“Dilemmas that require an ethical explanation are quite common at work. Both employers and employees have to face dilemmas in an organization. Conflicts are bound to arise when an organization has people who are diverse in nationality, age, education, race, religion, sex, socioeconomic status and employment experience. The most common ethical dilemmas at work include power, authority, confidentiality, honesty and loyalty. While resolving these dilemmas, both the employer and the employee have a different perspective.

Employers are often found to be stubborn. According to them, their actions are in the best interests of the organization and are according to the legal code of conduct in the company. Employers never tend to disclose the reasons that lie behind their behaviors. However, they need to develop the skills and experience required for tackling ethical dilemmas. They should assess the situation while taking a neutral stand. Analysis would be proper if they are able to locate the root cause of the conflict. Decisions should be taken after consultation with the affected parties. The consequences of the decision should be analyzed and explained to the management.

The perspective of the employees in an organization is always in a dilemma. The employee does not even know how to work since organization beliefs and values are often kept confidential and are not revealed to the employees. However, it is the responsibility of employers to clearly describe the goals, objectives of the organization to the employee if they are expecting to create a harmonious and acceptable working environment. Employees should be trained to resolve conflicts.

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Recipes For Making Hot Chocolate Mixes – Holiday Gift Food Baskets, click this link to read more about this topic.

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Tags: ethical, dilemmas, workplace, list, problems

The Equal Employment Opportunity commission (EEOC) defines Sexual Harassment as unwelcome sexual advances, requests for sexual favors, or verbal or physical conduct of a sexual nature, when submission to such conduct is made, whether explicitly or implicitly, a term or condition of an individual’s employment, submission to or rejection of such conduct by an individual is used as the basis for employment decisions, or when the conduct has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile or offensive working environment.

Sexual harassment can include a wide variety of behavior and occurs on various levels, ranging from:

- occasional comments, jokes, touching or gestures

- behavior that persists even after being issued a light, informal
warning or an isolated behavior that is more severe,

- repeated or persistent offensive behavior even after being issued
formal discipline, aggressive touching, or any behavior that is clearly intended to cause offense, even if isolated.

There are two type of harassment under the legal definition:

1/ Quid-Pro-Quo Harassment

This is the when the employer makes sex a prerequisite to getting something in the workplace. For example: ” sleep with me and you’ll get the job.” That’s illegal. This type of sexual harassment is the “casting couch” cliché. Quid-pro-quo can also include negatives. For example, “sleep with me or you’re fired” is also illegal.

Obviously, the woman who is fired because she wouldn’t sleep with the
boss can sue.

Take for example a situation where the boss asks one of his assistants to sleep with him in exchange for a promotion. She does it and gets the promotion. Under the law, she has a claim, because her agreeing to his sexual demands was a condition of the promotion. She also has a
claim if she refused and didn’t get the promotion.

However the conduct must be “offensive”. If two employees have a good time exchanging sexual jokes, it would not be sexual harassment. If one employee kept telling another employee sexual jokes that the second employee found offensive, it would be sexual harassment. If two employees dated and engaged in consensual sex, this would not be sexual harassment. If one of the two then wanted to terminate the relationship, and the other used the unequal relative terms and
conditions of employment of the work place to further the relationship, this would be sexual harassment.

Jokes, pictures, touching, leering, unwanted requests for a date have all been found by courts to be sexual harassment. Sexual harassment can be between people of the same sex. Sexual harassment can be awoman harassing a man.

Anyone who is offended by a sexually harassing environment may theoretically sue. However, that employee’s offense must be reasonable. An extremely sensitive person might not be able to
maintain a claim, because her feelings of having been offended were not reasonable.

The reasonableness is evaluated by a standard that is the same as a person in the victim’s circumstances. For example, what a reasonable woman might think is a hostile environment is not necessarily the same as what a man might think is a hostile environment. If it’s a woman
who was harassed, it’s the woman’s point of view that counts.

Victims of sexual harassment can recover for their lost wages, future lost wages, emotional distress, punitive damages, and attorneys fees.

2/ Hostile Workplace Environment

Hostile environment sexual harassment is a situation in which the employer, supervisor, or co-worker or customer does or says things that make the victim feel uncomfortable because of his or her sex.

Hostile environment sexual harassment does not need to include a demand for an exchange of sex for a job benefit. It is the creation of an “uncomfortable environment”.

If a fellow worker is the one doing the discrimination and harassment, you should follow the company policy and report the conduct to your supervisor and Human Resources. Report it in writing to have proof of the date you reported it, and be sure to be specific about the exact
nature of the discrimination or harassment. Saying things like Joe is bothering me or harassing me is not sufficient. Also, saying that Joe called me the “N” word once is insufficient. Don’t retaliate back, or you can be fired.

Anyone who is offended by a discriminatory or sexually harassing hostile environment may theoretically sue. However, that employee’s offense must be reasonable. An extremely sensitive person might not be able to maintain a claim, if his or her feelings, that have been
offended, were not reasonable.

Again, victims of discrimination or sexual harassment can recover fortheir lost wages, future lost wages, emotional distress, punitive damages, and attorneys fees.

There are steps that employers are advised to take to protect themselves from employee sexual harassment cases. They should:

· ensure that sexual harassment policies and procedures are in compliance with current state and federal laws.

· Circulate their sexual harassment policy, reinforcing commitment to eliminating and preventing harassment in the workplace.

· Obtain written acknowledgments from employees regarding their receipt of policies.

· Provide sexual harassment training for managers.

· Update sexual harassment investigation pro-cedures for compliance with state and federal law.

· Train human resource’s staff regarding appropriate techniques.

· Conduct an audit of personnel files involving past sexual harassment and discrimination complaints

· Update hiring policies and procedures

It is necessary for all employers to have a detailed policy statement, to protect both themselves, and their employees.

William Meikle is a Scottish tech author, with 20 years experience in IT management. He is available for all freelance writing work. Visitt him and read more free advice at this site.

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Tags: ethical, issues, list, moral, value

It’s a well noted remarks that’s the shortest way to deal with the problem is to get thought it, and in its simplest form one must know were to aim an arrow. A timing with dedicated resources to be delivered at the most precise and control manner, sound simple in its trivial extend on how will look at it. But reality offer the most of what a situation can be calculate and deliver in order to justify the extent of possibilities, in such point that certainty with level of accuracy will not only relies on the hand of an archers. The path of a broken arrow is so elusive, even the possibilities are well presented and accepted for it to serve as reference guide, we are still in the inevitable state of making mistake and failure.

