Health Law and Regulations Paper

Hierarchical Responsibility and Current Health Care Issues HCS/545 August 27, 2012 Charles Barron Organizational Responsibility and Current Health Care Issues Health care misrepresentation and misuse is a present issue influencing everybody in the United States costing billions of dollars yearly. This deceitful wrongdoing is submitted when unscrupulous shoppers and suppliers submit bogus or deluding data to turn benefit. It influences the United States by hampering the capacity to give reasonable access human services and great nature of care to Americans.The Affordable Care Act counteraction assets and devices are attempting to stop extortion before it happens. The reason for this paper is to examine a wellbeing news circumstance influencing the medicinal services framework and assess the impact of authoritative structure and administration, culture, and social obligation. Prescribed assets to forestalling this circumstance later on and suggested changes in future counteraction will be examined. Wellbeing News Situation A multi year old Miami Florida occupant, Sandra Jimenez, confessed to taking an interest in a Medicare extortion conspire influencing helped living offices, shelter, and home wellbeing organizations. The misrepresentation plans were arranged by the proprietors and administrators of American Therapeutic Corporation (ATC); its administration organization, Medlink Professional Management Group Inc. ; and the American Sleep Institute (ASI)† (Department of Justice, 2012, para. 2). In January 2012, Jimenez confesses to checks of submitting scheme of medicinal services misrepresentation and cheating the United States in getting unlawful human services payoffs. The different proprietors, specialists, directors, and advisors of ATC and Medlink were accused of medicinal services payoffs, illegal tax avoidance, and extortion of a large number of Medicare dollars. The Medicare extortion plot brought about the accommodation of more than $200 million i n fake cases to Medicare† (Department of Justice, 2012, para. 1). A case of the extortion submitted by Jimenez and co-schemers is submitting therapeutically pointless administrations that were charged through Medicare and afterward washed. Jimenez as an advertiser requested the recipients and afterward paid the unlawful payoffs to helped living office proprietors in return for the recipients. Whenever sentenced Jimenez and co-backstabbers are confronting most extreme punishment jail time and fines.Corporate Structure and Governance, Culture, and Focus on Social Responsibility Social duty in the United States is to guarantee associations hold fast to state, government, and neighborhood laws, it guarantees purchasers and suppliers are considered responsible. A sound corporate structure and administration guarantees there is a standard of greatness, uprightness, and responsibility in all parts of the association. References Department of Justice. (2012). Miami-territory inhabitan t confesses to taking an interest in $200 million medicare extortion conspire. Office of Public Affairs. Recovered from http://www. equity. gov/opa/pr/2012/January/12-crm-063. html

Internet Marketing †Acquisition and Retention Essay Example for Free

Web Marketing †Acquisition and Retention Essay The strategies for directing business have truly changed as the effect of globalization has causes a few adaptabilities and ease in our ways of life and every day life. Numerous organizations think that its expensive to open it in a physical area and extending through outlets, which regularly doesn't target huge crowd. In this manner, numerous organizations are beginning through web where they can target clients from everywhere throughout the world, advertise their items or administrations effectively and monetarily, and get installments immediately. Not just this, those organizations that don't work basically and have physical areas are thinking that its increasingly compelling and monetarily valuable to showcase their items through web, and that what is called Internet Marketing. Web showcasing likewise contains the components of Direct Marketing, where the advancement of items is done online, for example, sites (ResearchStarters, 2008). It doesn't imply that when organizations are begun online they would consistently spare expenses and be effective; indeed, numerous organizations bomb because of a few variables and one huge of them is poor promoting systems. Obviously, the customers would not have any thought that another business has begun that for example, sells soccer shirts, through its site. The objective market ought to must be made mindful of that business, the items, new offers/bargains, client esteem, criticism, and so on. Along these lines, this requires the business to utilize compelling promoting instruments and techniques where it can pass on the message to the crowd, dazzle them, persuade them to buy, and give input. Organizations can utilize web based advertising methodologies, for example, planning sites that catch the eye of the clients from the outset sight, compel them to investigate, cause them to understand that they are everything for the organization, furnish them effortlessly in shopping on the web, and let them allow to give a criticism. Additionally, organizations can likewise utilize the technique of mass-messaging to the clients or potential clients whether they are people or different elements. Putting promotions on well known and most-visited sites is another methodology yet is very costly. Lastly, the utilization of person to person communication sites, for example, Facebook, Twitter, and MySpace, is worthwhile since it is reasonable and targets wide scope of crowd. Client Acquisition and Retention There is definitely no uncertainty about the way that it takes a business considerably more to spend in gaining new clients than to hold the old or present clients. The explanation being that the procurement of new clients require the business to direct statistical surveying, target them in another way, shape the items or administrations as indicated by their necessities, reposition the brand that may harm it, and shape the advertising procedures appropriately. These all outcome in happening an ever increasing number of expenses for the organization; while, holding old or present clients is very productive since they have just attempted the items, have a picture for it, know the organization and its notoriety, and above all can bring about advancing them through verbal. Other promoting procedures for holding such clients incorporate contribution them participation programs, assembling great associations with them, expanding the contact with them, approaching them for input about whether they are fulfilled or not, upgrading support for them, and causing them to understand that they are a piece of the database and are given significance (Hughes, 2010). In addition, maintenance of clients require the organization to reshape and get creative highlights and characteristics their items to cause those torpid clients to restart purchasing the items on the off chance that they have halted to. There is a standard called 80/20 guideline, which implies that 80% of the income originates from 20% of the unwavering clients. Subsequently, organizations ought not feel annoyed in the event that they need to contribute more on those clients since they are furnishing them with more deals. Thus, organizations can direct deals advancement exercises or other advertising efforts for reviving them and draining them. Likewise, when organizations become more acquainted with that their specific clients have quit purchasing the items, they should direct overviews where they ought to ask the clients what were the explanation because of which they quit purchasing, what defect they found in it, what enhancements they need, and so on (Businessfast4ward, 2010).

