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PSYCHOLOGY:

HISTORY AND SYSTEMS

OF
AGGRESSION

Eric J. Lindblom
San Francisco, California
September 2003

© 2003 Eric J. Lindblom

Abstract
Eric J. Lindblom

    The primary goal was to understand the history of psychology and the systems in the discipline. Stimulated by Ludwig von Bertalanffy’s general system theory, a methodological explanation was applied using systems concepts. The result of the inquiry was a progressive understanding of history and systems in context. The combination of history and general systems theory contributes to an important understanding of history in context and provides a unified model for future investigations.

DEDICATION

    Dedicated to  without whom this book would not have been possible.

ACKNOWLEDGMENTS

To: E. (Ch.) G.

        Intense, potent, and passionate gratitude toward collaborators, colleagues, mentors, friends, and assistants, I recognize, treasure, and admire with singular recognition the members of the Saybrook Graduate School and Research Center dissertation committee: Stanley Krippner, Ilene Serlin, and Bela A. Banathy, Jr.
       
, I hereby acknowledge an interdisciplinary representation including theoretical foundations in humanistic psychology, analytical, psychoanalytical and systems theory. There may be an acknowledgment issue. I feel that theorists are not always recognized, credited, and praised. (Several of the following theorists and colleagues have complained bitterly about the issue.) Thereby, I gratefully acknowledge John Dewey, Carl G. Jung, Sigmund Freud, Jacob L. Moreno, and Ludwig von Bertalanffy without whom this book would have been inconceivable.

Contents

Chapter        Page

1        INTRODUCTION

2        METHOD

3        ANALYSIS

4        DISCUSSION

5        RESULTS
References

Behaviorist Scientific Psychology
Analytical Psychology

INTRODUCTION:

        This introduction shall attempt to compare and contrast two leading history and systems viewpoints within Psychology: Science and Psychoanalysis.

A BEHAVIORIST SCIENTIFIC VIEWPOINT:

        Is the self immersed in the brain?
        anything more than the computed result
        of the brain's software?
        Is the mind anything more
        than the computational activities
        of that brain?"
        (Lilly, John, The Scientist, J.B. Lippincott Company
        New York, 1978)

        The Beginnings of a Scientific Movement:

Wilhelm Wundt (and his students: Tichner and Witmer) was credited with opening the first psychological laboratory (Germany, 1879).  From Wundt's, Tichner's and Witmer's beginnings in Scientific Psychology, further work using the Scientific Method was possible in the relatively new field of Psychology. The method was to begin with a hypothesis, just as in traditional Science, find Subjects, manipulate dependent and independent variables, gather data (using experimental and control groups) and correlate the results using established statistical procedure.  

Wundt's orientation was toward such scientific structures as atoms, molecules and cells.  In the case of human behavior, the structures, for Wundt and his student E.B. Tichner (and Tichner's student: Lightner Witmer), were in the gage of subject's reactions in terms of the structures of excitement, pleasure, relaxation, sensations and feelings based on memory images and emotions.  "Tichner listed 44,000 different sensory qualities..." (Ibid. from Tichner, E.B., An Outline of Psychology, McMillan and Co., New York, 1896.) Witmer, Tichner's student, is credited with founding the first formal psychological laboratory for children in 1896.
Wundt believed that just as concepts could be broken-down into component parts in the sciences (biology, physics and chemistry) the person's personality could be broken-down into component structures in psychology. (McMahon, Frank B. and Judith W. McMahaon, Psychology: The Hybrid Science, The Dorsey Press, Chicago, 1986.)

The accomplishments of Wundt et al. set the stage for Scientific Psychological study.  The function had some legitimacy.  In 1906, Ivan Pavlov (Russia) "was able to demonstrate that through the simultaneous presentation of an unconditioned stimulus (meat paste) and a conditioned stimulus (sound from a tuning fork), the conditioned stimulus would eventually come to elicit a response (salivation)..." (Hall, Calvin S. and Gardner Lindzey, Theories of Personality, John Wiley and Sons, New York, 1957.) What Pavlov was able to show is that objective psychology (an essential to Scientific study) was possible.  Here-to-fore, the study of Psychology was vague at best even with Wundt's best efforts.  With Pavlov's study, the results were reproducible as well by other scientists such as the American Psychologists J. B. Watson (Behaviorism) and Edward L. Thorndike (The Law of Effect) who formulated Stimulus-Response Theory (S-R), the first solidly scientific study of Psychology (1911, 1916).  