To put a reference comparison on how a business can be interpret in such way that it emulate the concept of a broken arrow, in a dynamic form, and not meant to be specific for it be applied. It takes a great amount of momentum and resources to drive an arrow to its target, and once it hit its target, its a anticipated battle to dwell on one of the law of natures, the strong point and the weak point to maneuver directly and indirectly to dominate one another.

The foundation has been lay down prior to the battle, and the tip of the arrow has been sharpen to a profound level, its body has been aligned to a precise straight pattern, and its edge that serve as navigational wings has been crafted to perfection, making sure that what the archer has targeted can be deliver with level of precision.

The archer’s eye is soaring like an eagle, finding its target from a far distance which has been viewed clearly with no doubt what the marks man use to interpret as Bulls-eye.
Inevitable factor has been well decoded to such extend that there are no rooms for error at the theoretical level, everything are well set and presented in manner that is said to be go for an aim.

The archer is preparing to aim his target, and the condition is well suited and timing by large percentage is in his hand. The art of archery is exercised at the most of its intent; it’s the very same art that determine the result to where an arrow will hit its target. It is the direct interpretation which is coherent for an art of this kind to provide such anticipated results. No less and no doubt this is truly an art that serve its meaning, philosophy and existence that worth to emulate and to adapt to a business emerging from competition.

The archer is interpreting the art into tangible state of motion equal to an action, and he is beginning to bend the bow to such extend with assurance that it has enough force with level of tolerance to deliver the arrow to its target. The opposing force has been created in the process, where the bow resist and trying to maintain a default stage, the string serve as the mediator to that action, but it’s the archer spirit that perceive in the process which determine the outcome, based on power and precision.

Timing is a matter of sense that require one self to be in the right place at the right time to aim and release the arrow, from then onward it is a maneuver with precise intent with force that break the boundaries of ones opposing force of gravities. It must maintain its momentum while making its way to its destination, and its just portion in such percentage of force and power and what comes to play is the remaining force to penetrate the target. Such force that can make or break it self or its target, to such extend that we have a broken arrow as a result of opposing force that collide to one another. One that carries the kinetic potential and the other with striking force that travelled with its arsenal of the toughness and sharpest steel. An event that has been presented in a flash of motion that is so fast where one will be unable to comprehend the underlying events, and only the end process will presented in our naked eye. We see such result either ways amongst our expectation, an arrow that hit its target, one that miss its target, and a broken arrow in a rare case. As to what extend of force does it create a broken arrow, to a midst of my curious thinking and trying to adapt the same concept in a business perspective it is sometimes lead me to un endless questions and inquiries that needed some answer.

The speed and swift action are sometimes or in the norm stages of our shared commonality are mostly interpreted as invincible. And he who see’s the invincible can do the impossible to some extent, this notion lead us to deals with things that are outside the box of our normal approach for making decision. Approaches that are self evolve from the emerging paradigm of such perspective collaboration of a creative thinking from individuals, groups, organization or entities at its general terms.

Broken arrow is a result of an excessive force with lock of understanding on the natures of its target, these one can say’s that you cannot solve the problem at the very same level it was created. It is the notion we must understanding what will happen if we have the same character and properties of the same kind for the two opposing paradigm or situation regardless who is the stationary target and the arrow it self.

One must know and understand who hold the most of the situation for them to equate the strong from the weak from the superior and inferior. To validated their decision making in reference from their current standpoint as defensive or offensive side. It is very important for ones self to understand where they are and where they are going, a reference point from where we should start. It is from that standpoint that we develop our action and decision making and applied it to a tangible motion of maneuver whether direct or indirect. This create a concept of formal decision making for any possible situation that will be calculated on hand to justify its veracity , those equate accuracy if it is combine by managing time and resources as a whole. This total combine force is just the arrow in its metaphysical stage.

Looking for the right archer…. To drive and navigate the arrow to its target requires such level of expertise, fashion and dedication to what he is doing. They come in many forms where age, origin, education, social status is merely trivial as reference guide in finding the them, its seems that there is no precise pattern for it, it’s just the way they are “an archer”. The only time one can tell is when they hit the target, one, twice, trice in the same spot, a marksman on their field at the time all the require factor are in existence and return to norm of who they are in the absence of such factor that makes an archer “a target to hit” an archer will always be an archer and marksman will always be marksman.

Anatomy of an Archer in the views of an observer

To what extend one can consider him self as an observer if an apple on his head become the target in such distance with underlying doubt or in the shadows of a doubt you give a level of trust on the credential of the archer. Are you playing as an observers or parts of system?

For the time being I will leave this inquires un answered as someone presented his self as a business phantom, whose currently the man standing still with the apple in his head while the archer is making his aim to its target, and I, I will be watching in close proximities among them, in such way am not going to loose the essence of a direct and indirect result of an event. In my assumption maybe not a broken for this time, but it’s an aim to a target with no guarantees. If the archer miss its target and the arrow hit the business phantom, my search will be prematurely ended if he’s truly the business phantom. If the archer hits the apple, a greater chance will be in my hand to authenticate the credential of the business phantom, it will be 1 step forward to my search.

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Tags: ethical, healthcare, issues, list, moral

Western Red Cedar is among the most beautiful, colorful, self-preserving woods available on the planet. When considering your carved wooden sign project, you will only want to consider using this amazing wood. It’s omnipotent. It has warm colors and tones. It has a wonderful tactile texture. It smells great (even intoxicating to those “Green” sensitive). Western Red Cedar has no pitch. Cedar has to resin. Cedar has no sap.

Western Red Cedar does contain natural oils that help preserve it against insect attack and decay. This is a huge reason it is used for carved outdoor signs. Most welcome signs are placed outdoors, and will be asked to withstand a variety of weather conditions from extreme cold, to very hot, wet, warm, and everything in between. Because cedar can weather these conditions so well, it is the only choice for carved sign making. Cedar has literally been the outdoor construction material of choice for centuries. It is these natural oils which make carved cedar signs incredibly durable; maintaining your outdoor signs great appearance for a long, long time.