PTSD and Fear of Public Speaking

PTSD and Fear of Public Speaking PTSD Coping Print PTSD and Fear of Public Speaking By Matthew Tull, PhD twitter Matthew Tull, PhD is a professor of psychology at the University of Toledo, specializing in post-traumatic stress disorder. Learn about our editorial policy Matthew Tull, PhD Medically reviewed by Medically reviewed by Steven Gans, MD on August 05, 2016 Steven Gans, MD is board-certified in psychiatry and is an active supervisor, teacher, and mentor at Massachusetts General Hospital. Learn about our Medical Review Board Steven Gans, MD Updated on June 24, 2019 Sean Warren/E/Getty Images More in PTSD Coping Causes Symptoms Diagnosis Treatment Related Conditions PTSD and the Military Many people with posttraumatic stress disorder (PTSD)  have a fear of speaking in public. This is a form of  social anxiety. These fears can have a tremendous impact on a persons level of success at work or at school. Someone with a fear of public speaking may avoid jobs, classes or situations where they have to present in front of other people. But you can overcome these fears, even if you are also dealing with PTSD. People who fear public speaking often beat themselves up over these fears. However, if you fear public speaking, its important to remember that these fears make sense. When youre speaking in front of a crowd, youre vulnerable. This can be very frightening for someone with PTSD. In addition, you may be afraid that people will evaluate you negatively. You may even fear a positive evaluation  because if people think you did a good job, they might expect that youll always perform at that level. You fear that a new standard has been set that will be difficult to keep up. Tips for Public Speaking With PTSD Fortunately, you can learn to overcome your fears. Here are some tips for people dealing with PTSD and  fears  of public speaking. This advice can help you better manage your anxiety over public speaking, as well as improve your confidence when you are speaking in front of others. Recognize and validate your anxiety.  Anxiety is normal when people engage in public speaking. Accepting the anxiety and being willing to experience it will prevent it from growing and potentially interfering with your presentation. “Willing” yourself to relax or trying to push the anxiety down will only distract you and increase your anxious arousal. Remember, no one in the audience knows how youre feeling on the inside.Breathe. Before you begin talking, take some time to focus your attention on your breathing. This can reduce your anxiety and keep you focused before you present.Release muscle tension. Don’t clench your fists or lock your knees. Use hand gestures.  If you notice that youre tensing up, move around. Movement also helps with breathing.Focus on your message, not your body.  When people are speaking in public, they often focus on their internal sensations or whether theyre blushing, shaking, etc. When were speaking in public, small body movements or small changes i n our body are intensified. What might feel like a great amount of trembling or shaking to us is likely unnoticeable or minor to our audience.  The more we focus on these experiences, the stronger they will get and the more our anxiety will interfere with our message.Practice. Obviously, practice is important when giving a speech. However, people often practice in the wrong way. People often practice speeches by going through exactly what they want to say, almost to the point of memorizing the presentation. This is setting you up to fail. During the speech, if you deviate from what you practiced or memorized, you might become derailed, causing your anxiety to spike. Practice going through concepts, not words. Become familiar with the main points you want the audience to take home. These main points can be delivered in a number of different ways.Have water available. This can help with dry mouth, but it also gives you an opportunity to take a breath if you need to during your speech. Avoid caffeine or sugary liquids.Plan breaks in your presentation. Ask if anyone has any questions. Even if no one has any questions, this gives you the opportunity to breathe and collect your thoughts. You can also direct questions to people in the audience as a way of giving yourself a break.Try to avoid using notes. When there is too much on a note card, people often rely too heavily on them and lose their connection with the audience. If you use note cards, just include brief bullet points.Act confident. Speak with conviction and act confident even if you don’t feel that way. Your emotions will eventually catch up with how youre presenting.Maintain sincere eye contact with different members of the audience. If youre in a large room, it can help to break the room up into sections and direct your eyes to these different areas of the room through the presentation.Be flexible with your attention. When giving a presentation, its normal to lock attention on someone who is providing negative facial feedback. Its also normal to interpret this as an indication that were not being successful in delivering our message. In truth, we have no idea as to what that individual is responding to. Have a more expansive awareness of the room. Notice people who are also providing positive facial feedback.Be mindful when you start a presentation. People sometimes become overwhelmed when they start a presentation because they feel as though they have so much to get through. Focus your attention on the present and effectively delivering your message for each part of your presentation.Plan ahead. If there is a possibility that you could be short on time, plan ahead what can be cut out. Also, decide in advance how you can respond to questions that may be asked, especially questions that you dont know how to answer.Be familiar with your location. If youre unfamiliar with where you are giving a presentation, try to arrive early to get a lay of the land. The more familiar you are wi th the location, the less unprepared you will feel.Practice self-care. Eat well that day. Get enough sleep the night before. And, again, limit caffeine. The Importance of Practice Public speaking fears can be difficult to overcome, especially if you have PTSD. Therefore, dont expect these tips to bring about an immediate reduction in your anxiety. They require repeated practice. It may also be useful to start out with short presentations in front of people you feel comfortable with. Try to practice these tips when you feel less anxious. That way, you can become more comfortable with using them. Although you may not get relief immediately, with repeated practice and exposure to public speaking, your fears can be overcome.

William Shakespeare s King Lear - 1510 Words

Shakespeare’s King Lear deals with tragic human relationship like the other tragedies of the author, but this story was written in social aspect and raises the doubtful point on legitimacy of some political systems. In this play, various characters form multi-layered kconflict relations. Thus, the story is being propelled towards tragedy due to numerous inner and outer conflicts of each character. However, as it is brought into being a character, Edgar in the end of the story, it implies new beginning of the kingdom. In addition, as comparing king Lear with Edgar, two social systems, monarchy and democracy can be evaluated. Democracy pursues freedom with less government intervention. This promotes each individual to take his/her own†¦show more content†¦In case of Edgar, although he was a tramp for a while but he was selected as a candidate for a new king with Kent and he showed respect to the king Lear and pursued proper truth. Therefore, Edgar adopted the best sides of monarchy of democracy; respect for tradition and morality and personal charisma on one side, and background knowledge of reality and responsibility for others on the other side. Many protagonists such as Cordelia, Kent, Albany, Gloucester and Edgar supported monarchy as they respected Lear. They were royal to the king until the end of the story and this can be seen when Kent left the words that suggested his death; â€Å"I have a journey, sir, shortly to go. My master calls me; I must not say no(5.3.327-328).† This shows that Lear had a charisma that attracted people and made people rely on. In this perspective, the role of the king is very significant in monarchy because every moment depends on a single person. In other words, the fate of a country depends on only one person in monarchy system. This being so, Lear’s insecurity was fatal for his nation as the country was divided and was dragged into depravity battle. If Lear had taken advices from his people, he co uld have been a better king and monarchy would have been the most suitable system for the kingdom. On the contrary, some protagonists, Goneril, Regan, Edmund, and Cornwall tended to support democracy. They were full of ambitions and wanted equal

