Document #1. The following is a company bulletin outlining procedures for security guards who discover a fire while on patrol. Many of the guards complained that it was difficult to read and understand. Perform a complete revision of the document to make it easier for guards to understand and follow
BULLETIN46-RC FIRE EMERGENCIES-PLANT SECURITY PATROLS
Following are procedures for fire emergencies discovered during routine security patrols. All security personnel should be familiar with these procedures.
Perimeter fence lines, parking lots, and yard areas should be observed by security personnel at least twice per shift. Special attention should be given to outside areas during the dark hours and non-operating periods. When a guard discovers a fire during an in-plant security patrol, he should immediately turn in an alarm. It is preferable that the inspection of the yard area and parking lots be made in a security patrol car equipped with a spot light and two-way radio communications. Whenever possible, the guard should turn in the alarm by using the alarm box nearest the scene of the fire Special attention should be given to the condition of fencing and gates and to yard lighting to assure that all necessary lights are turned on during the dark hours and that the system is fully operative. Where yard lights are noted as burned out, the guard should report these problems immediately to the Plant Engineer for corrective action and maintain follow-up until the yard lighting is in full service. Occasional roof spot checks should be made by security patrols to observe for improper use of roof areas and fire hazards, particularly around ventilating equipment. If it is necessary to report the fire on the plant telephone, he should identify the location accurately so that he may give this information to the plant fire department or to the guard on duty at the Security Office, who will summon the employee fire brigade and possibly the city fire department. An alarm should be turned in before any attempt is made to fight the fire because all too frequently guards think they can put out the fire with the equipment at hand, and large losses have resulted. Once he has turned in the alarm, the guard should decide whether he can effectively use the available fire protection equipment to fight the fire. If the fire is beyond his control, he should proceed to the main aisle of approach where he can make contact with the fire brigade or firemen and direct them to the scene of the fire. If automatic sprinklers have been engaged, the men in charge of the fire fighting crew will make the decision to turn off the system.
Document #2. A new supervisor wrote the following memo to his division head. The division head returned the memo with the words "get to the point" scrawled across the bottom. Revise the memo for a clearer message.
TO: Jenny Wilson
FROM: John Verbose
SUBJECT: Layout issue
During the past six months, a lack of control over working environments in this department has perpetuated inefficiencies and disruptions in production. Communication with other staff members and with various members of the company has been and will continue to be, due to the physical nature of our department, forced on demand rather than attended to at our discretion. The department needs reception control so that all visitors and any others who enter the department are controlled and guided in reference to their priorities. I cannot overemphasize the importance of all reception control being coordinated under the aegis of one person. Also verbal communication must be controlled in the same manner as the physical visitations, so a receptionist-secretary can reduce communications to their components in written memos whenever intrusion into the department will break continuity of work. Control of working relationships is necessary for effective autonomy. The physical improvements must include carpeting for acoustical control as well as dividing the production area and the reception-control area for control of physical communications.
Document #3. This memo was written by the director of a county historical society to the society staff. The director believed the staff was not working hard enough, and he wanted his memo to encourage better work habits. Revise the memo.
TO: All Staff
FROM: Steven Windbag
SUBJECT: Problems
There seems to have developed during the last few weeks, a general problem with attending to our work on a regular and timely basis. First, there seems to be on at least some people's part, and particularly the gals in word processing, a general casualness about beginning work on time which is evidenced by general milling about the coffee equipment and gathering the elements for breakfast.
Although this problem has been noted most often at starting time, it should be recognized that there is a considerable amount of chatter among some of the staff from time to time during the course of the day. It is acknowledged that a certain amount of verbal exchange is generally useful for maintaining a relaxed atmosphere in office surroundings, but it can interfere with normal working schedules and inhibit the accomplishment of productive business in spite of good intentions.
The 15-minute breaks during the course of the morning and the afternoon should be strictly adhered to because violating them is an unprofessional act, although possibly unintentional, and their coming to an end should be duly noted and even more carefully anticipated. If, time to time, special circumstances arise, the need should be discussed so proper variance can be established.
Finally, the utilization of the telephonic communication for normal business is something that should be regarded as a normal but abuses of this utilization will necessitate strict controls. Excessive numbers of calls and excessive times engaged in such personal business on office equipment may interfere with the work of the Archives and must not be permitted to interfere with our work. A reasonable anticipation on the part of the caller of the needs of the department regarding the flow of incoming calls will go a long way to fulfilling the intent of the regulations established by the County Commissioner in the employee regulation handbook. I believe it is true of every member of this staff that his first concern is the quality of work and the mission to serve the public diligently and faithfully.