Impact of the Law

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Impact of the Law
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CHAPTER OVERVIEW

• This chapter introduces the legislation that
  regulates safety and health in the workplace.
• The Occupational Safety and Health Act of 1970
  sets up government to
• conduct research regarding occupational health
  and safety,
• set health and safety standards,
• inspect workplaces, and
• penalize employers that do not meet standards.

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• The supervisor must be familiar with the kinds of
  practices required to preserve health and safety
  in their department.
• They also must keep formal records of
  occupational injuries and illnesses, and be sure
  that employees have information about chemical
  hazards, as required by OSHAs right-to-know rule.

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• Hazards in the workplace may be
• physical,
• chemical,
• biological, or
• stress-inducing.
• Safety hazards include personal behavior and
  unsafe conditions of the physical environment.

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• Some of the common safety and health concerns of
  employers include
• cigarette smoke,
• abuse of alcohol and other drugs,
• extended use of video display terminals,
  repetitive-motion disorders, and
• AIDS.

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• Employers are taking actions to control these
  conditions because they are costly to the
  organization and reduce employee morale when they
  are left unattended.
• Rules and policies enforced by employers include
• limiting smoking in the workplace,
• rotating employees on tasks that increase risk of
  injury,
• applying ergonomics to the design of jobs and
  workstations, and
• training employees.

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• Benefits to organizations from well-designed and
  executed safety and health programs are reduced
  number and severity of work-related injuries and
  illness that cut associated costs.
• In addition, concern for employees safety and
  health
• motivates employees,
• reduces turnover, and
• avoids the pain and suffering of employees.

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• A safety and health program is effective when it
  minimizes the likelihood that people will be
  injured or ill as a result of conditions in the
  workplace.
• This is most likely when all levels of management
  demonstrate a strong commitment to the program.
• The supervisor is responsible for seeing to it
  that employees understand and follow safety
  precautions.
• The supervisor should encourage employees to
  participate in promoting safety and health
  conditions.
• Finally, the supervisor should set a good example
  by following safe practices.

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• Another type of conflict is experienced by an
  organization during a union organization drive
  and collective bargaining.
• There are laws that direct the supervisors and
  other managers behavior during this time.
• In general, supervisors may not threaten
  employees about forming or joining a union, and
  may not promise rewards for working against the
  union.
• During collective bargaining, the supervisor
  provides management with information that will
  help them bargain.

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• When employees believe the organization, or, more
  likely, the supervisor, has violated the union
  contract, they may file a grievance.
• The supervisor should work with the union steward
  to resolve problems rather than letting them
  escalate.
• The supervisor should try to avoid grievances by
  giving employees a chance to be heard and trying
  to resolve conflicts.

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• Supervisors play an important role in preventing
  strikes.
• Fair treatment and effective communications
  minimize the chances that employees will want to
  go on strike.
• If a strike does occur, the supervisor should
  carefully observe what is occurring and encourage
  employees to go back to work.

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• When an employee charges a member of the
  organization with sexual harassment, a supervisor
  must take the problem seriously, without
  exception.
• He or she must see that the complain is
  investigated properly and avoid expressing an
  opinion or imposing an interpretation on the
  situation.
• A supervisor should work with the human resources
  department to identify a prompt and firm response
  to charges that are proven true.
• In many cases, sexual harassment can be prevented
  through training and greater awareness of
  different points of view between men and women.

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Basic Purpose of the OSHAct

• Occupational Safety and Health Act of 1970
  (OSHAct) The federal law that sets up government
  agencies to conduct research regarding
  occupational health and safety, set health and
  safety standards, inspect workplaces, and
  penalize employers that do not meet standards.

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• Occupational Safety and Health Administration
  (OSHA) The agency of the federal government
  charged with setting and enforcing standards for
  workplace health and safety.
• National Institute for Occupational Safety and
  Health (NIOSH) The agency of the federal
  government responsible for conducting research
  related to workplace safety and health.

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• Many organizations recognize the value of
  safeguarding the health and well-being of
  employees, but unfortunately, this has not always
  been the case.
• As a result, the government stepped in to
  regulate safety and health in the workplace.
• The most far-reaching law regulating workplace
  safety and health is the Occupational Safety and
  Health Act of 1970 (OSHAct).
• The OSHAct sets up government agencies to
• conduct research regarding occupational health
  and safety,
• set health and safety standards,
• inspect workplaces, and
• penalize employers that do not meet standards.