Real-Time Quality Management in the Automotive Industry

A Case Study on the Strategic Initiatives for Reducing Costs and Remaining Competitive Real-Time Quality Management in the Automotive Industry: Copyright  © 2008 InfinityQS International Table of Contents I. Continuous Improvement in the Automotive Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 II. Statistical Process Control: A Scientific Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 III. A Case Study in SPC for Continuous Improvement: Cooper Tire . . . . . . . . . . . . . . . . . . . 4 2 I. Continuous Improvement in the Automotive Industry Over the last 30 years, the manufacturing industry has undergone a notable shift in terms of pushing geographic and cultural†¦show more content†¦The core objectives of SPC are to provide productivity and quality information about production processes in real-time. The principles of SPC take into account the following: All processes have unique characteristics or hidden personalities that are inherent within them Data analysis provides in depth understanding of process variations and identifies improvement opportunities Success in real-time SPC requires that measurement data be accurate, and collected in a timely manner. Various gauging devices are used to ensure that a specific measurement is taken and recorded. SPC software programs collect and store this data, analyzing it and creating graphs instantaneously. As a factory floor application, that can be extended up to corporate offices and throughout the enterprise, SPC software delivers vital quality data upstream to Manu facturing Execution Systems (MES). By integrating live production data into enterprise-wise systems, SPC plays a vital role in the business’ continuous improvement strategy. SPC solutions are designed to allow companies to plan and structure long-term strategies and bring short term quality improvements into view. The scope, detail and accessibility of quality data helps manufacturing facilities avoid unscheduled downtime. Analyzing tool wear metrics gives quality departments the opportunity to minimize downtime by creating detailed maintenance schedules that extend out forShow MoreRelatedProject Management : The Automotive Industry Essay1657 Words   |  7 PagesAbstract. The automotive industry is a wide field of connecting many engineering and scientific fields together in one systematic place. A lot of changes has occurred on this field since it came into existence. Because it’s a whole system of science and engineering, it is affected by a lot of factors and needs to adapt according to changes in these factors. 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Coal Is Just Not Black Gold Free Essays

string(294) " advanced technology for procuring coal and other social costs, it is also noted that mining cost of Coal in India is 35% higher than other exporting countries like Indonesia, Australia, because of poor productivity \( 3 tonnes / man shift \) as compared to 12 tonnes / man shift in Australia\." COAL IS JUST NOT BLACK GOLD PREFACE Drawing upon the organisation in which author is familiar – Coal India Limited, largest coal producing company in the world, In this paper he critically analyses few existing policies implemented by Government of India and Coal India Limited in mining industry from past few decades, works through the complex problems around Coal mining in India and identifies few human resource management related problems and how they have contributed for the company’s stagnation in recent years. The author then critically analyses the issues, compare it with relevant literature and evaluate the limitations. Based on the literature and observations, he then proposes few strategic recommendations to improve organisational effectiveness both to Law makers and to company. We will write a custom essay sample on Coal Is Just Not Black Gold or any similar topic only for you Order Now INTRODUCTION Coal India Limited (CIL) is a Government of India Undertaking, Maharatna (Country’s Jewel) company which employees 400,000 people approximately as of April’12. In ended last financial year, with net annual sales of 15 billion dollars, and a net annual operating profit of 3 billion dollars approximately by producing coal from its 466 Coal mines across India and selling it to Power generation companies. It is the biggest and only listed company in the sector, where private companies are not allowed to compete, Thus accounting to 80% of Annual national production of Coal in India. CIL has five unions, which represent all the employees in the company. Since the company is only major coal producer and acts more like a monopoly in the sector, wages are low compared to Industry average in other countries. Coal India apart from producing coal on its own also gives few coal mines to private third parties for contract. These mines are smaller in size and remote for the company to allocate resources, hence they are contracted. This strategy of contracting coal mines and not having enough regulations around Coal production has led to few private contractors preferring illegal means of employment in these coal mines and not allowing private competitors to compete with Public sector companies COAL IN INDIA Indian Coal Industry currently occupies third position by producing 400 metric tons per year ( mtpy), after US (1100 mtpy and China 2400 mtpy. Within the country Coal mining is nationalized and accounts for 60 per cent of electricity production. Coal being crucial resource for economic growth, it is safeguarded by government by passing many acts, Indian Mines Act of 1952, Mines and Minerals Regulation and Development (MMRD) act are the key legislative act meant for protecting labour working in mining industry and governing mining and exploration in India respectively. After further revision in 1993 and 2002, National Mining Policy was outlined by Government of India whose objectives are mineral development through exploration in both Onshore and Offshore fields. Policy is meant to promote mineral industry standardize training and research, considering future needs of the country with minimal impact of nature and ensure safety and health of all people involved in the industry. These objectives do make a progress in standardizing the rules, however it has to clearly describe how the law handles informal mines and how to deal with illegitimacy under current law. According to a Journalist expert of small mines Chakravorty (2002), Illegal mines in India constitute of 88 per cent of the total reported mines in count, producing approximately 10 per cent of the total value of mineral production of the country. This number has increased in the last decade , where 30 per cent of illegal mining. These mines comprise of poor people toiling for lowest wages and almost negligible security, health and safety conditions. According to MMRD Act, Mines Act and other Environmental Acts, all minerals are broadly classified into â€Å"Major† and â€Å"Minor† and rest the responsibility of mining with the state. MMRD has further classified mines has Class A or Class B determined based on the mechanical equipment used and Labour employment the mine generates. Based on financial investment, Labour work, Depth of deposits and technology deployed, mines are simplified to different Classes and given for contract. Typically Class B mines are given for contract to subsidiaries by CIL , One such example is Eastern Coal Fields, in state of Meghalaya, where even though they mines are Small, they are labour intensive and needs to have high security and health standards. National Institute of Small Mines (NISM) , a governing body has classified mines based on the production amounts. From various acts above, it can be understood that legal definitions