Career Derailment

Of the nine fatal flaws that lead to executive derailment, four are the most damaging. The first is the inability to adapt or develop. Executives who suffer from this tendency routinely fail to heed feedback on areas of improvement and are resistant to change. The maintenance of poor working relationships is the second fatal flaw. This lack of interpersonal skills often becomes apparent when an executive moves to a higher level of responsibility within the organization since senior-level positions require a higher degree of group orientation. The third flaw is the inability to build and lead a team. Senior executives must possess the ability to lead in order to meet performance objectives. The fourth flaw is authoritarianism. The management style of the 1990s is characterized by participation and empowerment, a style that some traditional managers fear and thus are unable to adjust.

Both executives and the organizations for which they work benefit from techniques to avoid career derailment. Organizations make substantial investments in training and grooming their executives. When an executive's caree

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he role of the safety educator in the clinical laboratory is to instill in workers the need for compliance with OSHA precautions. Employees will only commit to safety training when they believe that the regulations they are following are relevant to their work practices. The proper approach to safety education is to present detailed information that the laboratory worker can understand and implement. For safety practices to become second nature, the safety program must cover as many anticipated situations as possible. An effective method is the use of outdated videos in which the employees use their knowledge to point out what the workers in the videos are doing wrong in terms of safety precautions. Safety in the workplace involves a three-pronged approach. The biomedical industry must research improvements in product safety. Employees must adhere to safety guidelines. Employees must support the efforts of their employees with the proper equipment and facilities. References Krienitz, D. (1996, December). Safety education in the laboratory. Laboratory Medicine, pp. 823-827. Employers have the legal right to monitor the telephone conversations of their employees. Although this may appear an invasion of priv
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Approximate Pages = 11 (250 words per page)