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• The OSHAct established two government agencies to
  see that employers carry out its provisions.
• The Occupational Safety and Health Administration
  (OSHA), a part of the U.S. Department of Labor,
  is the government agency charged with setting and
  enforcing standards for workplace health and
  safety.
• OSHAs inspectors may visit companies but must
  show a search warrant before conducting an
  inspection.
• They also operate free, onsite consultations
  through which independent consultants evaluate
  the organizations work practices, environmental
  hazards, and health and safety programs.

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• The National Institute of Occupational Safety and
  Health (NIOSH) is the government agency
  responsible for conducting research related to
  workplace safety and health.
• It is a part of the Department of Health and
  Human Services.
• NIOSH provides OSHA with information necessary
  for setting standards.

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• While supervisors cannot be expected to be
  familiar with all of the regulations, they do
  need to understand what kinds of practices are
  required to preserve health and safety in their
  department.
• OSHAct imposes some specific responsibilities
  that apply to supervisors.
• Supervisors are required to keep records of
  occupational injuries and illnesses.
• Incidents must be recorded on OSHA forms within
  six working days after learning of the injury or
  illness.
• Supervisors may also have to accompany OSHA
  officials when they conduct an inspection at the
  organization.

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• Because chemical hazards are widespread in the
  modern workplace, OSHA has issued a right-to-know
  rule requiring that employees be informed about
  the chemicals used where they work.
• Information about the chemicals must be available
  and workers informed about how they can protect
  themselves against those hazards.
• The information must include labels on containers
  of chemicals and hazardous materials and on
  Material Safety Data Sheets (MSDSs).
• The supervisor should make certain that this
  information is available for all chemicals
  brought into, used in, and produced at the
  workplace.

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Basic Categories of Health and Safety Hazards

• Health hazards Conditions in the work
  environment that may gradually hurt the health of
  the people there.
• Safety hazards Conditions in the workplace that
  may lead to an injury-causing accident.

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• Health hazards may be physical, chemical,
  biological, or stress-inducing.
• In general, they are conditions in the work
  environment that may gradually hurt the health of
  the people there.
• a. Physical health hazards include noise,
  vibration, radiation, temperature extremes, and
  furniture and equipment that are not properly
  designed for the users comfort.
• b. Chemical hazards may be present in dusts,
  fumes, and gases.
• They include chemicals that are carcinogenic
  (cause cancer), such as asbestos, coal dust,
  lead, and benzene.

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• c. Biological hazards include bacteria, fungi,
  and insects associated with risks to peoples
  health.
• d. Stressful working conditions also may harm
  the health of employees.
• Examples include work that requires employees to
  take risks, please an unpredictable boss, or
  witness a lot of suffering.

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• A safety hazard is a condition in the workplace
  that may lead to an injury-causing accident.
• Common types of injuries include
• cuts,
• broken bones,
• burns, and
• electric shocks.
• Safety hazards typically arise from personal
  behavior or conditions of the physical
  environment.
• The supervisor must see to it that safe operating
  procedures are followed by all employees.

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• Personal safety behavior refers to practices that
  result in injuries in the workplace.
• An example is failure to use proper safety
  equipment or follow correct procedures.
• Fatigue, personal problems, or preoccupation with
  other issues may make certain individuals more
  prone to accidents.

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• Hazardous working conditions also can lead to
  accidents.
• Problems to watch for include a
• messy work environment,
• electrical cords laying where people might trip
  over them,
• poor lighting, and
• a lack of protective devices on machinery.

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• When the supervisor observes unsafe working
  conditions, he or she should
• remove the hazard if possible,
• guard the hazard if it cant be removed,
• warn of the hazard with a sign if it cant be
  guarded, and
• notify the proper authority if you cant remove
  or guard the hazard on your own.

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• Back and neck injuries account for one-fifth of
  all workplace injuries.
• Ways to prevent back injuries include
• designing the job to minimize injuries,
• training employees to use lifting techniques and
  devices,
• reducing the size or weight of objects to be
  lifted, and
• making sure that workers assigned to do a job are
  strong enough to do it safely.

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• Sitting is the position that puts the most strain
  on the back, so chairs should be comfortable and
  there should be opportunities to stand up and
  move around.