Cedar is, remarkably, dimensionally stable. This means it will tend to lay flat and remain straight. When Western Red Cedar is properly treated and finished, it will gracefully age and last for a very long time.

Western Red Cedar also provides an added appeal to your landscape. Since your welcome sign will likely be placed on or near a landscaped area, the carved sign will serve as a focal point and augment the environment for potential customers, visitors and guests. Quite simply, they see your lush landscape; and, they will also see your aesthetically pleasing cedar, personalized outdoor welcome sign.

Western Red Cedar is an affordable wood. Cedar and other wood products make up almost 50% of all raw materials manufactured in the United States. Yet, its share of energy consumption during manufacturing is less than 5%. Western Red Cedar is a renewable building material, recyclable and regenerated. “Green Building” and rating systems such as Leadership in Energy and Environmental Design (LEED) recognize the environmental impact of the use of woods like western red cedar. Because cedar is so durable it lasts for a long time and doesn’t need to be replaced. Actually, the durability of western red cedar is a principle reason why North American and Canadian forests are still abundant after 150 years of harvesting. It’s natural, biodegradable, recyclable, and originates from sustainably managed forests.

This green building principle literally deals with the health of the environment. Cedar is a natural material with centuries of proven performance. Green building rating systems are being applied more and more and cedar excels under the scrutiny of green building review. Western Red Cedar measures up to the requirements and comes out the winner in all aspects when compared to other materials. Creating signs from Western Red Cedar is a natural – it is the ultimate green material. It produces fewer green house gases, requires less renergy to produce than alternatives and comes from a profoundly renewable, sustainable resource. Equally important, Western Red Cedar is carbon neutral! That’s just plain smart.

I love Western Red Cedar and have been using this amazing and legendary material for over 40 years in construction and my art of carving personalized outdoor welcome signs. Find us here where we’ve been hand crafting personalized cedar outdoor signs since 1966?

May the Forest be with you!

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Tags: ethics, value, business, list, corporate

Dear committee,
I do not wish to continue the proscribed process as outlined in the action points of the last committee meeting regarding my grievance with Meg. It seems obvious that with Meg’s abject refusal to even attempt to redress the problem that any process will fail to effect change without putting the museum directly into a potentially destructive process.

Please find the attached document ‘Complaints.rtf’, which outlines the processes that are notionally in use, I must stress that this is a draft, and should not be considered anything more than my personal notes on the problem. Please circulate as appropriate.

Because there has not been a coherent effort to document this, until now, what has not been noticed is that this is a system which requires command and control structures that don’t, and can’t, exist within a totally voluntary organisation. This power vacuum is a natural consequence of the fact that, increasingly, we are all volunteers, thus among other inconsistencies, the required level of perceived authority to execute this style of system where one volunteer has to exert speculative control over others does not exist. This can be seen in the question of ‘ which hat am I wairing’ and the confusion generated where direct reporting and operational lines are combined into one person with two ‘hats’.

To extend the argument, I think since a hierarchical system is failing to manage with grievance and complaints, the idea of a more communal arrangement is worth some consideration, ie there have been two complaints recently, incidentally both of which can be directly linked to Meg’s interference.

In this communal environment, if a complaint can not be resolved informally, it passes to a ‘committee of the whole house’ type meeting for all volunteers and management to ask the questions of all concerned and to vote on a consensual solution.

As a by product of this thinking, I would seriously recommend that management committee meetings be opened up to all volunteers, and the formal directors meetings reduced to the circulation of written reports, effectively reverting to a more passive entity, ie as things were before committee members were actively getting involved in operations.

I don’t want to teach people how to suck eggs, but my situation doesn’t give me much choice in the matter as I have a unique insight into the workings of the museum, and I would hate to think that this painful episode has not produced anything of benefit to anyone.

With kind regards,

———-

Dear committee,

It has been 3 weeks since the last committee meeting at which, as I understand the situation, Meg was ‘asked’ to informally make some ‘attempt’ at ‘resolving’ the ‘personal’ ‘issues’ between her and I. Please excuse the excessive use of quotation marks above, my feelings as to the failures of the past should be obvious – that is not important as we look to the future, continuing in the same way. Nothing happened, or even looks like progress, I don’t know what to do now, was hoping for some advice at the opening.

Well, I’ve gone out of my way to give Meg reasonable opportunities in which to start what ever process was indicated, including fixing her computer which had malfunctioned the day before the meeting, (heat retention damage to her most recent files) in fact while leaving, that same meeting, she asked my dad if he thought I would help her sort it out.

I sorted out the computer, said that if she had only being using MsWord, instead of Wordpad, she would not have lost her priory exhibition texts, I’ve even offered to help her learn how to use all the features of Word while helping to write her ‘reporting responsibilities’ document, that would have directly resolved’ the root of the original conflict.

The fact is that she only even talks to me when its convenient for her, ie when she needs something, before her computer issue I don’t think she has said more than 3 consecutive words to me since last October.

Even at the opening, there were times when Meg just came over and started talking to whom ever was there, as if I didn’t exist, once while talking she moved from where she was standing so as to literally exclude me too.

Anyway, I believe Meg is not ignoring or just not trying but is actively not accepting any problem even existed, I can only assume she is having difficulty as an ex school teacher, but that’s no reason to hide her head in the sand. What sort of behaviour is this for an adult women? What sort of an example is this for the younger generation?

I think Meg wants all this to be forgotten, putdown to bad luck and then all will be right again, either that or she ‘believes’ that she has resolved the problems, maybe since I fixed her computer, it her mind, that counts somehow. :-)

Well indeed the memory and the emotion fades – but the understanding gained will not so easily, enlightenment itself does not – not completely. What does this teach me? It teaches me that I am who I was, and will always be, and so will Meg, she didn’t even write her final dissertation (she gave notes to her friend who organised and typed it up). Still I wonder about how it is that this terrible and terrifying thing called human society allows the truly stupid, reckless and dangerous to flourish.

So then logically, if I am to survive in this world, in the midst of this society, then I too can just go around floundering helplessly interfering with things I don’t understand, aimlessly not knowing or caring for the reason to do so; barking orders & acting unilaterally, just as long as I say what ever is politically convenient at that time so people think I’m actually competent!

With kind regards,

——————-

Dear committee,

I see your version of the covering note section on your reasoning is ‘stronger’ than dads original.

