User:Exit2DOS2000/Sandbox2

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[edit] Legend of PRE-Articles

Article 1

[edit] Respect in a Security Organization Structure

[edit] Reading Notes

[edit] Thoughts to incorporate

To all people the word respect signifies a different, culturally based, psychological construct. Literally translated form its Latin origins; it would translate to "the act of looking back at one". Over time, the definition has shifted from its original meaning, to a more pertinent meaning in today’s world. It is now thought more of as a behavior in regard to another person’s surroundings, personal belongings, and circle of friends that surround them. Generally speaking, Western cultures base respect upon a form of reciprocity. Whereas this has a sharp contrast with the Eastern construct of humbleness showing respect. Counter to these differences are the cultural similarities. Both East and West have the desire to be respectful towards the Elderly, to pay homage to the lifetime of experience and intellect acquired. The common theme between all these definitions is that respect consists of a set of specific values and a mode of behavior ingrained by our cultural background.

Primarily, initial respect for a Security Officer is generated by the Uniform s/he wears. This uniform indicates, to others, a Security Officer’s willingness to undertake the difficult task of keeping peace, order and safety. Training, deportment and ongoing job performance will only add to the respect paid towards an Officer by colleagues and the Site Employer. Economic justifications for any Site to employ security personnel are substantial once Insurance Underwriters have made clear where potential losses could be avoided. Having Security Officers on the ground actually lessening or curtailing losses can go a long way to earning a high level of respect from the Site Employer.

How then does a Security Officer then turn this respect from a Site Employer around to gain respect within the unit structure of the Security hierarchy? Does this respect ‘carry forward’ to each and every worksite? Is a simple paycheque enough?

Organizational norms are eschewed in an organization that is cellular, or Branch, based without opportunities for Officers to interrelate between units. Internal culture within the unit will become the expected and the norm but will not reflect the ideology of the organization as a whole. Security organizations inherently have a lot of rules, but it is when the organization exerts control through procedure and bureaucracy that it has become culturally weak. Only through the expression of respect, across all ranks and between Branches, will this culture strengthen and Officers begin to exert the organizational values.

Identifying sources of breakdowns of respect are required. Independent auditors of respondents are needed. Filtering of the results by any person must be avoided.

Inter-branch and inter-unit Officer exchange brings new ideas and perspectives.

Project Goals
Good project management technique states goals/objectives can be better defined by following the guidelines from using the SMART[1] acronym:

Specific - Objective or goal can't be diffuse or nebulous but should be precisely defined

Measurable - Define a method of measuring the objective/goal

Agreed-To/Achievable - All parties need to agree to the objective/goal, and it also must be achievable

Realistic/Rewarding/Relevant - It must be a realistic objective/goal, and it must make sense to do it

Time-related - to be completed within an agreed time scale





References:
Maslow, A. H. (1970). Motivation and Personality, 2nd. ed., New York, Harper & Row. ISBN 0060419873.


Article 2

[edit] WWS - Weekend Warrior Series

Racing Off With The Cup

  • The WWS re-birth was not all champagne and rose petals. Following the decision to pull support from the Canadian racing league, breaking a three-year agreement, Lucas Oil Canada under the direction of Steve Snowden has removed the WWS Cup from its display at the Canadian Motorsport Hall of Fame. The move was made without prior discussion or consultation with WWS officials. WWS Canada remains in possession of the championship car pieces, and is attempting to reclaim the face plates from the award. While the fate of the former award is unknown at this time, a new championship trophy has been commissioned by WWS Canada, and will debut at the close of the 2007 season.
  • The WWS Canadian racing league has partnered with an expanding Canadian company for the coming grass roots racing season. Gator Canada, proprietor of the internationally recognized Oil Gator absorbent, is expanding distribution into Eastern Canada and will be working with the WWS Canadian racing league to introduce its line of absorbents to new markets. Built to reflect this partnership, the new point fund will be composed of a guaranteed $5,000 base, with additions made to reflect sales growth. A donation of $2 for every bag of Floor Gator sold, and $4 for every bag of Oil Gator sold, at participating dealers, will be made, to a maximum point fund contribution of $100,000. The program begins April 1st, 2007, and will close September 30th.
  • After months of shaky anticipation, WWS Canada has stepped back up to the microphone and announced that it will continue its grass roots racing program in 2007. The announcement came from newly appointed league President, Don Baker, following a series of meetings with Ontario’s premier stock car racing facilities. Said Baker, “We sat down and had a good talk about the future, not just of WWS, but of the Canadian racing industry in general. Bottom line, the WWS league is an important part of this industry’s future.” The 2007 WWS program, the third installment in as many years, has been tuned to reflect the input of teams and owners from the past two seasons. Of major note are the new standardized schedule, a 17-week summer; and the formation of the WWS Elite program. The new format has been designed to encourage an equitable battle for the Canadian grass roots stock car racing championship, while also recognizing the efforts of those few [Elite] drivers who go above and beyond the call of grass roots competition. Reigning WWS Cup Champion David Elliott voiced his support of the new system in a recent interview commenting, “I like it. We’re all on an even plane competing for the Cup, but there’s an incentive for me to go race at Delaware and for those drivers to do the same at Flamboro. I think it’s a smart move. It gets racers racing.” Other drivers have also voiced their approval of the decision to drop ‘passing points’ from the competitor scores. In previous seasons, drivers earned points for the number of positions gained start to finish. Designed to encourage fast cars to race through the field to earn more points, the reward system faltered because of the different handicapping styles used at each of the speedways. Some tracks started faster drivers at the front, limiting the points that could be earned by the pole sitter. In 2007, drivers will receive a score for their finishing position, and the complete field will receive a bonus according to its size, removing the earlier ‘formula’ method. The largest bonus is 5 points, awarded to fields of 23 or more starting competitors.
  • WWS Canada

(416) 621.9569

  • Don Baker, League President

don@weekendwarriorseries.com

  • Gerry Paxton, Director of Operations

gerry@weekendwarriorseries.com

  • Joshua Paxton, VP Sales & Marketing

jp@weekendwarriorseries.com

  • Mailing Address: 93 Willow St. Paris, ON N3L 2L1
  • Something to Share? Send your submission to:

wwsonline@weekendwarriorseries.com

Article 3

[edit] Incident Response Team

An Incident Response Team are the group of persons directly involved, or prepared for, a Emergency Incident. The team is generally comprised of specific members, but may, under certain circumstances be an ad-hoc group of willing volunteers. Incident Response Team members are prepared to fulfill the roles required by the specific situation (eg. Incident Commander). As the size of an Incident grows, and as more resources are drawn into the event, the command of the situation may shift through several phases. In a initial small event, usually only a volunteer or Ad-hoc Team may respond. In small but growing, and large events, both Specific Member and Ad-hoc teams work jointly in a unified command system. individual Team members can be trained in various aspects of the response, be it Medical Assistance/First Aid, Hazardous Materials spills, Hostage situations or disaster relief.

[edit] Specific Member Teams

Trained and on standby at all times, during scheduled hours. Paid by the State as a means of financial support. Organized by Ranks and clearly defined chain of command
Examples :

[edit] Volunteer and Ad-hoc Teams

Respond in a similar fashion as do Volunteer FireFighters. Have a unrelated job outside of the Response Team environment for means of support. Usually the first responder on the scene will assume the role of Incident Commander
Facility Examples :

Community Examples :

[edit] External Links

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