From Pavlov's beginning, Watson and Thorndike were able to formulate Scientific study which stimulated others (i.e.: Tolman (cognitive map latent learning), Hull (reinforcement), Guthrie (association), and later: Skinner (operant conditioning) to create "Learning Theory".  Where Pavlov demonstrated that psychology could be an objective science, Watson/ Thorndike et al. showed that living beings respond to observable and measurable physical law.  The Science of Psychology was born and was a Physical Science.  

It wasn't clear, however, how well the infant science of psychology described human beings.  Mowrer and Sears (1938), and Dollard and Miller (1939), provided a remedy.   The group published "Frustration and Aggression". (Dollard, J., L.W.Doob, N.E.Miller, O.H. Mowrer and R.R. Sears, Yale University Press, New Haven, 1939.) Later work (1951) confirmed that Psychological determinants could be studied scientifically.  (An example is in the Miller study on approach-avoidance behavior.)

Neil Miller used what he called the approach avoidance tendency in human beings.  Such study had been shown earlier but only in other animals.  Miller was able to demonstrate using scientific means that "the avoidance tendency may be higher or more intense than the approach response near to the goal...but when the subject has moved away a certain distance (in the diagram to a point beyond the intersection of the gradients) the approach response will be stronger than the avoidance response..." (Hall, Calvin S. and Gardner Lindzey, Theories of Personality, John Wiley and Sons, New York, 1957.)

The 1951 Miller work confirmed that which had been suspected earlier beginning with the groundbreaking Miller and Dollard et al. monograph, "Frustration and Aggression". The scientists had said that "The learner must be driven to make the response and rewarded for having responded in the presence of the cue.  This may be expressed in a homely way by saying that in order to learn one must want something, notice something, do something, and get something." (Ibid.) The factors toward that end are drive, cue, response and reward but the groundbreaking difference in Miller and Dollard et al. is that other factors such as "wanting, noticing, doing and getting" are incorporated into Science.  

The objective criteria Miller and Dollard made was history making.  Science had never treated such issues.  Prior, such issues were considered unobservable and unempirical and, therefore, could not be studied in any scientific way.  Miller and Dollard changed that stance forever.  

What Miller and Dollard had done was to combine Science with Psychoanalysis. John Dollard was not only an Experimental Psychologist but also a member of the Western New England Psychoanalytic Society.  Dollard was a Freudian and a Scientist.  Miller was also analytically trained (Vienna Institute of Psychoanalysis).  "This work not only illustrates the integration of s-r concepts, psychoanalytic formulation , and anthropological evidence but it also provides evidence for the fruitfulness of this union, as it has led to a host of related empirical studies." (Ibid.)

If Miller and Dollard showed Science and Psychoanalysis can be combined then just what is the Psychoanalytic viewpoint?

A PSYCHOANALYTIC VIEWPOINT:

        "And every chambered cell,
        Where its dim dreaming life was wont to dwell...
        Its irised ceiling rent, its sunless crypt unsealed!"
        Oliver Wendell Holmes
        "The Chambered Nautilus"
        (Ellmann, Richard (ed.)
        The New Oxford Book of American Verse
        Oxford University Press, New York, 1976)

Sigmund Freud was born in Moravia on May 6, 1856 but is known, primarily, for his work in Vienna.  Freud's background began in neurology, especially in child anatomy.  Sigmund Freud was a Scientist and a Medical Doctor.  As Freud became more exposed to the developing field, he became interested in nervous disorders and began to speculate upon the origns.  To that end, Freud went to France to study. Freud studied, for example, with the noted French psychiatrist for a year: Jean Charcot.  Later, Freud collaborated with a friend and collegue in Vienna, Joseph Breuer, in developing a technique following some of Charcot's thinking regarding hypnosis and a technique of "talking" about problems (1895). (Freud, Sigmund, Collected Papers, Hogarth Press, London, 1909.) Sigmund Freud started to become well known in 1900 with the publication of his work: The Interpretation of Dreams. With that work, the psychoanalytic revolution began.