I like it, as you imply that Meg/Sheila didn’t know there were other considerations, other than simply a matter of permission fromVestry Hall, and just because they didn’t think it would be a problem, that noone else would have anything important to say on the matter & it is not in anyone’s interest for this to continue.

The sad fact is that, there was debate at ‘ committee level ‘ (you may remember a ‘committee’ ad hoc meeting in our garden last year when I was present, let alone more formal ones where I was not) about the possibilities, including that of a permanent sign, however the point that once we have permission to mount such a sign, there MUST be committee consultation has been (conveniently) lost.

Indeed, at that initial (informal) stage, the details of implementation weren’t important enough to warrant any real consideration which, sadly, means that Meg/Sheila could argue that they ‘didn’t know they needed to know anything else’ thus due to their limited understanding, they feel no committee consultation was required.

I don’t think this works in practise, ignorance should not be a reasonable defence, assuming they generally didn’t believe there would be any problems, should volunters be able to act unilaterally?

I think Meg/Sheila could argue that, ‘You unilaterally put up the WVF signs without committee consultation, this is no different’.

In the first instance these are temporary signs, erected correctly, by a trained volunteer and not subject to the same requirements. But more to the point, they were erected as part of an overall strategy which was agreed at committee level, where as the question of a perment Museum sign was not.

The question now, which Meg/Sheila could argue is about where we draw the boundary between normal (day-to-day) operations which don’t require committee consultation and what things do?

I think anything that someone should reasonably suspect could effect the running/operation of the museum MUST be subject to committee consultation, except to the extent where preexisting general authority has been given – was this ever done for Meg and Sheila?

If so how can they support/justerfy someone who has responsibility for the internal displays therefore having unilateral authority for anything else. Whatever the case, everyone should be alert of such a policy

With kind regards,

———–

Summary:

This is an introduction to some relatively complex areas related to appraisals and evaluations which constitute two processes which can assist volunteer management.

It is only in situations which go drastically wrong that a complaints process needs to come into operation. Most complaints, either by or about volunteers, can usually be dealt with in supervisory sessions or through discussions with a manager. Volunteers need to know who they can approach should they wish to make a complaint and the action which will be taken is certain guidelines and policies are broken by them.

Making such processes as fair and straightforward as possible is important, in unpaid work it becomes all to easy for seemingly minor issues to heighten any pre existing sense of injustice or to crate it a feeling of there being an inner-circle of friends. Many volunteers leave an organisation of their own accord. Volunteers need to be valued and supported through their time of leaving. In this way, volunteers will leave with a positive experience of the organisation and possibly return in the future and of invite others, should the opportunity arise.

Complaints:

There may be occasions when a volunteer has cause to make a complaint about another volunteer, organisations run by volunteers where ‘there’s never been a problem’ and have never had need of measures for such procedures, sometimes import boilerplate grievance and disciplinary procedures from a business environment on the basis that ‘it works for them, so it’ll work for us’.

Grievance and complaints, like the burden of any bureaucracy, could quickly start to over-formalise volunteering thus dampening personal creativity. This administrative approch is clearly not appropriate for every organisation. However, it is important to treat volunteers fairly and without procedures all problems will tend to be tackled on an ad hoc basis which would inexorably result in unequal treatment and will only ever heighten any pre existing people’s sense of injustice or could create it.

It is now generally accepted that guidelines are required specifically for volunteers, if for no other reason than to avoid an over-formalisation of ‘contracts’ or ‘agreements’ between the organisation and its volunteers, which can lead to ambiguities in the status of volunteers.

There are many examples of volunteers clamming protection under employment law, and there is a general perception within committee levels that volunteers are never personally at fault for any damage caused to the organisation, ie any problem is in some way seen as a result of the fault of management instead of the ‘guilty party’. This is true of paid employment, as a direct result of employment law but this can not be applied to the voluntary sector for reasons that should be obvious later.

In the event of a complaint by or concerning a volunteer, all involved should always know there is someone – usually a Manager – who is beyond the direct reporting lines of any issue, with whom they can discuss matters of concern. In most circumstances, this manager will be able to resolve problems, by listening to the volunteer(s) concerned. All parties must know who is responsible and that matters in this context will be treated confidentially.

Dealing with Complaints:

If complaints cannot be resolved by discussion, then some suitable framework has be put in place to deal with such situations; the overall affect should be to create a buffer between the personal and private area of involvement. This process should be seen as a last resort, to be implemented only if supervision and support have failed to resolve the situations.

As with other areas of volunteer management, present guidelines recommend that each organisation should formulate their own complaints process surrounding volunteer involvement. A framework for dealing with complaints should include methods whereby there is:

1) A named person for dealing with complaints;

2) A clear policy known to all everyone;

3) Separation and boundaries of confidentiality;

4) A method to withdraw complaints at any time;

5) A process for complaints included in the induction process;

6) Volunteers have the right to appeal.

Complaints by Volunteers:

As already stated, minor matters can be prevented from becoming major issues through good lines of communication, supervision and support. If a matter cannot be resolved through informal discussions, keeping guidelines as straightforward as possible can help ease frustration. Long, drawn out and complicated processes could be seen as a deliberate form of intimidation to prevent issues being reported in the first place and to prevent matters being dealt with swiftly / justly. Building on the framework described above, if volunteers wish to make a complaint, there needs to be:

1) An explanation of the options available in order to make a complaint;

2) A procedure for putting complaints in writing;

3) An acknowledgement that making a complaint against another volunteer will not prejudice their opportunity to continue to volunteer for the organisation.

4) Documentation of the complaint and subsequent meeting/s to resolve the problem and the outcome should be kept on record.

5) The right to withdraw from their involvement with the organisation or be given extra support to continue, whilst the complaint is being dealt with.

If the complaint is of a serious nature, it may require the involvement of a manager, or chair of the management committee.

In situations where a volunteer makes a complaint, he/she should be informed of the outcome.

Complaints against Volunteers:

In most circumstances, concerns about a volunteer’s conduct should be dealt with in supervisory meetings, for example where someone starts interfering with other people’s work. The important point here is that dealing with a complaint at an early stage and in a more informal way is more likely to result in a satisfactory outcome by monitoring and intervention before possible problems are realised is preferable to sorting out problems after the event.