hinge on physical dimensions of mine, which is in turn is used to determine the effort and time required to mine. However for a complex economic activity like mining with close social linkages and unique to the nature of the mine, such reductionist approach and simplifying mines obscures the diversity of mining practices across scales. As large formal processes of mineral extraction, processing and use cannot be applied to such small mines they tend to be rejected and Illegitimated. Clearly, existing laws have loopholes which are inadequate in handling perennial Informal and Illegal mining. Also Illegal miners cannot lobby for recognition, since current structure of the sector is monopolistic with over 80% reserves under CIL. This situation has resulted in dire consequences and well-being of Local society around colliery areas and environment. COAL INDIA , A MONOPOLY Coal India Limited (CIL) established in 1970, is responsible for mining the coal, while the ownership of which is vested with the state. Consequently the organization has played a critical role in meeting state’s growth plans. The decision making on mineral resources is influenced by engineers, geologists, bureaucrats and political groups and governance is solely vested with CIL. The Coal Mines Nationalisation Bill, 2000 allows state governments to mine coal only if CIL certifies with no Intention to mine certificate. The Ministry of Coal ( MoC ) has awarded CIL a near monopolistic power, giving rise to tight control on its country’s reserves and lack of transparency in many areas. Because of lack of more advanced technology for procuring coal and other social costs, it is also noted that mining cost of Coal in India is 35% higher than other exporting countries like Indonesia, Australia, because of poor productivity ( 3 tonnes / man shift ) as compared to 12 tonnes / man shift in Australia. You read "Coal Is Just Not Black Gold" in category "Essay examples" As a solution privatising of coal sector is attempted, however it is still in preliminary stage. The challenge to policy makers in this regard is to ensure how to safeguard the wealth from illegal mining and environment within the region, at the same time benefit people in mining areas by making laws that do not outcaste people and their livelihoods as illegitimate also ensure greater transparency and standardization in pricing of coal. In coming years, demand for coal in the country is expected to increase multi fold, according to IEA 2006, Reuters 2007, hence the need for government to restructure the sector is critical to not only to answer many global implications concerning climate changes and Kyoto Protocol and but also streamline the definite increase in informal collieries which will continue to meet the demands of local consumers and ensure they meet minimum security and health standards of living. SOCIAL IMPACT Coal India Limited has destroyed environment in many coal traces with no or little concern for social implications, Inspire of Forest and environment controls. This behaviour can be attributed to sole monopoly power vested with one company on nation’s coal production. There were other instances of violation of human rights noticed while employee people at Coal mines One such example, It was noted that at Janita Hills, Meghalaya , India. 5000 children less than age of 18 was trafficked from Assam, Nepal and Bangladesh and employed by coal mines in Meghalaya which are contracted to private contractors by CIL . Many such instances were noticed not only in eastern part of India , but also across many nations’ coal traces in West Bengal, Andhra Pradesh, Karnataka states. Inspite of the Mines Act , 1952 which doesn’t allow bonded labourers or people below the age of 18 to work. Sometimes even without environment degradations, large mining projects have impacted social lives with serious implications for the livelihoods of local communities around in and around coal traces, where people were forced to leave their traditional occupations for scavenging in left over coal traces, which are not economically viable for contractors. Such instances were noticed in Jharkhand, where government and company officials have neglected social and cultural issues around the mining areas for years impacting the livelihoods of people living in these areas. This has created a need for extreme leftist or Maoist Movements to resist such acts– as observed by Chandra Bhusan, Associate Director of Centre of Science and Environment. According to him Indian Mineralised tracts are mostly in conflict Zones, since Company officials, technical experts and governing bodies never seriously engaged with social issues. Current legal instruments are anti-poor and of colonial vintage and unable to deal with today’s realities. Many Civil Non-Governmental Organisation groups have taken a non-violent approach to use existing judicial mechanisms such as filing Public Interest Litigation(PIL) to bring justice to local communities whose daily lives are impacted. Ex : PIL filed against Eastern Coalfields Limited by Mazdoor Sabha in Country’s Apex court. Although Supreme Court Panel has lashed against CIL, It remained unresponsive SOCIAL LICENSE TO OPERATE Over the past 2 decades many changes were noticed in global mining industry. There is increased and concerted global efforts where nine major global companies supported a global scale project called Mines, Minerals and Sustainable Development (MMSD) Project ,whose direct outcome is to the increasing charges of environmental destruction and irresponsibility on coal mining companies to care socio-cultural changes caused by them in areas of operation are laid out and followed globally. MMSD group of companies agreed that Mining Company in developing countries not only needs Legal license to operate but also Social License to Operate. Under this backdrop At CIL, mining engineers who make all the plans , mining project itself assumes more importance over people living in these mining operations. This view was observed from many bureaucrats in India, CIL uses their rationale that Land Acquisition Act or Coal Bearing Areas Act does not provide assistance for Local people around the impacted areas, thus ignoring local needs and perpetuating illegal mining under its belt. ILLEGAL COAL MINING AND UNSAFE WORKING CONDITIONS In energy-hungry country like India, demand for coal has increased in the last 2 decades, coal production remained fairly stable, causing coal prices to surge in recent years. The lack of reform and rising demand have spawned a seedy underbelly of â€Å"Coal Mafia† and a class of workers that illegally scavenge the mines for coal. The Coal Nationalization act in 1952, revised in 2000 has made it legal for just the centre or state governments to authorize coal mining, i. . , only government owned companies, its subsidiaries and contracted third parties. Apart from illegally mining, scavenging from abandoned mines is another source of obtaining coal. In West Bengal state for instance Raniganj-Jharia region there are many abandoned mines by CIL subsidiaries which have neglected filling up the mines with sand, as per regulation , consequently villagers have ready access to scavenge. It was also observed that open abandoned underground mines release hazardous gases like Carbon Monoxide which are hazardous and can kill people who go to scavenge left over coal. Scavenging can occur in both underground and open cast mines. The later assumes greater significance. In these areas Poor Security of mines storage and transportation was observed where coal is transported with head baskets into awaiting trucks. Coal India also delivers coal to local sale dumps located near the mines and big dumps, pilferage takes place regularly on major highways from long distance. In eastern India, It’s not unusual to see women and children work the unsafe mines with the most rudimentary tools. Most are drawn to it in the hopes of earning a better  income. According to World Bank, over 20 million people depend on mineral resource extraction for living. When this number is compared with formal mining industries it is immensely large. PAUPERIZATION IN COAL MINING AREAS IN INDIA In colliery areas where CIL operates, significant amount of social and environmental transformation takes place over a period of time. Within bureaucratic and political circles the