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Common Safety and Health Concerns

• Video display terminal (VDT) The screen on which
  a computer displays information.
• Virtual Reality A three-dimensional
  computer-generated environment that gives the
  user a sensation of being part of that
  environment.
• Repetitive-motion disorders Injuries that result
  from repeatedly applying force to the same
  muscles or joints.

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• Ergonomics The science concerned with the human
  characteristics that need to be considered in
  designing tasks and equipment so that people will
  work most effectively and safely.
• AIDS (Acquired immune deficiency syndrome) The
  incurable and fatal illness that is caused by the
  HIV virus.

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• Several common concerns about safety and health
  in the workplace are especially significant
  because they are widely occurring, or at least
  widely discussed.
• Included are
• smoking,
• alcoholism and drug abuse,
• the use of video display terminals,
• repetitive-motion disorders, and
• AIDS.

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• a.Smoking. An estimated 22 to 27 percent of all
  U.S. workers smoke cigarettes.
• Smoking has been associated with cancer, heart
  disease, and lung diseases such as emphysema.
• People who smoke may be more vulnerable to the
  effects of other hazards than people who dont
  smoke.
• Even nonsmokers can suffer some of the ill
  effects of smoking when they are exposed to
  secondhand smoke.
• As a result of the consequences of cigarette
  smoking, many organizations have restricted the
  amount of smoking allowed in the workplace.
• In many locations, the restrictions are also
  required by state or local law.
• Supervisors can help minimize the effects of
  smoking in the workplace by enforcing the
  organizations restrictions.

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• b. Alcoholism and drug abuse. Alcoholism and
  drug abuse are serious problems in the workplace.
  
• People who are under the influence are more
  likely to be involved in accidents.
• Part of the supervisors role in promoting safety
  involves counseling and disciplining employees
  with these problems.

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• c. Use of Video Display Terminals (VDTs). A VDT
  is the sheen on which a computer displays
  information.
• Users of VDTs have complained that working with
  or near these screens causes a variety of health
  problems.
• The most common complaints have involved
• eyestrain,
• muscle soreness, and
• pregnancy problems.

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• Employees who use VDTs should take rest breaks.
• One way to provide breaks is to rotate
  assignments so that employees spend only part of
  the day working with a VDT.
• Those who are concerned about radiation should
• sit at least two feet from any part of the sheen,
  
• install radiation shields on their computer, or
• use only the low-emission VDTs now on the market.

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• d. Repetitive-motion disorders. Repeatedly
  applying force to the same muscles or joints can
  result in injuries, known as repetitive-motion
  disorders.
• These disorders have come to account for half of
  all occupational illnesses in the United States.
• Carpal tunnel syndrome, which involves pain in
  the wrist and fingers, is a common complaint
  among those who type at a keyboard all day.
• Several measures can be taken to prevent these
  disorders, such as
• designing jobs and workstations to allow for
  rests,
• using adjustable furniture, and
• avoiding awkward movements and bad posture.

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• Ergonomics is the science concerned with the
  human characteristics that need to be considered
  in designing tasks and equipment so that people
  will work most effectively and safely.
• While supervisors need not be experts in
  ergonomics, they can cultivate an awareness of
  these issues.
• Supervisors should encourage employees who are in
  pain to seek medical attention right away, and
  never work through pain as this may aggravate an
  existing injury.

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• AIDS. Although other illnesses are more
  widespread, probably the most feared is the
  acquired immune deficiency syndrome (AIDS),
  caused by the HIV virus.
• Although it is not highly contagious, it is
  incurable.
• The HIV virus is transmitted through the exchange
  of body fluids, as can occur through
• sexual activity,
• blood transfusions,
• sharing contaminated hypodermic needles, or
• between an infected mother and a fetus.
• It is not transmitted by touching an infected
  person and sharing a drinking fountain or rest
  room.

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• In most work settings, the major concern with
  regard to AIDS is how to treat employees who are
  carrying the HIV virus or who have AIDS.
• Fairness and federal antidiscrimination laws both
  dictate treating these employees in the same way
  as anyone else with a disability.

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• When an employee has AIDS, the supervisor also
  must confront the fears that other employees are
  likely to have about working with that employee.
• Supervisors, with help from the human resources
  department, may need to educate the other
  employees about AIDS and how it is transmitted.
• They must also protect the confidentiality of a
  person who is infected.
• If an employee who is infected is having trouble
  coping, the supervisor may wish to refer them to
  the organizations employee-assistance program,
  if one exists.