It may be, also, that in Freud's work with Breuer (especially in the case of their patient Anna O.) that Freud's theoretical start was stimulated by sexuality conflicts. There is an alternative story, perhaps even true, that when Freud saw the Greek play Oedipus Rex he began wondering how the persoanlity structure of Oedipus was formulated.  From that series of insights, Freud began to formulate a theory. It may be that in Oedipus Rex, were the beginnings of Freud's theory.  It could be there were several kinds of beginnings. Whatever the very beginning, a notable theory was being recognized.

        Freud's Theory
Freud, an anatomicist in his early career, recognized that there is a personality structure (perhaps similar to an anatomical structure, he thought) which is a mediator between an individual and reality.  When there is a mediator breakdown (ie: similar to the medical model of physical illness), there is also a breakdown between an individual and reality or, rather, an Ego breakdown. (The word "ego" is greek for "I".)

Specifically, the breakdown of the Ego is in the presence of a noxa, an injurious agent or noxious introject (again, similar to a medical model conception where a foreign organism invades the body).  In some cases, the noxa can provoke neurosis which could manifest as the psychical disorders of:

    actual neuroses (neurasthenia),    
transference (hysteria, obsession and compulsion),    
narcissistic neuroses (schizophrenias and manic-depressive         psychoses) and    
traumatic neuroses. (Ibid.)

Freud was, also, interested in the less extreme case where the patient could be treated in a clinic (such as Freud's office) rather than in a full service hospital where the patient would be incarcerated.  This interest was practical in Freud's case as the larger hospitals were not always available to a man of a Jewish ethnic background as was Freud's. (Vienna, unfortuantely, was extremely racist.) Thereby, it was a natural progression for Freud to be interested in the more subtle and less extreme case which would not be assigned, most likely, to one of Vienna's large institutions controlled by the racist majority.

In those cases, the noxa can produce various Defense Neuro-Psychoses in the repression (or other defense mechanism) of an intolerable idea painful to the individual Ego.  

     
        An Example of a Defense Mechanism:

The causal factors resulting in the initiation of a "Defense Mechanism" could stem from a physical and/or psychological trauma such as that resulting from violence, for example (Coleman, in Coleman, James C., Personality Dynamics and Effective Behavior, Scott, Foresman and Company, Chicago, 1960., refers to the violence scenario as "Task-oriented attack" which is when adjustive demand does not lie within the individuals adjustive resources, Ibid.). When "attack" is assault, the injury can be channeled onto the society. It is in this way that violence toward the individual can become a legacy of violence channeled from the individual with a suitable catalyst then a conversion (a somatic seizure, Ibid.) could occur. The common, lay term for the conversion reaction such as in the case of violence is "acting-out" and may be, in actuality a reaction formation (as "Acting-out" is more a Neo-Freudian Psychoanalytic concept as it is modified from the indications Sigmund Freud left).  "Acting Out" does have a purpose for the Ego.

The purpose for the individual ego (in "Acting Out") is to produce a catharsis or purge of tension anxiety and allow the individual to resume a more healthy ego functioning. The purpose is, often, subverted. This purpose is not always successfully completed hence a result could occur and be launched in an unhealthy manner toward the society (a Antisocial, Disocial, or Deviation Reaction for example, Ibid.).  For example, the individual may not have what Freud called "a complete Oedipus" due to an inadequate relationship with parental figures and the result is an inverted Oedipus rather than a healthy balance with adequate ego control.  

Thereby, the "acting-out" may not be adequately cathected (fixed to the appropriate object such as the mother or father feelings) and violence, for example, may erupt and be directed toward another party.  Psychoanalysis sees this as inadequate control of the instinctual personality structure, the "Id". (Ibid.) Society sees this "acting-out" as senseless violence.  In addition, with loss of ego control, boundaries disintegrate, devaluating anxiety arouses and the third personality structure falters: the "Superego" (ie: ethics, conscience and morality, Ibid.) Acting-out is pathological when ethical controls breakdown. "This is not usually possible unless his ethical controls are relatively weak, since he would otherwise subject himself to devaluating and anxiety-arousing guilt feelings that would be worse than the original anxiety."  (Coleman, James C., Personality Dynamics and Effective Behavior, Scott, Foresman and Company, Chicago, 1960.) The Ego's purpose is to purge tension anxiety and allow the individual to resume a more healthy ego functioning. The purpose is subverted in a breakdown.