notion that Coal as a commodity is being excavated for greater common good by a Central government owned body like Coal India Limited, represents lack of attentions to people’s interests and social impacts of mining coal. Decay of social fabric, erosion of traditional livelihood, rising levels of urbanisation are some of the socio impacts which vary according to physical proximity of the mine to livelihoods. Between 1971 and 2001, people in Ranijang region in west Bengal have slowly moved away from agriculture as an occupation to mining and scavenging , even in non-colliery areas. Women especially from downtrodden caste and below poverty line are most impacted by this migration. In areas of Jharkhand gradual pauperization of people around coal mining areas have taken place in which traditional land and water rights in the region in which they live are lost and few negligible short term benefits of mining are accrued which will is leading to steady extinction of tribal people in remote coal mining areas. In most of the cases, links between the legal and illegal coal mines are more complex than above example. Both the groups either co-exist or coal mining company complains against scavenging to local authorities as law and order problem, however bureaucratic reply is usually pointing the company should take care of its resources. Hence in the existing legal setup both parties formally or informally will try to co-exist peacefully. Similar setup exists between large scale and small scale transportation in centralized control manner controlled by mafia group. Part of the root cause for such inefficient maintenance, transportation and distribution systems lies with CIL and its subsidiaries where they are not standardized and do not consider domestic consumer, In the entire eastern region CIL doesn’t have large depot to cater the needs of domestic consumers. Hence often industry owner applies for a license to grant coal to fire the furnaces or generate power. This permission is difficult to get and consumer need to bribe any intermediate parties from company officials, bureaucrats and politicians leading to significant overhead cost for the company, there by preferring a shorter and simpler coal extracting methods by joining hands with mafia system or illegal mining. STRATEGY MAKING PROCESS FOLLOWED BY GOVERNMENT OF INDIA AND COAL INDIA In the above sections, various issues faced by the community, company and the system at large are explained. To understand the issue in hand better and to analyse the issues lingering the sector better, Government’s and Company’s behaviour with larger society is compared with few Strategy making processes. According to author, current system has a predefined set of objectives and is thriving to achieve that without considering other subjects involved in entire scenario. This behaviour aptly fits into Classical approach highlighted by Grant (2008). The reductionist approach by MMRD and other acts by the Government can be mapped to this approach Government trying to oversimplify the complexities involved in various mines based on certain factors like Size, productivity etc. , such approach leads to formation of clear goals to the Company and doesn’t allow the company to recognize the emergent behaviour of the employees, people livelihoods in affected areas. Below is a modified representation of Grant’s Classical approach of Strategic Human Resource Management. Figure 1 : Common elements in successful Strategies , Adopted from Grant ( 2008: 7) Author notices that because of monopolistic nature of coal mining sector in India and sufficient support from political circles, there isn’t sufficient pressure on the company for Profound understanding of all the groups involved. In Most of the cases, Long term agreed objectives takes more priority over other priorities mentioned like Profound Understanding of all groups involved, Regular Appraisals of employees involved and Environmental awareness. Hence the company will focus on financial targets to achieve more than Social Impact it creates in thousands of people it impacts. Thus it can be stated that Classical approach readily doesn’t fit in or help in solving the issue. Current Intended strategy of Government of India, behind Nationalization of Coal mining in 1952 is to protect the reserves from exploitation by private parties is well understood, however with the changing times , growing demand and involvement of various other socio-political and technological factors, Intended Strategy is not being completely realized. There is a deliberate effort on its part , to ensure current intended strategy works by allowing illegal mining and scavenging by local people in coal mining areas in order to peacefully co-exist and continue to mine in coal traces. However by comparing the number of court petitions filed by local tribes in Jharkhand, WestBengal living nearer to various collieries, comparing the productivity / person and high cost of mining compared to other export countries it can be understood that , slowly they are moving towards an unrealized strategy where focus is only on net volumes realized and not considering environmental impact . EMERGENT STRATEGY OF STRATEGIC HUMAN RESOURCE MANAGEMENT In practice organization approach can be explained by Emergent Strategy approach as suggested by Mintzberg (1987) are relevant. According to March (1976) and Mintzberg (1987), planned strategies are not always realized; strategies can often emerge and evolve over a period of time. The Strategy should be moulded over action . Similar such fluid approach can be applied, where an additional dimension as mentioned below in Emergent strategy is required to recover from unrealized strategy and to streamline the company’s goals. Privatization of coal mining along with a holistic review of existing mining policies impacting the sector is the emergent strategy to improve the productivity, transparency of coal production and livelihoods of people involved. However its application remains a challenge. Figure 2 : The Emergent Strategy, source from the strategy concept, California Management Review, Mintzberg. H, 1987. Systemic Approach of Strategic Human Resource management On similar lines to Emergent Approach of Strategic Human resource management, Whittington(1993,2001) systemic approach provides more answers to the issue, where Strategy is shaped by the social system the company operates within. This strategy is shaped by cultural and institutional interests of broader society, since organisations and decision makers are embedded in network of social relations, hence adept understanding of the needs of the society at large and acting accordingly should be key . OUTCOMES Profit-Maximising PROCESSES Deliberate Emergent Pluralistic Classical Evolutionary Systemic Processual OUTCOMES Profit-Maximising PROCESSES Deliberate Emergent Pluralistic Classical Evolutionary Systemic Processual Figure: 3Whittington’s (1993) generic perspective on strategy Author believes Emergent and Systemic approach to planning a strategy is apt and required by all parties involved( both policymakers and industrialists ) in order to operate in complex world with various socio-geo political limitations. This it can be concluded that to effectively manage human esources and to improve organisation performance , integration between human resource management and business strategy holds key for its success. (See Holbeche, 1999; Schuler and Jackson, 1999). EMPLOYEE RELATIONS IN COAL INDIA Coal India has both union and non-union based workers. Starting from 2009, it has been recruiting more than 1000 employees every year from premier management and technology schools across India. This is one of managemen t initiatives taken to inject fresh blood and reduce the average age of its labour force. While the decision to recruit young highly talented workforce as change agents is appreciable, 30 to 40 per cent of these employees quit every year for below reasons. 1) Staff felt they were demoralized by senior staff from the beginning. 2) Apart from salary issues, the staffs were under-utilised and faced hostility from seniors. 