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• Many employers have instituted formal programs to
  promote the safety and health of employees.
• The program may include such activities as
• training,
• safety meetings,
• posters,
• awards for safe performance, and
• the use of a safety and health committee.

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• Some organizations have extended their safety and
  health programs to cover off-duty conduct by
  employees that contributes to health problems.
• At some organizations, employees with specified
  unhealthy conditions, such as being overweight or
  being smokers, must pay more for health
  insurance, while at others employees have
  financial incentives to practice healthy habits.
• The rationale for offering such programs is that
  they may reduce the health insurance premiums
  borne by employers.

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Workplace Safety and Health Programs

• By reducing the number and severity of
  work-related injuries and illnesses, safety and
  health programs can cut organizations costs in a
  number of areas.
• These include
• health and workers compensation insurance,
• defense of lawsuits,
• repair or replacement of equipment damaged in
  accidents, and
• wages paid for lost time.
• In addition, safety and health programs can
  motivate employees, reduce turnover, and avoid
  pain and suffering among employees and their
  families.
• Finally, an organization that is a safe and
  healthy place to work is more likely to enjoy
  good relations with the government and community
  and should have an easier time recruiting
  desirable employees.

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• Basically, a safety and health program is
  effective when it succeeds in minimizing the
  likelihood that people will be injured or ill as
  a result of conditions in the workplace.
• It is most likely to be effective when all levels
  of management demonstrate a strong commitment to
  the program.
• Employees need training in awareness and
  practices of safe workplace activities.
• Organizations should also have a system for
  identifying and correcting hazards before they do
  damage.

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• It is up to the supervisor to see that employees
  know and follow safety precautions.
• Unfortunately, it often takes a serious injury
  before some supervisors appreciate why they must
  enforce safety rules and procedures.
• Supervisors often fail to realize they have a
  responsibility to maintain a safe work
  environment.

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• Training is a way to make sure employees
  understand and follow all procedures designed to
  maintain safety and health.
• New employees must be well trained in how to do
  their job safely, and more experienced need
  training when they take on new responsibilities
  or when the organization introduces new
  procedures, materials, or machinery.

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• All employees need reminders about safe
  practices.
• OSHA requires that companies with more than 10
  employees display the safety and health poster
  with information about employees rights and
  responsibilities under the OSHAct.

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• Supervisors of shift workers need to provide
  additional guidance in safe practices.
• Because of their overall lifestyle working nights
  or rotating shifts, they must make an extra
  effort to get enough quality sleep to be alert
  during their work hours.

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• Supervisors should see that the health and safety
  committee or the appropriate individual
  investigates such complaints.
• Any hazardous conditions should be corrected
  immediately.
• When the supervisor observes a violation of
  health and safety guidelines, he or she should
  respond immediately and consistently.
• Failure to react is a signal to employees that
  the guidelines are not really important.

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• Fatigue, boredom, and dissatisfaction can make a
  person accident-prone.
• Efforts to combat these problems include
  improving the quality of work life or seeking
  ways to make jobs more interesting and
  satisfying.
• Bright lighting also will help employees stay
  alert at night.
• If the supervisor wants employees to behave in a
  certain way, the supervisor must set a good
  example.
• He or she should
• use tools properly,
• follow good housekeeping practices, and
• turn off or lock out power equipment when
  repairing it.

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• A well-designed and executed safety and health
  program will benefit the supervisor and
  employees.
• However, supervisors cannot expect employees to
  naturally take the necessary precautions to
  ensure their health and safety.
• When employees are provided safety training
  during orientation, they are put on notice that
  specific safety behaviors are expected from the
  first day on the job.

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• When an organization does not have a formal
  health and safety program, often the thing that
  necessitates such a program is a serious injury,
  or a near miss.
• Examples are numerous.
• The company truck is backed into the loading dock
  and nobody bothers to block the wheels.
• The truck moves away from the dock when the
  forklift drives onto the truck.
• This accident has been documented at many
  companies.

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• A machine is improperly wired by someone who
  lacks the proper electrical skills and later an
  employee is shocked, or worse.
• Failure to wear safety glasses or hearing
  protection results in the loss of sight or
  hearing.
• Chairs that do not provide proper support result
  in employees having chronic back problems or
  carpal tunnel syndrome.
• All of these examples can result in costly
  medical treatment and lawsuits.
• This is an area where an ounce of prevention is
  worth pounds of cure.

