. For example I have done external training such as :IOSH managing Safety which has helped my objectives as I have passed on my knowledge to staff within Health & Safety within briefings and have also reviewed and updated risk assessments to suit site specific tasks. This has helped my objexctives by reducing accidents on site and increasing near misses along with staff having a better understanding of Health & Safety and working safer within their role. Self development is important for example. Training within new equipment that we have on site. Skills to recruit the best staff for the job Consequences of having no training at all would be more accidents.Also we will seek mutual dependence with our individual clients and we will also expand our client base and develop independent strength in the marketplace and we also wish to be the leading suplier of cleaning services within the food industry. Growth and success in the ever-changing world of work is increasingly about individuals taking responsibility for their personal development. Our evolving culture requires that individuals be accountable for self-direction, to practice self-management of their own learning and to actively search for wider experience and opportunity.This does not take place in isolation. The self-development process should also bring direct benefit to the team in which the individual works and the organisation as a whole. My role requirements are as follows : Performance Standards This job profile relates to a Contract Manager whose performance standards will be measured against agreed targets in the following four critical areas: Business Development Human Resources Good Service Pra ctice Finance and Administration These critical areas of the job requirements will be referred to as Key Result Areas (KRAs).Using the descriptive competency sets relating to each KRA a consistent subjective analysis of performance can be reached. |Man manage contract supervision |Good at managing this | |Maintain existing client business and assist in developing new | | |business with the client. |Good at this and just secured a new contract | |Work to maximise operational effectiveness and recognise | | |budgetary requirements. | |Ensure operation of the contract and one-off work is in line |Working within budget and avoiding overspends. | |with the company procedures and be responsible for company | | |assets and facilities. |All staff are trained and work to company procedures by | |Oversee training requirements of service and supervisory staff. |supervising. | |Embrace new developments and co-operate in introducing change | | |within the service contract. | | | | | |Trai ning completed by supervisors and staff from training | | |co-ordinator of which I have regular meetings with co-ordinator| | |and set out training plan. | |Introducing cleaning equipment to achieve better standards. | |Involve staff at all levels to maximise the benefits to the |Regular meetings with staff, supervisors and senior managers | |organisation. | | |Be incisive and strong willed in focusing upon regional goals |Not sure what this is. | |and understand that leadership needs are linked to the Regional| | |Business Plan. | |Be confident and able to lead through a variety of situations. |Leading through chairing Health & Safety meetings | |Enable others to develop their leadership styles and |External training Train the trainer and Team leader training | |competencies. | | |Ensure the regional objectives are understood by all |Regional objectives set out in appraisals to all | Understand medium to long-term issues for the current |No current issues | |client. | | |Ens ure satisfaction is achieved in all aspects of the |Satisfaction surveys carried out six monthly and kpi | |service and work towards the renewal of the existing |meetings monthly | |contract. | |mplement sales procedures and ensure new work is carried |Costs implemented through manning hours and train and | |out satisfactorily by the service teams. |supervise all new work | |Assist in achieving long-term objectives and developing |Through key performance indicators | |new business with the existing client. | | Work to maximise operational effectiveness and recognise |Regularly monitor and review cleaning equipment and keep to | |budgetary requirements. |strict spending costs | |Develop staff who understand the operational procedures and are|Training involved with supervisors and training co-ordinator | |able to work towards the aims and goals of the region. | | |Embrace ideas and opportunities to ensure profitability is |Look at different methods within cleaning that could be more | |maintained or increased. cost effective | |Participate in all aspects of forecasting and budgeting and |Forecasting costs, wages, cleaning materials to ensure | |work to ensure that Hygiene’s minimum objectives are met. |objectives are met | |Participate in the preparation and presentation of monthly |Prepare , timesheets and wage tracker and budget costs for | |accounts. cleaning materials for account manager | |Anticipate the needs of the client and advise upon the most |Regular meetings with client to advise | |effective methods of carrying out tasks. | | |Ensure operation of the contract and one-off work is in line |Assess one of tasks before commencing making sure in line with | |with the company procedures and be responsible for the |company procedures and maintain assets and facilities | |associated company assets and facilities. | |Audit contract work on a