3) While recruitment, the staff were promised a grade above engineers however not fully implemented even after raising the concern to top management. Hence realized there are limited growth options. Treasurer of Coal Mines Officers Association of India partially accepted the conditions and commented this situation reflects the larger problem of stagnation within the organization It is understood , if the situation continues, the county’s top coal producer is likely to grapple with unprecedented HR crisis across its executive cadre because of limited growth options and 6000 of their employees mostly from executive cadre getting retired every year. Falling on relevant literature , Kochan . T , 2000 has stated that Asian model of employee relations is designed to support an economic strategy that emphasises human resources as a competitive asset- A strategy that requires a highly skilled and committed workforce and a cooperative labour management culture and system. In Coal India, it can be observed that there are required structures in place like Unions for labour management, since the company is too big, management of resources is challenging. Since the company works in a monopolistic structure, there isn’t healthy competition which will push the management to focus on current internal and external problems with more vigilance rather than its current laid back approach and bureaucratic functioning. It can be noted that HR strategies should operate consistently as is a vital part of the overall business plan (Stroh and Caligiuri, 1998). Within the organisation senior management there should regularly conduct analysis regarding the kind of HR competencies needed in the future, and accordingly core HR functions (of procurement, development and compensation) should work together collectively to meet such needs. (see Holbeche, 1999). The 2 core aspects which organization has to focus is Integration of HRM into the business and corporate strategy, and the devolvement of HRM to line managers instead of personnel specialists, thereby ensuring company doesn’t have power blockages and allow it to function smoothly. Brewster and Larsen (1992: 411–12) define integration as ‘the degree to which the HRM issues are considered to formulate long term business strategy’ and devolvement as ‘the degree to which HRM practices involve line managers has responsible rather than personnel specialists’. Similarly (Budhwar and Sparrow 1997; 2002; Hope-Hailey et al. , 1997; Truss et al. , 1997; Sisson and Storey, 2000) also highlighted the concept of devolvement for quicker response in large scale organizations. This process, highlights the need of prioritizing the issues and developing/ training more motivated employees for effective control. Instead of having a narrow hierarchy with in organization, there by leading to stagnation, it can be learnt from this theory that local problems should be resolved by local managers at grassroots level affording more time for senior management. Applying this theory to Coal India Limited, It can be understood that mine managers should be more proactive is liaising with local governments and bureaucracies to form an amicable solution for betterment of society as well as company. Company senior management should work closely and provide required assistance and authority to mine managers to perform their duties. In this context, the Coal India Limited management can learn from other global peers to understand how to deal with employee relations related issues effectively. Below is the summary of one such example stated by an author Young-Kee Kim, in his report on Employee relations. LG group from its inception till 1987 achieved high rates of economic growth with support from Government by suppressing unions, however in the period of 1987-89 it has faced severe hostility and strikes from its workers because of which resulted in 740 million dollars of loss. Post 1990 till 2005, as a result of research and many extensive internal surveys the roup has laid importance to new group level policy that emphasis the promotion of human dignity for employees and the maximisation of customer satisfaction. Voluntary employee participation in workplace organisational improvements has been identified as a critical success factor. Consequently the rapid realisation of co-operative labour relations and enlig htened ER practices has been recognised as tasks of major significance my member firms. * Company has evolved gradually from Passive support of Management perception of union to active partnership with unions.. It gradually made a cautious move from not just maintaining a stable labour relations climate in order to avoid labour disputes, it has invited a voluntary participation of employees and union leaders in management activities. * Unions characteristics of providing weak employee support to being professional in their activities and finally Employee Relations have moved from just dealing with basic issues to providing autonomy and participation of employees From the above example it can be understood that Firstly, without management innovation, co-operative Employee Relations cannot be achieved. For Labour management relations to be a positive sum game, these innovations should enable the company to achieve superior performance and the capacity to provide employees with better rewards. Secondly, much time and effort is required from top management to develop a constructive labour management culture. The Employee relations department cannot achieve the development of co-operative employment relations by itself. The labour management relationship should be viewed as a profit – creating relationship, rather than a cost –creating one. Thirdly, the company should support increased independence and professionalism on the part of the union and provide education for union leaders. A union that lacks professionalism is unable to get a full support of its members and lacks effective management strategies for administering union business because of high turnover of union officials. Fourthly, to be successful all these activities should be conducted consistently and systematically over time. Many companies only seriously consider the labour management relationship when faced by a critical problem. Such focused attention tends to fade when the strike is settled. As explained in the above example, LG group has chosen a different path and spent a year analysing its Employee relations. CONCLUSION IS PRIVATISATION A SOLUTION ? Currently both globally and in India, demand for coal is on the rise, thereby increasing the prices of coal. Due to the volatile times passing through, similar to other commodity sectors like Iron, steel, Coal Mining industry will also undergo divestment and monopoly of Coal India Limited will break. However privatisation is not a panacea for all issues lingering the sector. Time has come for Policy makers, bureaucracy and other parties involved come together to answer few critical questions while restructuring the sector. 1) How to deal with thousands of people making their livelihood from illegal mining of coal ? 2) Will the government able to accept few realities like people living in local region , have rights on mineral resources to strength the lower strata and provide a sense of security to their livelihood ? 3) Can the government, restructure the sector with more robust, full proof, social informed laws protecting and respecting the rights and interests of all involved ? ) With experience from privatising other commodities, after privatising coal mining ,it can be estimated that mushrooming of small coal mining leases can be experienced in an open market scenario. Hence laws and policies safeguarding the interests should be more inclusive than before. Where policies and laws have to deliver sustainable benefits to local and global communities, un like current laws that are focused only on mitigating the negative impacts of mining on the environment and marginalizing small groups over national priorities. Government policies need to take a more holistic approach in understanding about production of â€Å"Illegal mines† as well as marketing and distribution chains through which legally mined coal is illegally distributed. It is vital to integrate local interests in mine management plans to provide access to resources for local people and co-exist peacefully for inclusive growth.. References : Books and Internet Links * Bamber J, Park F, Lee C, Ross P and Broadbent K, 2000, Employment Relations in the ASIA-PACIFIC Changing Approaches, Allen and Unwin, Australia. BeardWell J ; Claydon T, 