        Ego Breakdown

        "I am terrified by this dark thing
        That sleeps in me;
        All day I feel its soft, feathery turnings, its malignity."
        Sylvia Plath
        "Elm"
        (Ellmann, Richard (ed.)
        The New Oxford Book of American Verse
        Oxford University Press, New York, 1976)

When ego breakdown occurs, the id impulses can break through toward manifestation upon the external world.  The result is in anxiety, tension, ethical problems (a moral conflict) and symptoms of mental collapse. Freud detailed how the process happens.

    "According to Freud, a certain amount of anxiety is natural. However, when unacceptable id impulses buried in the unconscious try to break through, massive anxiety is generated.  Such anxiety creates problems and symptoms.  The symptoms that appear express two things: (1) They represent        the undesirable impulse itself...or (2) the energy that is connected with the undesirable act finds an outlet in physical pains, nervous symptoms, and so on.  Abnormal behavior is thus symbolic in the sense that it represents what is going on beneath the surface; it externally represents a seething cauldron of unacceptable energy impulses trying to free themselves"  (Brill, 1938).

As Freud began to detail his conception of how the personality operates, a theory began to form. It was a new theory of personality.

        A NEW THEORY OF PERSONALITY

So, what if there was to be a new theory of personality?  What would such a theory contain?  At some point, every budding Psychologist has, perhaps, asked that question.

"What am I as a human being and what kind of individual am I?" (Berrill, N.J. Man's Emerging Mind, Dodd, Mead and Company, New York, 1955.)  A beginning to answering the Berrill question is to try to rephrase the Platonic question "Who am I?"  Carl Rogers (in Rogers, Carl, Client Centered Therapy, Houghton Mifflin Company, Boston, 1951.) lists several factors in the development of a Rogerian theory of personality beginning with the self (the "I") as center.  The Rogerian question would be: "Who is my self." In the Rogerian conception, the self is not a thing, per se, but a moving, evolving and emergent person. (Where Frued was more object oriented, Rogers was more process oriented.)

"In my attempt to discover who I am, I often find the object of my search is a moving target.  There is no 'thing' to find.  It is seldom possible to create a still camera shot of my being.  The discovering is the significant aspect - not the discovered." (Gibb, Jack, Trust, A New View of Personal and Organizational Development, The Guild of Tutors Press, Los Angeles, 1978.) It could be that a new Rogerian theory of personality would be an action oriented philosophy instead of an object oriented approach.

Rogers thought that a new discipline, labeled Humanistic Psychology, could be created to combine, compare, contrast and ignore parts of Science and Psychoanalysis.  The conception began to be known as "the Me-Generation".  The idea was that since self is the center then the client is the center of the therapeutic treatment modality. The approach became known as Client-Centered Therapy.  Later, the concept was known as "Rogerian".

Curiously, Rogers disliked the Rogerian approach (known by this author from personal contact) and said that if he had it all to do over again, Rogers would begin with Transpersonal thinking. The Rogerian approach was a step in the right direction, for Rogers, but did not go far enough. There were aspects of human behavior which bothered Rogers and which were not covered adequately by Rogerian theory. An example was in that Rogers was fascinated with the idea that friends and family at home reported they knew when their loved ones were in extreme trouble on the Titanic as the ship was sinking.  Rogers, however, was stuck in the reputation that Rogerian thinking had. Rogers said that he would not publish in the Transpersonal arena as he feared that whatever reputation he had established would lose its credibility. Others would have to lead the way. Carl Rogers friend and colleague, Abraham Maslow, did not have those particular qualms and published a book late in life about higher consciousness (Maslow, Abraham, The Higher States of Consciousness, Harper and Row, New York).

This means that even though Rogers and Maslow created (with others) a major school of Psychology to follow Science and Psychology, they were ready to deviate.  Thus, the Third Force in Psychology (Humanistic) became closely followed by a fourth school: The Transpersonal School of Psychology. (Transpersonal Psychology can, for this point, be defined as "Trans" meaning beyond and "Personal" meaning the person.)