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• An effective safety and health program would
  include safety and health rules that prevent all
  of the above problems.
• For example, health and safety rules would
  include
• ? All trucks in the loading area must have
  their wheels choked (a wedge-shaped block placed
  against wheels) to keep them from moving.
• ? All machine maintenance or repair must be
  done by a certified repair person.
• ? All employees and visitors are required to
  wear eye and ear protection in designated areas.
• ? All employees are required to use chairs and
  stools of proper height and design for the job.

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Union Organization Drive and Collective
Bargaining

• Wagner Act Federal law intended to define and
  protect the rights of workers and employers,
  encourage collective bargaining, and eliminate
  unfair labor practices.
• Labor Relations Managements role in working
  constructively with unions that represent the
  organizations employees.

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• Collective Bargaining The process of seeking to
  reach a contract spelling out the rights and
  duties of unionized workers and their employer.
• Collective bargaining takes place when a union is
  voted in to represent an employee group.
• The resulting contract is for a specified period.
  
• Collective bargaining is used again to negotiate
  a new contract at the end of this period.

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• Mediator or Conciliator A neutral person who
  helps opposing parties reach agreement.
• A mediator suggests solutions, or moderates the
  discussions between the opposing parties.
• Suggestions are not binding.

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• Unions represent groups of employees within
  organizations.
• Often we think of unions representing line or
  production workers, but unions also represent
  middle managers and professional groups in some
  organizations.
• Once a union is selected and confirmed to
  represent a group of employees, it becomes the
  sole bargaining unit of the group.
• That means that the group has agreed to act as
  one rather than as individuals in part of their
  relationship with respect to management.

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• Employees organize unions in an attempt to
  balance the power of owners or management and
  improve working conditions.
• Effective labor relations is an important part of
  managing conflict in unionized organizations.
• If unions represent the organizations operative
  employees and managers represent the owners, it
  is not surprising that unions and management
  often have conflicting views.
• Both parties benefit from a healthy organization,
  but they differ on how to achieve the
  organizations well being, and how rewards and
  responsibilities should be divided.

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• One of the times the inherent conflicts come to
  the surface is during a union organization drive
  to become the representative of the operative
  employees.
• Management typically resists such efforts, based
  on the belief that a union will interfere with
  managers ability to make decisions in the best
  interest of the company.
• The union, in turn, tries to persuade employees
  that management has never had their interests at
  heart and that they will be better-off if they
  can bargain collectively with management.
• Although managers generally want to keep unions
  from organizing their employees, it is important
  to note that federal law says supervisors and
  other managers may not restrain employees from
  forming or joining a union.

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• Supervisors are allowed to state their views
  about unions, but they may not threaten employees
  with punishment for forming or joining a union.
• Supervisors may not promise rewards for working
  against the union.
• It is also unlawful for a union to try to
  pressure employees into joining.
• If supervisors are unsure of their role or
  responsibility in a union drive, or if they think
  the union is violating the law, they should talk
  to the human resources department.

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• Conflicts again tend to surface when management
  and union are engaged in collective bargaining.
• Typically, bargaining begins with the union and
  management setting forth their demands.
• Since the two parties usually differ on what is
  acceptable, they then discuss how to resolve the
  major areas of conflict.
• If they need help in resolving the conflict, they
  may call in a mediator, or conciliator, a neutral
  person who helps the two sides reach agreement.
• Supervisors seldom have a direct role in
  collective bargaining, but they may be asked to
  provide information to management.
• This is another reason to keep good records
  concerning employees.

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• A typical labor contract contains such provisions
  as
• guidelines for union membership,
• procedures for handling grievances,
• regular and overtime pay,
• benefits such as vacations and holidays,
• work hours, and
• agreements concerning safety and health.
• The supervisor must abide by the terms of this
  contract, so he or she must be familiar with it.

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• If a supervisor does something that is forbidden
  in the contract, it may lead to a grievance by
  the employees.
• If the employees ignore a violation, it may be
  interpreted as an agreement to change the
  contract.
• The supervisor can minimize conflict by treating
  all employees fairly and consistently.