1994, Human Resouce Management – A Contemporary Approach, Pearson Education Limited, Great Britian. * LG Group ( 1994) LG Labour – Management Relations Long-term Model Report * http://www. thehindubusinessline. com/companies/article2470720. ece * http://economictimes. indiatimes. com/coal-india-ltd/infocompanyhistory/companyid-11822. cms * http://articles. economictimes. indiatimes. com/2011-10-18/news/30295579_1_iits-and-iims-new-recruits-cil * http://www. firstpost. com/business/labour-pangs-for-coal-india-scrip-melts-in-the-heat-67084. tml * http://in. reuters. com/article/2012/10/12/tci-coalindia-idINDEE89B08G20121012 * http://www. dnaindia. com/money/report_coal-india-to-face-india-s-first-class-action-suit-in-15-days_1770358 * http://www. livemint. com/Companies/jEkLsitce5Qt0wx3gyS3sM/Coal-India8217s-UK-shareholder-to-file-petition-in-Indian. html * http://ibnlive. in. com/news/meghalaya-braveheart-fights-against-child-labour-in-coal-mines/266778-3. html * http://www. amusingplanet. com/2011/05/child-labor-in-indian-coal-mines. html * http://www. elshcoalmines. co. uk/forum/read. php? 4,50329,50370#msg-50370 * http://www. mining. com/los-angeles-times-uncovers-child-labour-in-indias-coal-mines/ * http://articles. timesofindia. indiatimes. com/2012-11-14/guwahati/35111450_1_child-labourers-coal-mines-meghalaya-government * http://www. businessinsider. com/ photos-indias-illegal-coal-mines-2012-10? op=1 * http://www. thesundayindian. com/en/story/the-unfortunate-social-costs-of-coalgate-and-such-scams/42442/ * http://papers. ssrn. com/sol3/papers. cfm? abstract_id=1716581 * How to cite Coal Is Just Not Black Gold, Essay examples

Managing Team Sports Essay Example

Managing Team Sports Essay There is a difference in approach in the preparation of a team and the presentation of a team. The preparation of a team is covered in more detail in the chapter on Team Preparation Management. Team Presentation Management should be a continuation of the Preparation Management of the team. The two Management Teams may not be the same because of the different Management skills required. A handover process should take place between the Preparation Management and the Presentation Management to ensure best results. It is important to note that athletics is a sport for individuals and the presentation of an athletics team should be dealt with differently to the presentation of a team sport. When compiling the Team Presentation Management the individuality of the sport should be kept in mind. This chapter will explain the duties and responsibilities of the Team Presentation Management. 2. SCHEMATIC LAY-OUT OF TEAM MANAGEMENT AND THE MOVEMENT OF THE ATHLETE HEAD OF DELEGATION EXECUTIVE MANAGER ? ASST. MANAGERS MEN WOMAN ? ? HEAD COACH ASSISTANT COACHES MEN WOMEN ATHLETES ? MEDICAL TEAM DOCTOR PHYSIOTHERAPIST 3. HEAD OF DELEGATION 3. 1. 3. 2. 3. 3. 3. 4. The Head of Delegation will be the President of the Athletics Federation or a delegate appointed by the President. The President or Delegate is the head of the delegation and report only to the Athletics Federation’s Board. The President or Delegate is the only official representative at the meeting. The President or Delegate will attend all official functions and will represent the Athletics Federation at these functions. 4. EXECUTIVE MANAGER †¢ The Executive Manager report only to the Head of Delegation. †¢ All Managers and Coaches report to the Executive Manager. No interference from outside should be allowed. 4. 1. RESPONSIBILITIES In collaboration with the Athletics Federation’s Administration Department the Executive Manager will: Order correct quantity and sizes of attire for athletes from official suppliers well in advance. Monitors progress of suppliers of attire on a regular basis. Ask suppliers to be at tea m meeting to exchange clothing if needed. Ensure the availability of a tailor at the team meeting where the clothing is issued to alter clothing if needed. 4. 1. 5. Book and confirm bookings for accommodation. 4. 1. 6. We will write a custom essay sample on Managing Team Sports specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Managing Team Sports specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Managing Team Sports specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Arranges for accommodation of athletes’ personal coaches to stay in the same hotel. This should be done on merit. 4. 1. 7. Confirms where and when the official functions will take place. 4. 1. 8. Provide for team transport to and from stadium. Transport must suit the needs of the athletes. 4. 1. 9. Collects airline/bus/train tickets to venue. 4. 1. 10. Arranges for a budget to cover unexpected expenses. 4. 1. 11. Prepares letter to all team members, explaining the following: 4. 1. 11. 1. Place of competition 4. 1. 11. 2. Programme 4. 1. 11. 3. Travel arrangements 4. 1. 11. 4. Function arrangements 4. 1. 11. 5. Attire 4. . 11. 6. Athletes already in possession of colours must bring this along 4. 1. 11. 7. Time and place that team come together 4. 1. 11. 8. Any additional instructions 4. 2. GENERAL 4. 2. 1. 4. 2. 2. 4. 3. Requests full team attendance including managers and coaches at pre-arranged times. Provides for a team notice board. 4. 1. 1. 4. 1. 2. 4. 1. 3. 4. 1. 4. ON AR RIVAL AT ACCOMMODATION 4. 3. 1. 4. 3. 2. Organize at the residence for a room where a meeting can be held with all team members. Find out where the technical meeting is held and arrange with the chief coach to attend the meeting with the Executive Manager. . 4. TEAM MEETING 4. 4. 1. 4. 4. 2. 4. 4. 3. 4. 4. 4. Act as Chairperson and co-ordinate feedback of Team Managers, Team Coaches and Athletes. The managers deal with all outstanding administration. All the technical information gained at the technical meeting is discussed with the athletes. Management and coaches agree before the meeting who will talk about what. The executive manager will indicate when somebody is talking on his / her behalf during the meeting. Prepare for the technical meeting. Discuss technical report of coaches. (See list under coaches’ preparation or technical meeting). Discuss the time of the next meeting after the technical meeting with all team members. 4. 4. 5. 4. 4. 6. 4. 4. 7. 4. 5. MEETING WITH THE ENTIRE TEAM AFTER THE TECHNICAL MEETING 4. 5. 1. 4. 5. 2. 4. 5. 3. Discuss the timetable of the meeting. Confirm travel arrangements. Discuss all points of importance as indicated during the technical meeting. 4. 6. DURING MEETING 4. 6. 1. 4. 6. 2. 4. 6. 3. 4. 6. 4. 4. 6. 5. Be alert, together with the Team Manager and Team Coaches, for potential problems e. g. injuries, draws, heats, etc. If necessary make appeal on behalf of the team members. In collaboration with the chief coach, do placing of the relay team, based on results of the day. Keep record of medals that were won, as well as any results that may be wrong. If any disciplinary action is necessary, organize a meeting with the relevant manager, coach and captains. 4. 7. AFTER COMPLETION OF THE COMPETITION 4. 7. 1. 4. 7. 2. 4. 7. 3. 4. 7. 4. 4. 7. 5. Prepare technical report in collaboration with the entire Team Management. Collect a complete set of result of the meeting. Check if the account for the residence is paid, and check all rooms before the team leave. Hand the eport and all relevant information over to the CEO/General Manager. Collect the reports of the managers and coaches and prepare an official technical report and give it to the CEO/General Manager within a month after returning to South Africa. The report must include: 4. 7. 5. 1. A copy of the results of the meeting. 4. 7. 5. 2. A technical report, which includes the reports of the managers and coach es. 4. 7. 5. 3. A report on the involvement of the Athletics Federation office. 4. 7. 5. 4. Suggestions where improvements must take place, if any. 5. TEAM MANAGERS The Team Managers report to the executive manager. . 1. RESPONSIBILITIES Collect numbers and sizes of attire of athletes e. g. jackets, tracksuits, vests, bags, etc. directly after the team is announced. 5. 2. AT THE TEAM MEETING 5. 2. 1. 5. 2. 2. 5. 2. 3. 5. 2. 4. 5. 3. Give letter to all members explaining all details Give airline tickets to team members Issue attire to all athletes and confirm sizes Organize a team photo ON ARRIVAL AT ACCOMMODATION 5. 3. 1. Organize with the help of the coaches that athletes arrive safely at residence. 