Transpersonal is a psychology where the self is not the center but relies, rather, in a transcending of self to a higher state of consciousness. In this effort, part of the various schools of psychology sought in the 1960s to integrate Science plus Eastern and Western thought into the West. "I have a deep conviction that science, as a method of sharpening and refining knowedge, can be applied to the human experience we call transpersonal or spiritual, and that both science and our spiritual traditions will be enriched as a result.  In particualr, we will create a scientific transpersonal psychology, or psychologies, a truly Western understanding of the spiritual. " (Tart, Charles, Transpersonal Psychologies, Harper Colophon Books, Harper and Row Publishers, New York, 1975.)

Since the publication of Tart's Transpersonal Psychologies, there has been further development. Curiously, the term "Transpersonal Psychology" has not even been heard of late.  Perhaps it was the Fourth Force in Psychology or, as Tart suggests, the new creation may be "or psychologies" and Fifth, Sixth, Seventh, Eighth Forces are being created.  The possiblity would be in keeping with the explosion of the Information Age and the rise of societal diversity and polarization. The direction may not be in creating new schools of psychology but in creating new technologies.

The current rage is not creation of new theory, per se, but in creating new technology.  The trend is toward an integration of person and machine (in "cyberspace" ).  The object is to create a space which is both person and machine: a "Virtual Reality". In that combination Science and the Personality are combined into one unit. The unit would be a cyborg living in cyberspace:

    "Oh look,' she said to no one in particular. ' Its Miss             Finland.  Wow, look at that red dress.' For an instant, Mrs.        Tredgrove forgot that only she could see the televised beauty        pageant.  Pulling off the visor, as test model of a new            product called Virtual Vision Sport, she laughed.  'Its hard        to remember that you're the only one watching,' she said."         (Chartrand, Sabra, New York Times, June 20, 1993)

The above is not a new technology of the future, it is a new technology of now.  Virtual Vision is in stores such as The Sharper Image.  While it may be true that Mrs. Tredgrove is not a cyborg (consisting partly of biological and partly of mechanical parts), she does have most of her consciousness hooked to a machine even though she was strolling in a shopping mall at the time.  Perhaps, Mrs. Tredgrove has a pacemaker, a prosthetic leg, false teeth, a wig, a painted face and so on. Which part is human and which part is "man made"?  Is this Transpersonal? Where is her center? The appearance is that the center of Mrs. Tredgrove is in "Cyberspace".
The technological process changes the question of "Who am I?"

Since the early days of Wundt's there was an interest in scientific structures as atoms, molecules and cells.  In the case of human behavior the structures, for Wundt, were in the gage of subject's reactions in terms of the structures of excitement, pleasure, relaxation, sensations and feelings based on memory images and emotions. The concerns of the future follow the same kinds of paradigms but the emphasis is different. Wundt believed that concepts could be broken-down into componient parts in the sciences person's personality could be broken-down into component structures. (McMahon, Frank B. and Judith W. McMahaon, Psychology: The Hybrid Science,The Dorsey Press, Chicago, 1986.)

    The question "What am I as a human being and what kind of          individual am I?" (Berrill, N.J., Man's Emerging Mind, Dodd,       Mead and Company, New York, 1955.) takes on a new meaning with       electronic gagetry".

In the future, the same kind of thinking about breaking-down concepts into component parts applies to new concerns. The subject of the future would be linked to electronic gagetry. The difference between Wundt and future technology is in that one of the components is plugged into an electronic power supply. What this means for the human mind, using techniques such as Virtual Reality, is that part of the question of "Who am I?" will be technological. Literally, part of the human being will be technological. Where electronic devices, such as a pacemaker, are common now in limited uses, the future may bring electronic human components into high use. It would be common for the person of the future, thereby, to be partly biological and partly machine.

HISTORY AND SYSTEMS:

        PSYCHOLOGICAL THEORY,
        AND AGGRESSION
7. Coursename: "Clinical Psychology: History and Systems"        a. Systems:                   Behaviorist psychology/                    Behavior Modification                   Analytical psychology                   Humanistic psychology                   Transpersonal psychology             *     Applied Psychological Systems Theory                   AGGRESSION....................7. Hist ....

INTRODUCTION:
Psychologically, several approaches can be cited to explain the violence in society and human behavior (including Scientific Behaviorist, Psychoanalytic, Humanistic and Transpersonal thinking).
The fundamental characteristics of the person and society can illuminate the study of violence and aggression by "explaining the seeming diversity in human nature by showing how development and behavior (structure and functioning) are shaped by the combined influence of genetic factors, environmental influences and the unique self-structure which each individual gradually develops." (Coleman, James C., Personality Dynamics and Effective Behavior, Scott, Foresman and Company, Chicago, 1960.)
This paper shall examine the major history and systems within the field of psychology, then cite societal manifestations (Case Studies).