scheduled basis to produce Key |Hygiene Audits, Health & Safety audits, lock off audits | |Performance Indic ators (KPIs) and recommendations for | | |improvement. | | |Where necessary introduce change to improve regional |Introducing new tools to the business | |capability, capacity and excellence. | |By monitoring schedules on a regular basis, carry out reviews |Reviews carried out every month at site meetings with client. | |of the service process to evaluate delivery and recognise | | |mistakes. | | |Ensure all operations satisfy the standards set out in Good |Work to achieve Grade A within our GSP audits | |Service Practice and encourage staff to do the same. | |Ensure buildings, offices, equipment and vehicles are |Daily cleaning of offices and buildings | |maintained. | | |Oversee training requirements of service and supervisory | | |staff. | |Give training support to cover training and development |Evaluate training and development to measure the benefit | |needs. |to the business and the individual. | | | | |Review the skill base and needs across the contract and |Provide su pport to staff throughout the contract who are | |the Regional Business Plan to determine basic and |enrolled upon an internal development programme. |longer-term requirements. | | Embrace new developments and co-operate in introducing change within the service contract. Be realistic and constructive in implementing new processes, methods and procedures and plan to use these effectively. Be aware of future competitive advantage and technological change. Be flexible and willing to adapt to changes in emphasis, or aspects of, the regional business requirements.On the basis of this I have assessed my own skills and competencies within my role and I meet all the above criteria as I have received all training within my responsibilities and all of these standards are met other than regional business plan which I am not sure of. |Review the skill base and needs across the contract and the |Monitoring procedures and safe working practices across the | |Regional Business Plan to determine ba sic and longer-term |contract and set out a training plan that is generic through | |requirements. the business to individuals in order to achieve basic and long | | |term requirements. | |Provide support to staff throughout the contract who are |I provide staff training to individuals within theory and | |enrolled upon an internal development programme. |practice in working procedures, Health and Safety, and company | | |safe working practices through appraisals. |From this table and assessment then you can identify what development opportunities you have now and those needed in the future and this would allow you to produce a personal development plan eg: |What I need to learn |How I will achieve this |When I will complete it by | |Advanced food hygiene |Course |Oct 2013 | |Management Diploma |By completing all set tasks |31-08-2013 | Personal Development Plan – Karl Joseph 2013 | |Areas to be Developed |Relevant Training |Output |Support | |Heighten personal profile |CMI Level 5 in Management & |K. J. needs to attend planning/briefing |C. J. to attend a number of meetings with K. J. and | |with key stakeholders on |Leadership – Working productively meetings for the major clean days and |provide guidance on delivery of information | |site |with colleagues and stakeholders |provide an overview of Hygiene's | | | | |planned activities | | |Publicise cleaning plans |CMI Level 5 in Management & |K. J to issue daily work/update plan to |C. J. to work with K. J. o understand the key | |to keep all stakeholders |Leadership – Developing and |be publicised on Hygiene information |information required by the Walkers team and | |informed |evaluating operational plans for |board |develop an appropriate format for the plan | | |own area of responsibility | | | |Make more time available |CMI Level 5 in Management & |K.J. to dedicate more time to |C. J. to work with K. J. to identify all tasks that | |to oversee staff |Leadership -Providing leadershi p |overseeing the cleaning process on |can be delegated to Ivana to release more time to | | |and direction for own area of |major clean days and be more visible to|oversee work in progress. Also to provide guidance| | |responsibility & Planning change |Hygiene and Walkers teams |on how to structure any necessary changes. | |in own area of responsibility | | | |Improve Health & Safety |CMI Level 5 in Management & |K. J. to undertake a project to identify|K. F. to support K. J. in the development of this | |management |Leadership -Managing Health & |any potential â€Å"weak spots† particularly|project, and C. J. to assist K. J. n producing and | | |Safety across an organisation |relating to staff behavioural issues, |implementing the plan to address â€Å"weak spots† | | | |and put a plan in place to address | | Resources needed to support the PDP will communications with other members of the planning meetings such as the engineering manager and the hygiene specialist a nd also the planning scheduler.I will also need resource from Carl Jones to help me develop in all other areas. I will achieve these by getting support from my line manager within my next appraisal Which I will need funding costs in order to achieve these and I will need time off work on a weekly basis in order to achieve. Business Case to secure the resources for the personal development plan The goal of staff development is improvement in staff and organizational effectiveness.This is a process