5. 4. TEAM MEETING Get all the athletes together in the meeting hall and discuss the following: 5. 4. . Room numbers ensure everybody is happy with the room they stay in and adjust if necessary. 5. 4. 2. Check all attire 5. 4. 3. Discuss meal arrangements 5. 4. 4. Discuss training arra ngements 5. 4. 5. Discuss all details with regard to competitions, functions and travel arrangements 5. 4. 6. Organize a team photo 5. 4. 7. Issue all instructions, preferably in writing 5. 4. 8. Appoint various committees e. g. discipline, travelling, training, etc. 5. 4. 9. Discuss financial arrangements with representative of Athletics Federation Board. 5. 4. 10. Organize travelling from: 5. 4. 10. 1. Airport to place of stay 5. 4. 10. 2. Place of stay to airport 5. 4. 10. 3. Place of stay to function and back 5. 4. 10. 4. Place of stay to training 5. 4. 10. 5. Place of stay to competition 5. 4. 10. 6. Competition to place of stay 5. 4. 11. Collect all the team member’s air tickets for the next flight. Make block bookings. 5. 4. 12. Discuss place of stay arrangements of non-team members e. g. personal coaches, family. Handle on merit. 5. 5. DURING MEETING 5. 5. 1. 5. 5. 2. 5. 5. 3. 5. 6. Be alert, together with the team coaches, for potential problems e. g. injuries, draws, heats, etc. If necessary advice the Executive Manager to make appeal on behalf of the team members. Keep record of medals that were won, as well as any results that may be wrong. AFTER COMPLETION OF THE COMPETITION 5. 6. 1. 5. 6. 2. 5. 6. 3. Prepare technical report in collaboration with the coaches. Ensure all team members have transport back home. Hand the report and all relevant information over to the Executive Manager. 6. CHIEF COACH Normally the Director of Development or Coach nominated by Director of Coaching and approved by the Athletics Federation Board. 6. 1. REPORT TO 6. 1. 1. 6. 1. 2. 6. 2. The Head of Delegation on team selection and non-team matters The Team Managers on all matters except selection RESPONSIBLE FOR 6. 2. 1. 6. 2. 2. 6. 2. 3. 6. 2. 4. 6. 2. 5. 6. 2. 6. 6. 2. 7. Directing the preparation and coaching of the team/group Appraising competition venue prior to the technical meeting and advice management on problem areas. Coordinating the work of the team of coaches All coaching/technical/tactical matters Preparing material for the technical meeting Preparing a technical report on the competition In collaboration with the team manager, do placing of the relay team, based on results of the day. . 3. PREPARING FOR THE TECHNICAL MEETING The chief coach, in consultation with team coaches, prepares a list of technical notes for the managers. These notes must be discussed with the managers prior to technical meeting. This must include: 6. 3. 1. 6. 3. 2. 6. 3. 3. 6. 3. 4. 6. 3. 5. 6. 3. 6. 6. 3. 7. 6. 3. 8. Lane draws, jumping / throwing orders Starting heights and a djustments Whose implements require checking Program re-scheduling Team changes Any relevant medical certification information Technical points after appraisal of stadium with athletes Need for lap times / splits etc. . 4. TECHNICAL MEETING The Executive Manager is the only official representative at the technical meeting. The Team Managers and Chief Coach must assist the Executive Manager by supplying relevant information when needed. 6. 4. 1. CONFIRM: 6. 4. 1. 1. Additional competitors should be agreed on 6. 4. 1. 2. Lanes, order of participation and numbers of athletes 6. 4. 1. 3. Starting heights and increments 6. 4. 1. 4. Procedure for control of implements 6. 4. 1. 5. Final calls prior to event 6. 4. 1. 6. Ceremonies 6. 4. 1. 7. Drug control procedures 6. 4. 1. 8. Warming up areas 6. 4. . 9. Language of announcements 6. 4. 1. 10. Reading of lap times 6. 4. 1. 11. Correctness of athletes’ numbers 6. 4. 1. 12. Program-correctness 6. 4. 1. 13. Approval of medical certifica tes 6. 4. 1. 14. Number of officials in arena 6. 4. 1. 15. The athletes’ seating protection against weather 6. 4. 1. 16. Transport arrangements to and from stadium 6. 4. 1. 17. Where and when refreshments will be available 6. 4. 1. 18. What the combined events athletes do between events 6. 4. 1. 19. Problem areas in the marathon and walk routes. 6. 4. 2. GENERAL POINTS 6. 4. 2. 1. 6. 4. 2. 2. 6. . 2. 3. 6. 4. 2. 4. 6. 4. 2. 5. 6. 4. 2. 6. 6. 4. 2. 7. 6. 4. 2. 8. 6. 4. 2. 9. Carry the relevant rulebook. Obtain a competition program and check for conflicts on the program. Allocate duties to team coaches. Advise management on travel arrangements of athletes. Request full team meetings with managers at pre-arranged times. Arrange briefing meeting(s) for team coaches. Give additional training where appropriate. Responsible for coaching items on team notice board. Check transport times from accommodation to and from the competition venue and duration of journey. 6. 4. 2. 10. Help management to establish transport routine from and to competition. 7. TEAM COACH (MEN OR WOMAN) Report to the Chief Coach. 7. 1. RESPONSIBLE FOR 7. 1. 1. 7. 1. 2. 7. 1. 3. 7. 1. 4. 7. 1. 5. 7. 1. 6. 7. 1. 7. 7. 2. Appraising competition venue together with the Chief Coach prior to the technical meeting and advice management on problem areas. Equipping the chief coach with specific information for the technical meetings. Advising the chief coach on specific matters concerning the events for which they are responsible. Providing specific services for athletes in preparation for competitions. Providing specific information for the technical report. Developing / reinforcing the bond between athlete and Athletics Federation, school, etc. , The athletes wearing attire representing the team. GENERAL 7. 2. 1. 7. 2. 2. 7. 2. 3. 7. 2. 4. 7. 2. 5. 7. 2. 6. 7. 2. 7. 7. 2. 8. Familiarize yourself with the athletes in the relevant events. Obtain details of athlete’s personal best, and season’s best. Provide details of opposition’s personal best, season’s best, tactics, temperament, etc. Advise chief coach on fitness level of athlete for heats, tactics, etc. Maintain close liaison with team doctor, therapist, etc. n areas of doubt. Check medical clearance on the use of bandaging / taping etc. Check athletes’ personal equipment. Check the athlete’s number. 7. 2. 9. Advise against carbonated drinks prior to competition. 7. 2. 10. Advise against the use of alcohol and food experiments 48 hours prior to competition. 7. 3. PREPARING FOR TECHNICAL MEETING 7. 3. 1. 7. 3. 2. 7. 3. 3. 7. 3. 4. 7. 3. 5. 7. 3. 6. 7. 3. 7. 7. 3. 8. 7. 3. 9. 7. 4. Prepare a list of technical notes for the managers. These notes must be discussed with the Managers and Chief Coach prior to technical meeting. This must include: Lane draws, jumping / throwing orders Starting heights and adjustments Whose implements require checking Program re-scheduling Team changes Any relevant medical certification information Technical points after appraisal of stadium with athletes Need for lap times / splits etc. AT THE COMPETITION This is where the team coaches play a major role. They must check the following: 7. 4. 1. See that athletes warm up properly. 7. 4. 2. The attire of the athletes e. g. spike length, numbers, etc. before they leave the warm-up area. 7. 4. 3. If they have wet suits available for rain and hot clothing for cold weather. The coach must have spare clothing for an emergency. 7. 4. 4. If the athletes have a spare pair of shoes. 7. 4. 5. If the athletes know the reporting procedures. 7. 4. 6. If they know where the manager, doctor and therapist are. 7. 4. 7. The coach must: 7. 4. 7. 1. Keep coaching comments to fundamental principles don’t tamper with technique. 7. 4. 7. 2. Offer a service to the athletes. If they don’t want it, do not force yourself on them. 7. 4. 7. 3. Have extra pins, chalk, tape, etc. available. 7. 5. AFTER THE COMPETITION 7. 5. 1. Prepare a technical report and give it to the Chief Coach. The report must include suggestions where improvements must take place, if any. BIBLIOGRAPHY 1 2 3 4 ASA Domestic Rule Book, Athletics South Africa, Athle tics Ho use , P O Box 2712, Houghton, 2041 IAAF Rule Book, IAAF 17,rue Princesse Florestine, B. P. 459, MC 98007, Monaco Cedex Planning and Organisation of a major International Athletics Competition, IAAF 17,rue Princesse Florestine, B. P. 459, MC 98007, Monaco Cedex The Referee, Athletics France, 33 avenue Pierre de Coubertin – 75640, Paris, France