        OVERVIEW

INSTINCTTHEORY        >>> Aggressive        Instinct        >>>>>>>>>>>>>>>>        >>> Aggressive      Behavior
DRIVE THEORY        >>> Frustration        >>> leads to    Aggresive          Drive        >>> Aggressive      Behavior
                        >> Dependency
SOCIAL LEARNING THEORY                                        >>> leads to           Emotional          Arousal        >>Achievement
        Aversive Experiences        >>> leads to          Reinforcement-     Based              Motivation        >>Withdrawal & Resignation
        Anticipated Consequences                >> Aggression
                        >>Psycho-Somatic
                        >>Self- Anaethetizationwith Drugs and Alcohol
                        >>Constructive Problem Solving
        Diagrammatic  repmotivational  detaggression in  indrive, and socialand social  learn        resentation oferminants ofstinct, reactive drive,ing theories.       
                       
(Modified from: Bandura, Albert, Aggression a Social Learning Analysis, Prentice Hall, Inc., New Jersey, 1973.)

        CONTENTS:

    I.  Psychological Theoretical Underpinnings    
II. Case Studies

        PSYCHOLOGICAL THEORETICAL
        UNDERPINNINGS TO AGGRESSION

A PSYCHOANALYTIC VIEWPOINT:

        AGGRESSION:

        "But every now and then
        everything went Kraut und Ruben,
        topsy-turvy. One was Erschuttert, shocked; perhaps cried,
        Verdammt, Damn!"

        Irving Stone,
        The Passions of the Mind,
        A Novel of Sigmund Freud,
        Doubleday & Company, Inc.,
        Garden City New York, 1971.

INSTINCT THEORY:
Sigmund Freud recognized that there is a personality structure which is a mediator between an individual and reality.  "We call this organization his 'I' [Ego]." (Hinsie, Leland E. and Robert J. Campbell, Oxford University Press, 1960.) Thereby, when everything goes "Kraut and Ruben" (topsy-turvy), there is an aggressive breakdown between an individual and reality or, rather, an Ego breakdown.  Specifically, the breakdown is that of a noxa, an injurious agent or noxious introject, sending the personality structures topsy-turvy.  In extreme cases, the noxa can provoke neurosis which could manifest as the psychical disorders of actual neuroses (neurasthenia), transference (hysteria, obsession and compulsion), narcissistic neuroses (schizophrenia and manic-depressive psychoses) and traumatic neuroses. (Ibid.)

        Misdirected vs. Adaptive Mechanisms

In less extreme cases, the noxa can produce various Defense Neuro-Psychoses in the repression (or other defense mechanism) of an intolerable idea painful to the individual Ego.  This could be seen as aggression turned inward if the defense is misdirected rather than adaptive to a realistic stimulus. Several analytical defenses are proposed to account for mechanisms of Ego protection:

        Analytical Defense MechanismsRationalization:    imputing logical motivation to                             behavior.Projection:         placing the blame on the "other"                           (person or object).Compensation:       substitution of rewarding traits for                       ones which make an individual feel                         inferior.Regression:         an unconscious retreat from the                            present into the past.Denial:             a refusal to face a real situation.Fantasy:            imagination of things as one would                         like them to be.Displacement:       shift of emotion/meaning to the other                      (person or object).Acting Out:         quick, direct expression sans ethical                      considerations.Repression:         tensions blocked from consciousness.Reaction formation: development of opposite actions to                         repressed anxiety.Undoing:            negating action toward disapproved                         desire.Emotional Insulation: withdrawal from stress through                    reduction in emotional involvement.Intellectualization:   rational explanations are used to                       defuse the emotional charge.Identification:     status enhancement through reliance                        for adequacy from the other.Introjection:       internalization of opposing attitudes                      to survive.(Modified from: Coleman, James C., Personality Dynamics and Effective Behavior, Scott, Foresman and Company, Chicago, 1960.)