In situations where a volunteer has seriously breached his/her responsibilities, he/she can be asked to leave the organisation. However, these situations need to be specified at the time of induction. They may include, but not limited to, the following:

1) Theft of property;

2) Act of violence;

3) Falsifications of records;

4) Abuse/harassment;

5) Vandalism/damage to property;

6) Unauthorised disclosure of confidential information;

7) Action or inaction putting self or the public at risk

Further to this and depending on the nature of the complaint, the volunteer may be asked to withdraw his/her services on a temporary basis, while the matter is being investigated. Before any action is proposed to deal with a complaint, the complaint itself needs to be verified. The steps which may be taken to rectify a situation would include:

1) Nature of the complaint;

2) Why the behaviour has occurred;

3) Implementing change (additional support, training etc.) within a given time frame.

4) Review of change.

If, no change or insufficient change in attitude or behaviour is observed, in spite of additional support, it may well be necessary to ask the volunteer to leave the organisation if for no other reason then to enable the other volunteers to continue to contribute without feeling duress and or to prevent a feeling of ‘unfairness’ .

Bearing in mind the concerns expressed above, questions have to be raised as to how far it is possible for an organisation to take action ‘against’ a volunteer, unlike in paid employment there is in fact very little action that can be taken other than removing the disruptive influence. Due to this fact that nothing can be done other than that quite extreme measure, avoiding problems and minimising risks is preferable to trying to resolve problems after the event.

Throughout any process and during the time a volunteer is with an organisation, it needs to be made clear that their services can be withdrawn, without redress, on either side, this is why the issue of volunteer protection under employment law must be avoided at all costs, as these two ideas are totally irreconcilable

Deciding on the best methods of dealing with complaints requires thought, preparation and review. The NAVB suggest that the involvement of volunteers (and other related members of staff) in the formulation in the methods to deal with complaints is often helpful. As the NAVB state, the positive consequences of this are two fold: Firstly, it raises awareness of the process and secondly helps to ensure that volunteers are happy with the decision about such issues that affect them directly, (NAVB, 1995, p.5). Due to the nature of unpaid work, it is important that those effected are consulted and their input is valued and recognised.

As a direct result of an open structure, if a volunteer is asked to leave as a result of a complaint being upheld and not being resolved, it needs to be done firmly but with fairness.

Leaving the Organisation:

Many organisations find volunteer retention difficult and volunteers sometimes seem to leave all too frequently. Nevertheless, this freedom to come and go, without redress, is at the heart of the volunteering experience and a odds with employment law. Some organisations may feel that they require a specified commitment from their volunteers, however, this can prove problematic if in so doing it creates a more formal, legally binding agreement.

At whatever stage a volunteer wishes to leave, it is essential that his/her input is valued and recognised. One way of doing this is to obtain and value their opinion on the work of the organisation and volunteer involvement. Current thinking that in leaving volunteers are given the opportunity to discuss their work and reasons for leaving. Useful questions which may be to ask volunteers who decide to leave the include:

1) What was your role? Did this change over time? If yes, how?

2) What did you best like about volunteering with this organisation?

3) What did you least like about volunteering with us?

4) What improvements would you make for changes or improvements in the organisation’s involvement of volunteers?

5) Would you recommend other people to come and volunteer with this organisation?

From gathering such information as a volunteer leaves, it is possible to build up a picture of volunteering within the organisation and this information could prove invaluable to the organisation as it may be used to contribute to the future retention of other volunteers.

It may be found that several volunteers leave for the same reason; this information will allow the Volunteer Manager to implement any changes considered necessary to aid future retention of volunteers.

© Michael Hart.

I am the website administrator of the Wandle industrial museum. Established in 1983 by local people to ensure that the history of the valley was no longer neglected but enhanced awareness its heritage for the use and benefits of the community.

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I had been working for a major national known corporation (SCM) since turning 21. After becoming their #1 office equipment salesman in the nation, the “Big Corporation” didn’t want to pay me all of the commissions that I’d earned. My immediate supervisor was sympathetic. I was pissed! “The Man” as you would call it today, had screwed me out of some of my bonuses and commissions before. Only now, I was 24 years old, knew my worth, and I quit… Then, I took the “Rip-off Devils” to court and collected my rightful earnings.

That very afternoon, with a wad of cash in my bank account, I was looking in the newspaper. I saw a job listing for a “Public Speaker.”

“WOW,” I said to my first wife. “That’s my new job!” The president of ADCO (American Discount Catalogue Operations, Inc) interviewed me in his near the Top Floor, Executive office located in the prestigious Portland, OR Georgia Pacific Building the following morning. Don told me that he didn’t want to even take my application because the speaker position was as good as filled. He and his Vice President had been interviewing for two weeks and had narrowed the candidates down to five men.

“The decision will be made tomorrow night, after all five speakers make their formal presentations before our board of directors – at our showroom warehouse,” Don Selley said. “You would never have time to learn about our products, our new marketing strategy, and to prepare your presentation by tomorrow night. I’m very sorry…”

“Just let me try, Mr. Selley,” I asked. He sent me across town to see the showroom to meet Frank, his VP.

Well, after working all night, pouring through their catalogue, and preparing my speech, I practiced and polished it the next day. Then, I blew the other finalists away that night, keeping my big ego intact. I not only had the “Public Speaker” job. The others finalist for the “Primo-job” were given an opportunity to become “Sales Marketing Associates,” which would cost their own customers $375.00. We were all going to “Get rich” selling invitees into this new membership-only discount operation.

Remember, this was in the 1970s. Computers didn’t exist. Those personally invited as guests were given the opportunity to buy a basic membership for $25.00 or become a Sales Marketing Associate for only $375.00. Sales Associates would save even more and earn a percentage of all monies spent by their basic members. Was this good or what?

Every night for two months, I’d take the stage, do my song and dance from the podium – with three large screens of multimedia slide presentations flashing behind me – and then come down afterwards to “Close” the guests for the sales associates who couldn’t. Most became sales associates. Almost everyone else bought a basic membership that very night, were issued their personalized plastic membership card, and left with a catalogue after looking over the countless samples in our showroom. The grocery items were not displayed. Very soon, the superstore would be open.

I signed up everybody that I knew. Not only did I sign my own name – to buy the three best slide projectors and large background screens – I had my own key to open the showroom/meeting room, and I had been invited to invest my commissions into stock which would be worth a fortune.