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Working with a Union Steward

• Union Steward An employee who is the unions
  representative in a particular work unit.
• In matters of the items covered in the labor
  contract, the steward is the representative of
  employees to the organization.
• The supervisor will often discuss employee
  concerns with the steward.
• Grievance A formal complaint that the terms of a
  labor contract have been violated.
• The labor contract contains guidelines for
  working conditions and such things as wage scales
  and paid time off.
• It also includes steps for resolving violations
  of the contract.
• Both the union and the organization are obligated
  to follow the steps.

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• Arbitrator A neutral person who reaches a
  decision on how to resolve a conflict both
  parties must adhere to the decision.
• Arbitrators are people who know a great deal
  about labor relations.
• They may have been a union representative or
  labor relations professional.
• They listen to both sides of the conflict
• They also are familiar with labor laws and
  National Labor Relations Board decisions.
• They act like a judge or jury in labor disputes.

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• Part of the supervisors job under a labor
  contract is to maintain a good relationship with
  the union steward.
• Employees go to the union steward with their
  contract-related questions and complaints.
• To minimize conflict and to resolve problems that
  do arise, the supervisor needs to cooperate with
  the union steward.
• It may be useful to think of the union steward as
  a peer.
• Treat him or her with respect and keep him or her
  informed of problems and upcoming changes.
• Many disputes or conflicts can be handled by the
  supervisor and steward, rather than subjecting
  the organization and its employees to the cost
  and stress of an ongoing dispute.

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• A formal complaint or grievance may be filed by
  employees who believe they have been treated
  unfairly.
• Typically, an employee starts by telling the
  union steward of grievances.
• Most of the time, the steward, supervisor, and
  employee are able to resolve the problem.
• If not, higher-level managers and a union
  representative meet to look for a solution.

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• If they cant reach an agreement, the parties
  might agree to bring in an outside arbitrator.
• Both parties, management and the union (and
  employee) must adhere to the terms set by the
  arbitrator.

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• The supervisors role in labor relations is to
  make sure that employees have a chance to be
  heard.
• When a grievance is filed, the supervisor should
  take it seriously.
• This means gathering complete information and
  trying to resolve the problem as quickly as
  possible.
• Conflicts that are allowed to continue are likely
  to seem more significant to both parties.

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• Supervisors also need to follow procedures or
  contract guidelines for discipline.
• Often a supervisor puts up with an employee, and
  then when the employee has a particularly bad
  day, fires him or her.
• The union may claim that the employee was
  discharged without just cause, and that the
  employer failed to give corrective discipline and
  warnings so that the employee could correct the
  problem.
• If the procedures and documentation are not
  apparent, the employee is likely to win the
  grievance.

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• Strike Refusal by employees to work until there
  is a contract.
• Wildcat Strike Refusal by employees to work
  during the term of a labor contract.

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• When the union and management are unable to reach
  an agreement during collective bargaining, the
  employees may vote to go on a strike.
• That means they leave their labs and refuse to
  come back until there is a contract.
• If employees walk off the job during the term of
  a contract, it is usually called a wildcat strike
  and is illegal.
• However, there are conditions under which a
  strike during a contract may be legal, for
  example, when working conditions are found to be
  unsafe.

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• The supervisor has little control over whether
  union and management representatives reach an
  agreement during collective bargaining.
• However, he or she does have a role in minimizing
  the likelihood of a strike.
• Treating employees fairly and reasonably fosters
  good relations between employees and management.
• Good communications also enable employees to
  understand managements point of view and give
  them a chance to vent their frustrations while
  staying on the job.
• Supervisors must remember that they are
  management and may be the only management
  representative employees interact with.
• Employee attitudes about management can be molded
  by their relationship with their supervisor.

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• Once the employees have voted to strike, there is
  little the supervisor can do to resolve the
  conflict.
• If the circumstances of the strike do not involve
  unfair labor practices by the employer, the
  employer may hire replacement workers.
• In that case, the supervisor must tackle the
  challenge of training and getting to know a new
  work force.

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Sexual Harassment

• Sexual Harassment Unwelcome sexual advances,
  requests for sexual favors, and other sexual
  conduct that interferes with work performance or
  creates a hostile work environment.

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• When an employee charges a member of the
  organization with sexual harassment, a supervisor
  must take the problem seriously, without
  exception.
• He or she must see that the complaint is
  investigated properly and avoid expressing an
  opinion or imposing an interpretation on the
  situation.
• A supervisor should work with the human resources
  department to identify a prompt and firm response
  to charges that are proven true.
• In many cases, sexual harassment can be prevented
  through training and greater awareness of
  different points of view between men and women.