that affects interpretations of job requirements, relationships with colleagues, and perspectives on the methods of education. Staff development occurs in a social context and emphasizes teamwork, built on a foundation of collaboration. Staff development is a process that demonstrates the commonness of purpose of all staff and the crucial nature of individual knowledge and skills to perform assigned duties in relation to the achievement of these larger goals.Benefits in doing these for the company would be to pass on my knowledge within management, Health and Safety and food hygiene to supervisors and service staff and also further training for them and also to benefit the client as this gives me a broader understanding within food hygiene within the food industry. I have developed a business case which is to attend a advanced food hygiene course with HSF training for the cost of ? 425 plus VAT IN September 2013 so I can achieve this qualification Advantages of self development are :Train all staff within Level 1 of Food Hygiene Safety. More knowledge of the below in order to increase confidence with the client : †¢ Introduction to  Food Safety †¢ Contamination hazards and control  (microbiological, chemical,  physical,  allergenic) †¢ Bacteriology †¢ Food poisoning and  food borne disease and its control †¢ Non-bacterial food poisoning and its control  (chemical, metal, fish, poisonous plants) †¢ Personal hygiene controls and   management †¢ Pest control †¢ Education and training of food  handlers HACCP and controls from purchase to service †¢ Management control techniques and  developing a food safety culture †¢ Overview of food safety legislation Disadvantages are as follows. Week taken from work to do course so loss of management on site which could cause a number of issues on site without management cover. My personal development will be reviewed and updated through my appraisal with carl jones account manager for hygiene group and we have also set targets that all the above will be completed by October 2013 with regular reviews set out.Myself and Carl Jones will discuss and agree work objectives and they will be measured by the support of Alan Ridley Hygiene Specialist The relationship between health & safe working practices and organisational objectives within our business are good as our objectives are to give all our staff all the correct training and involving them in c hange within the business that is closely linked to our safe working practices as all staff are trained to these safe working practices which helps us reach our objectives.Our other health and safety objectives are closely monitored and are set by our client within our KPI’S Which are accidents, near misses, hipo’s and high risks activites were we need to improve year on year and these all involve our health and safety working practices on site, again training is need with staff in order to achieve these objectives. A risk assessment is simply a careful examination of what, in your work, could cause harm to people, so that you can weigh up whether you have taken enough precautions or should do more to prevent harm.Workers and others have a right to be protected from harm caused by a failure to take reasonable control measures. Accidents and ill health can ruin lives and affect your business too if output is lost, machinery is damaged, insurance costs increase or you ha ve to go to court. You are legally required to assess the risks in your workplace so that you put in place a plan to control the risks. Identify the hazards Decide who might be harmed and how Evaluate the risks and decide on precautions Record your findings and implement them Review your assessment and update if necessaryA risk that we had in the past was that we were using goggles to protect your eyes from chemical splashes which could seriously burn and cause permanent damage. I then reviewed the risk assessment and conducted a new one for the use of chemicals as I found there was more risks involved as chemical could also splash onto the skin causing burns also so I identified the hazards and put in control measures which was to use face visors and neck and chin guards as well as the use of chemical suits, gloves and Wellingtons to prevent burns to the body which eliminated the risks.I have identified and evaluated control measures that have been put in place within our organisat ion which was to wear a face visor at all times and not goggles when using corrosive chemicals and also a chin and neck guard so it eliminates any risk of the chemical splashing any part of the body which could cause severe burns.As a manager we have recently had one guy working for us who was fully trained within this safe working practice within working safely with chemicals and the wearing of hard hat and face visor but due to a behavioural issue he decided not to follow this practice and wore in incorrectly which resulted in temporary chemical burns to his eyes. A accident investigation was carried out and he received a warning for this due to not following company safe working practices.He also received further training and all other service staff were briefed on the accident that occurred and were re trained within working safely with chemicals. With regards to responsibilities for health and safety working practices to my team I communicate this at our S. A. T meetings were w e have four members of our team that spend 1 full day each month reviewing health and safety working practices and updating were needed and then