Then, one evening I unlocked the showroom door to find the entire place empty. The samples had been returned to their rightful owners, and Don, Frank, and their “Bodyguard” – who they had boasted could remove lug nuts without a wrench – were gone. I still owed Moore’s audio Video for the projectors and screens. So much for that “Great job with a local start-up company.”

I ran into “Dashing Don” – as I have dubbed him – a couple of years later at a Beaverton, OR nightclub. He was still the same blond haired, blue eyed, southern gentleman that I remembered. Not all of the Earth-Devils have visible horns…

When I approached him, Don was delighted to see me. “I’ve been looking for you all over,” he said with his beautiful smile. “I’m really sorry that the ADCO thing didn’t work out but I’ve a much better thing for you now! As he continued to put forth his best charm, I could only watch in amazement. “I’ll lease you a new Cadillac tomorrow if you’ll only join me in this new ice machine business,” he promised. “I’ll make you rich! How about it?”

“Goodbye, Don,” I said.

Let’s leap forward to 1996. Phone cards were new. They were also the money making opportunity rage! I’d held off on buying into TelAmerica early up, when first approached. Yet, several of the real estate professionals whom I respected were now earning over $20,000 each month selling phone cards.

I leased another office above my own real estate company. I’d do it right! Converting the whole space to a large meeting room, I was ready to do business. My own agents, former real estate clients, and customers were invited to my second business. Quickly, I recovered my up-front investment. Now, I was ready to really roll.

I got up early to see if my third grade daughter’s beautiful artwork that she’d submitted was in the Easter Sunday Edition of Vancouver, Washington’s major newspaper, “The Columbian.” It wasn’t. Rather, I was greeted by the article on the front page that charged TelAmerica phone cards sales of being an illegal pyramid operation! Was it? I don’t believe so. Yet, I was out of that business as were all of the honest people that I’d brought into it. TelAmerica never recovered. If a “Rip-off” occurred, it was the believing public that was ripped-off by the power of the press and the tightly controlled news media.

I doubt that anyone reading this on-line, ezine article would argue that we continue to be fed false news by the mainstream press. I don’t take a newspaper or watch network news. Instead, I get my news via the Internet. If I have some latent need to be deceived, I am perfectly capable of deceiving myself.

Today, with the invisibility provided via the Internet and easy access to victims, those who “Take advantage of trusting souls” are more difficult to spot when they go out to spend YOUR money.

Yes, the big national corporations continue to “Cheat” their own sales professionals while small-time Earth-Devils have found the anonymity of the Internet a huge advantage.

The News media still lies, and often bills bad things as being good while labeling good businesses as being dubious and/or bad. Yet, God Himself has assured me that His cyber-space, deliverance vessel ‘A Rainbow Reminder’, which He has appointed me to launch, cannot be touted as some get rich quick scheme that can injure anybody financially. Like Noah’s ark, admission to the vessel is no charge.

I’m certain, if there were newspapers in Noah’s time, he was called an old boozer who was over-consumed by animal interests. Lot, who with his daughters escaped Sodom, would have been labeled as a selfish nephew of another nut, Abraham. Yes, and he was likely decried as “Unsodomacan” for his withholding of the two angels from the self gratifying mobsters that wanted to “Know” them.

Jesus Himself was accused of being a charlatan and demon possessed by the righteous religious in His earthly mission time.

Big corporations cheat, scam methods change but “Rip-off Devils” don’t. Media often wrongly reports. And “God’s Chosen” can rightly discern the ignoble earthly vessels from those made by their creator for more noble purposes.

Russ Miles is author of the novel, For Sale By Owners:FSBO. A “Seasoned Real Estate NAR® Broker,” for 5 years Rascal Russ was disabled by Multiple Sclerosis. Now, in 2006, Rascal is “Cured” of “incurable” MS. Rascal Russ now writes books & articles on varied subjects.

Via his personal website, “Rascal’s blog,” & his ezine articles themselves, Rascal Russ maintains contact with those whom he believes the God of this Universe has joined together with him as per Destiny’s Devine Plan for this Planet Earth!

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Tags: ethical, issues, list, moral, healthcare

“How does an organization resolve ethical dilemmas and conflicts among employees and employers? This is the most fundamental problem that every management has when the company has diverse set of employees.

Belief is the most appropriate factor that determines whether an issue or a dilemma can be resolved or not. Employment and employees should have an inter-dependent relationship that is driven by belief in each other. While employees should believe that the decisions taken by the employer would be in their best interest, employers should believe that employee’s work ethics are only for the development of the organization.

While resolving an ethical dilemma, one should be able to look into the background of the situation including the entire context of the issue, its origin and individuals involved in the conflict. Also one needs to look for any other information that went missing and is important to solve the problem. This should be followed by an estimate about the actual problem and the ethical issues attached to the conflict. Assessment of the problem should also include company values that have been violated.

The next step is to make a detailed list of possible solution. While listing the solutions, one should also be able to list out all the positive and negative outcomes of each solution.

This should be followed by eliminating solutions that are either not appropriate or can be harmful for the organizational structure. Solution for the problem should be in the best interests of the both the participating parties, while upholding the values and ethics of the company. A complete evaluation of every solution is a must.

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Are you holding an event or seminar? One of the easiest, and possibly most overlooked, ways to get free publicity is calendar listings. Despite checking the local paper and other neighborhood news forums when looking for activities to do, many people do not utilize the calendar sections when it comes time to promoting their own event. I recently ran into a friend of mine who is hosting the 35th anniversary of his business by throwing a party for the neighborhood. He had spent a fortune printing up flyers and advertising in local papers. But when I asked him if he had submitted anything to the calendar sections, he had not even thought of it.

There are a number of places where you can submit calendar listings, depending on your business and your community. Larger cities may be less inclined to print something in the paper if it’s not a big event, but online community blogs are a great place to get the word out. Neighbors want to support their local businesses, and people are always looking for fun things to do. There are also smaller community newspapers; for example, your city paper could be the Los Angeles Times, but your community paper could be the Beverly Hills Courier.

What goes into a calendar listing? You want to include the following items:

Who: Your company

What: Self-explanatory, but basically, what is your event? Is this an anniversary? A sale? A seminar? Philanthropic tie-ins should also be noted.

Where: Address and any parking information

When: Day and time

How: Do people need to purchase tickets in advance? How much are they? Is there a website?

Finally, you want to make sure you include your own contact information so journalists can get in touch with you for any follow-up questions.

Visit this site for more resources on how to handle your do-it-yourself publicity campaigns. Regina Novickis is co-founder of Media Tonic and Publicity411.com. A seasoned public relations executive with more than twelve years of experience managing brand positioning, public relations and media relations efforts on behalf of consumer/entertainment clients, she has secured coverage for clients in every genre of national press ranging from USA Today, Wall Street Journal, Time and Newsweek, to Self, Marie Claire, GQ and Maxim, to “Entertainment Tonight,” “The View” and NBC’s “Today” show.

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Tags: public relations, events, seminar, calendar, list

If you want to get publicity for your business via the media, press releases are an excellent way to do it. Here are 5 ways to boost the appeal of your press release.

Correct Format: There is a format that press releases need to follow. Make sure your yours is written in the correct format, as you will want it to look as professional as possible. It is also a good idea to double-check the grammar, punctuation and spelling before you send it in for submission.

Keep it clear and to-the-point. Your press release shouldn’t be any longer than two pages. Media outlets receive a lot of releases and they won’t take the time to read a long report. Keeping it clear and concise will let you fit in your important facts without going beyond two pages. And remember to answer the important questions – who, what, why, where, when and how.

What’s in it for the reader? Make sure you include a call to action in your press release. Put something in it that’s going to inspire the reader to go to your event, visit your website, etc. If you write a blatant ad, it’s going to be obvious and it won’t get picked up by anyone. Include the features and benefits of what you’re promoting, and tell your target market what’s in it for them.

For example, if you were promoting a new food processor, you need to go beyond just saying it’s smaller and takes up less space than other models. You need to state that the smaller size gives the customer the full power of a larger model, while helping them to save precious counter space in their kitchen.

Make it interesting. If your press release is boring, nobody is going to read past the first couple of lines. Try to find the line between simple facts and excitement. Back to the food processor example, instead of just saying “our new food processor will be available in the spring” try something like “out new space-saving food processor will be available this spring, just in time to help you chop the fresh vegetables you’re growing for your summer salads.”

Remember who your target market is. When you write your press release, make sure you keep your target market in mind. This will help you to focus on what your should include and where you should submit the release. For example, if your press release is health-related, it’s not going to be worth the time to submit it to a travel magazine.

The media cannot run a story on every press release they receive, but implementing these tips will help you write press releases that grab, and keep, the media’s attention. The old saying ‘practice makes perfect’ rings true for press releases; the more you write them, the better you will get.

Looking for free article content for your ezines or website? Visit Articles Gone Viral where you’ll find articles on various subjects, all freely available for your use. Get more information at this site

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Tags: system, pr, list, marketing, point

Most business owners overlook the power of free press. First item to address is do you have a press kit ready at for any event that you may attend? Not only should you have a press kit ready, you should have a press release ready for any exciting events that maybe upcoming for your business. These key points are simple points to get your business more attention and a chance to gain valuable future customers.

Press Kit Survival Guide

1. Have a folder with your logo on it to hold the release.

2. Place your business card in the inlets of the folder.

3. Have the Press Release in the right hand side pocket of the folder.

4. Have a brochure about your business included in the folder.

5. A nice touch is to have a thank you note in the left pocket of the folder.

First, a press release is a one page statement that summarizes what is going on with your business, why is it important, and where to go for more information. You should always make sure that the press release is clear and concise. The release is for editors who will hopefully be writing an article about your business.

Second, do you know you know the different media outlets in your area? This should include local & regional newspapers, news radio stations, and TV stations. It is also never a bad idea to send a press release to local magazines. You can submit these press releases through fax or email. Before you do this I also recommend you getting to know your local publishers and editors for these media outlets. Having a personal connection with these individuals will not only help your press release get published, but also give you advice on writing a more informative release.

Next, make sure you send the press release at least twenty four hours in advance if you are wanting the media to show up to the event. If you forget to send the press release to a media outlet before the event go ahead and send it to them afterwards. Making them aware that the event occurred sometimes is just as helpful. While at the event if other media happens to come to an event make sure you a have press kit to give them.

Lastly, if you are attending a networking event or an event where you are speaking it is always a good idea to have this press kit with you. This is because the press kit will help give answers without taking more of your time to explain to each person what you do and where you do it. For a sample press release click here.

This knowledge was gained after I worked for a state politician.

I am in my last year of Accounting and Economics & Finance. I have worked for any industry out there from farming, fast food, retail, cold calling, personal lending, and consulting. I am young in age, but experienced well beyond my years. I now own three companies and I host my own radio show while wearing many other hats throughout the community.

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Tags: pr, list, jobs, firms, agency

The BMX stunt show has been a staple of the extreme stunt show circuit since the 1980s. However, changes in the way society perceives entertainment and in fact the definition of entertainment itself has led to a recent resurgence in popularity that has been prevalent in extreme sports since the turn of the millennium. With several travelling BMX stunt show companies out there, it has never been more popular.

There is any given number of individuals, committees and organizations that have used the BMX stunt show to leave a lasting impression on various people, and often with a specific purpose in mind. For example, many fairs and schools actually hire a BMX stunt team, not because it is an extreme stunt show to get people interested in BMX, but because the individuals performing provide a great role model for the kids. Of course entertainment does have something to do with it, but the fact that these stunt people do not do drugs, alcohol or tobacco and yet can perform fantastic tricks may just encourage the youth of today to channel their energy into something similar.

The extreme stunt show is also commonly hired by large sporting teams to perform before a big game or during halftime to ensure that the crowd remains pumped, or indeed becomes excited in the first place. This leads to a better atmosphere for the game because it helps to heighten the anticipation and exhilaration in the air. This in turn helps to encourage the teams.

Finally, corporations are beginning to hire BMX stunt teams in order to provide entertainment for guests and associates during conferences and visits. This can help to relax the meeting as well as provide a welcome break from business, thus tying it with pleasure. Studies have shown that a more relaxed environment can indeed encourage better business relationships and deals! As a result of this factor and all of the above, the BMX stunt show has effectively been reborn, making it the latest and greatest form of extreme entertainment around today!

Jacqueline Itson is a writer for the BMX Pro Stunt Team. For more information about extreme sports entertainment, please visit bmxpromo.