I communicate with the rest of the team on a monthly basis their responsibilities within their role for the task that they are carrying out.I also have a safety marshal on a daily basis with whom I liase with and brief so he can delegate health and safety working practices for our high risk tasks which is lock off, working at height, chemicals, confined space and roof work. Relevant records that are maintained to demonstrate that healthy and safe working practices are met are our sign off sheets were we have a working procedure with regards to what we are cleaning and how to clean and on this procedure and a health and safety practice on the procedure.We then have staff trained to this procedure and signed to say they have full knowledge of how to clean it and to follow the health and safety practicce and once complete they sign off our sig n off sheet to say they have followed the correct procedures after commencement of cleaning of each clean that they do and this is cross referenced against quality and training

Disorders in Adrenal Cortex Hormone Secretion

Addison’s disease or ‘adrenal insufficiency’ is a condition in which the adrenal glands do not produce sufficient amounts of the hormone cortisol (Mayo 2006). This hormone helps to control the blood pressure, cardiovascular activity, immune responses, insulin function, metabolism, etc in the body (NIDDK 2004). In some cases, a hormone that controls the blood pressure and the fluid balance in the body (aldosterone) is also affected (NIDDK 2004). The adrenal glands are present above the kidneys and produce several other hormones required for normal functioning of the body (Mayo 2006).Addison’s disease can occur in both sexes equally and in all age groups, but is more common in the middle-age group (Mayo 2006). The pituitary gland and the hypothalamus (structures present in the skull) control the activity of the adrenal gland by ensuring proper production and release of the cortisol hormone. The hypothalamus produces a hormone CRH (corticotropin-releasing horm one), that stimulates the pituitary to produce the ACTH hormones that further stimulates the adrenal glands to release cortisol (NIDDK 2004).Addison’s disease may develop due to deficient production of cortisol by the adrenal gland (primary insufficiency) or due to decreased stimulation from the pituitary gland (secondary insufficiency) (NIDDK 2004). Primary adrenal insufficiency may develop due to an immune dysfunction. Most of the cases of develop due to the body’s defense mechanism attacking the tissues of the adrenal cortex and resulting in deficient production of the hormone (NIDDK 2004). Primary adrenal insufficiency may also develop in association with ‘Polyendocrine Deficiency Syndrome’, in which several hormonal levels are deficient due to a genetic disorder (NIDDK 2004).Several other causes including tuberculosis, infections, hemorrhage, tumors, spread of tumors, surgery, etc, of the adrenal glands could result in primary insufficiency (Mayo 2006 ). Secondary adrenal insufficiency can develop due to reduced production of ACTH by the pituitary glands or CRH by the hypothalamus (Mayo 2006). The ACTH production stimulates the adrenal glands to produce cortisol, and the CRH hormone encourages the pituitary to release ACTH (NIDDK 2004). The level of ACTH is controlled by a negative feedback mechanism.Tumors that affect the pituitary, surgical removal of the gland, radiotherapy to the head and neck region, reduced supply of blood to the pituitary, etc, could also result in secondary adrenal insufficiency (NIDDK 2004). Pheochromocytoma is a tumor that arises from adrenal glands that result in excessive production of the hormones epinephrine and nor-epinephrine (Mayo 2006). These hormones control the blood pressure, the rate at which the heart beats and several other activities in the body (Nanda 2006).They are required especially in stressful conditions such as fright, flight and fight, emotional stress, etc (Mayo 2006). The tumor develops from the inner portion of the adrenal gland known as ‘adrenal medulla’ (Nanda 2006). Most of the Pheochromocytoma are benign or self-limiting in nature (about 90 %), and only a small proportion is cancerous (10 %) (Nanda 2006). The tumor can occur in both sexes and in all age-groups, but is more common in the middle-age group. The exact cause Pheochromocytoma is still not understood. The tumor usually develops from the chromaffin cells present in the adrenal medulla (Mayo 2006).The tumor generally arises from one of the adrenal glands, and in rare cases it develops from both (about 10 %) (NCI 2005). Pheochromocytoma can also develop from extra-adrenal sites in about 10 to 15 % of all cases (NCI 2005), as the chromaffin cells are present in various tissues of the body (Mayo 2006). Multiple endocrine neoplasia, type II (MEN-II) is a condition in which tumors develop from various endocrine glands present in the body such as the thyroid, the parathyroid, adrenal gl ands, etc, resulting in hormonal imbalances (Mayo 2006).Such patients usually develop bilateral tumors in the adrenal glands (NCI 2005). Pheochromocytoma can exist in Van-Hippel-Lindau Disease that tends to affect several organs in the body. It can also be associated with neurofibromatosis in which tumors develop in various parts including the skin, optic nerve and the bones (Mayo 2006). The other conditions in which Pheochromocytoma can exist include tuberous sclerosis, cerebellar hemangioblastoma, Sturge-Weber’s syndrome, etc (NCI 2005).