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Tags: pr, entertaiment, list, extreme, stunt

Referring to tactics like press releases, special events, brochures and broadcast plugs as “the heart of the practice of public relations” is like describing eviction notices as “the heart of the practice of law,” or employment applications as “the heart of the practice of human resources.”

Each restrictively misleading. Each out-of-touch with reality. Each damaging to the discipline.

In the case of public relations, tactics are what they are, valuable devices which public relations calls upon from time-to-time to move a message from one point to another. But that’s all they are.

If you are a business, non-profit, government agency or association manager, be aware that your PR effort must demand more than special events, press releases and talk show tactics if you are to receive the best public relations has to offer, and the quality public relations you deserve.

For a manager, a good first step in that direction would be to scan the underlying premise of public relations: people act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired- action the very people whose behaviors affect the organization the most, the public relations mission is usually accomplished.

In my view, managers wishing to strengthen the role of public relations in their units should see PR as an investment which (1), marshalls the resources and action planning needed to alter individual perception leading to changed behaviors among their most important outside audiences. And (2), goes on to help managers persuade those key folks to their way of thinking, then (3) moves them to take actions that allow the manager’s department, group, division or subsidiary to succeed.

The good news for those managers is that the right public relations planning really CAN alter individual perception and lead to changed behaviors among key outside audiences.

You may be such a manager. If you are, try to remember that your PR effort must demand more than communications tactics if you are to receive the quality public relations results you deserve.

The results will make it all worthwhile. Especially when new proposals for strategic alliances and joint ventures start showing up; membership applications start to rise; prospects actually start to do business with you; capital givers or specifying sources begin to look your way; welcome bounces in show room visits occur; customers begin to make repeat purchases; politicians and legislators begin looking at you as a key member of the business, non-profit or association communities; and community leaders begin to seek you out.

Your new opinion monitoring project will welcome the input of your public relations professionals because they are already in the perception and behavior business. But be certain that the PR staff really accepts why it’s SO important to know how your most important outside audiences perceive your operations, products or services. Above all, be sure they believe that perceptions almost always result in behaviors that can help or hurt your operation.

Review with them how you plan to gather and monitor perceptions by questioning members of your most important outside audiences. Suggest that questions like these be asked: how much do you know about our organization? Have you had prior contact with us and were you pleased with the exchange? Are you familiar with our services or products and employees? Have you experienced problems with our people or procedures?

The use of survey pros to run your opinion gathering work could be a costly move compared to using those PR folks of yours who already have relevant experience. But whether it’s your people or a survey firm asking the questions, the objective remains the same: identify untruths, false assumptions, unfounded rumors, inaccuracies, misconceptions and any other negative perception that might translate into hurtful behaviors.

Goal-setting, always an important step, should address the most serious problem areas uncovered during your key audience perception monitoring. Will it be to straighten out that dangerous misconception? Correct that gross inaccuracy? Or, stop that potentially painful rumor cold?

It’s obvious that establishing your PR goal requires a specific strategy that shows you how to reach that goal. Remember that just three strategic options are available to you when it comes to doing something about perception and opinion. Change existing perception, create perception where there may be none, or reinforce it. The wrong strategy pick will taste like chitterlings in your oatmeal., so be sure your new strategy fits well with your new public relations goal. You certainly don’t want to select “change” when the facts dictate a strategy of reinforcement.

This is the time to produce quality writing because you must now prepare a persuasive message that will help move your key audience to your way of thinking. It must be a carefully-written message targeted directly at your key external audience. Select your very best writer because s/he must come up with really corrective language that is not merely compelling, persuasive and believable, but clear and factual if they are to shift perception/opinion towards your point of view and lead to the behaviors you have in mind.

To reach those you want to reach with your message, you’re going to have to select the communications tactics most likely to carry your message to the attention of your target audience. There are many available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. But be certain that the tactics you pick are known to reach folks just like your audience members.

HOW you communicate the message is a concern because the credibility of any message is fragile and always up for grabs,. Which is why, initially, you may wish to unveil your corrective message before smaller meetings and presentations rather than using higher- profile news releases.

Beginning a second perception monitoring session with members of your external audience is the ticket when you want to provide a progress report for interested parties. You’ll want to use many of the same questions used in the benchmark session. But now, you will be on strict alert for signs that the bad news perception is being altered in your direction.

You can always speed things up with 2 simple techniques: add more communications tactics and/or increase their frequencies.

If you are a business, non-profit, government agency or association manager, here’s another reminder: be aware that your public relations effort must demand more than special events, press releases and talk show tactics if you are to receive the best public relations has to offer, and the quality public relations you deserve.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. Only requirements: you must use the Robert A. Kelly byline, and resource box.

Robert A. Kelly © 2006.

Bob Kelly counsels and writes for business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has published 240 articles on the subject which are listed at EzineArticles.com, click Expert Author, click Robert A. Kelly. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations.

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Tags: pr, jobs, list, firm, agencies

Small Business Owners should send press releases out at least once a month to local newspapers, cable TV, local magazines and radio stations. You will be surprised how often they get published or air time. After doing this a while you can figure out what types of news get the best results. Some typical and simple press releases can be new employee hirees, new accounts with large local corporations or non-profit endeavors you are assisting with.

All press releases should be typed double-spaced with two clicks between each word. This makes it easy to read and retype. This saves aggravation for the person retyping it into their word processor. You should use Arial font because it is easy to read and 13 to 14 point font size. This is because many newspapers will scan typed material into their computers these days and it makes it easier for their optical character recognition software (OCR) to read it. They will change the font later anyway to match whatever font they use in their newspaper.

You can fax a press release to them but we recommend dropping it off if you have time and it is convenient. You can also wash cars while you are there. Once again you will save them OCR headaches because things come out blurry on a fax. The very best is to e-mail it to them because it’s already in their computer ready to be edited by their staff. The easier you make it on them, the better your chances of getting your press release or news item published.

After you get to know the editors over many months you can email them directly. Eventually you want to think about getting to know the local program directors on a first name basis also. I had run a small business for 20 years before I learned how easy it is to keep your name in the local media. We spent hours and thousands on advertising, when our competitors simply sent in small snippets of information each week. Think about it. Be a winner in your small company.

“Lance Winslow” – Online ThinkTank forum board. If you have innovative thoughts and unique perspectives, come think with Lance. Lance is an online writer in retirement.

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Tags: pr, jobs, list, firm, agency