The causal factors resulting in the initiation of a defense mechanism could stem from a physical and/or psychological trauma such as that resulting from aggression (Coleman refers to the aggression phenomenon as "Task-oriented attack" which is when adjustive demand does not lie within the individuals regulatatory resources, Ibid.). When "attack" is assault, the injury can be channeled onto the society. It is in this way that aggression toward the individual can become a legacy of aggression channeled from the individual with a suitable catalyst then a conversion (such as a somatic seizure, Ibid.) could occur. The common, lay term for the conversion reaction such as in the case of aggression could be "acting-out" and may be, in actuality a reaction formation (as "Acting-out" is more a Neo-Freudian Psychoanalytic concept as it is modified from the indications Sigmund Freud left). This does not mean, however, that acting-out is not purposive. "Acting Out" does have a purpose if adaptive.
The adaptive purpose for the individual ego (in "Acting Out") is to produce a catharsis or purge of tension anxiety and allow the individual to resume a more healthy ego functioning.   This purpose is not always successfully completed (ie: when misdirected) hence a topsy-turvy result (such as "Acting-Out" inappropriately) could occur and be projected in an unhealthy manner toward the society (ie: a Antisocial, Disocial, or Deviation Reaction, Ibid.).  For example, the individual may not have what Freud called "a complete Oedipus" due to an inadequate relationship with parental figures and the result is an inverted Oedipus rather than a healthy balance with adequate ego control.  This is a misdirected defense. Thereby, the inappropriate variety of "acting-out" may not be adequately cathected (fixed to the appropriate object such as the mother or father feelings) and violent aggression, for example, may erupt and be directed toward another party (such as another person, place or thing).  Psychoanalysis sees this as inadequate control of the instinctual personality structure of the "Id". (Ibid.)
Aggression is a societal definition of the concept. Society sees this misdirected "acting-out" as senseless aggression.  In addition, with any further loss of ego control, boundaries disintegrate, devaluating anxiety arouses and the third personality structure falters: the "Superego" (ie: ethics, conscience and morality, Ibid.) Thereby, "Acting-out" is misdirected and ultimately pathological when ethical controls breakdown. "This is not usually possible unless his ethical controls are relatively weak, since he would otherwise subject himself to devaluating and anxiety-arousing guilt feelings that would be worse than the original anxiety."  (Coleman, James C., Personality Dynamics and Effective Behavior, Scott, Foresman and Company, Chicago, 1960.)

The Seething Cauldron of the Id

        "I am terrified by this dark thing
        That sleeps in me;
        All day I feel its soft, feathery turnings, its malignity."
        Sylvia Plath
        "Elm"
        (Ellmann, Richard (ed.)
        The New Oxford Book of American Verse
        Oxford University Press, New York, 1976)

When ego breakdown occurs, the id impulses can break through toward manifestation upon the external world (such as in the misdirected Acting-Out).  The result is in more anxiety rather than the desired catharsis, problems (a moral conflict), somatic difficulty and even more pathological symptoms. Thereby, the representation of the seething cauldron upon the external environment can erupt in such behavior as aggression when the ego system is topsy-turvy.

    "According to Freud, a certain amount of anxiety is natural.        However, when unacceptable id impulses buried in the unconscious try to break through, massive anxiety is generated.  Such anxiety creates problems and symptoms.  The symptoms that appear express two things: (1) They represent        the undesirable impulse itself...or (2) the energy that is connected with the undesirable act finds an outlet in physical pains, nervous symptoms, and so on.  Abnormal behavior is thus symbolic in the sense that it represents what is going on beneath the surface; it externally represents a seething cauldron of unacceptable energy impulses trying to free themselves."

(Sigmund Freud, The History of the Psychoanalytic Movement in A.A. Brill (ed.) The Basic Writings of Sigmund Freud, New York, Random House, 1938, and F. Fromm-Reichmann, "Psychiatric Aspects of Anxiety" in C. Thompson, M. Mayer and E. Witenberg (eds.), An Outline of Psychoanalysis, New York, Random House,1955.)

        Further than Freud
Freud stimulated an entire host of others to pursue what came to be known as Neo-Freudian Psychology.  It is unclear just where to draw the line between the Freudians and the Neo-Freudians.  One theorist on the line is Carl Jung who, though Swiss, was close to Sigmund Freud for a time and then experienced a schism.  They reason may have been that Jung and others added to the basic theory Freud had proposed and Freud responded in anger: "No one need be surprised at the subjective character of the contribution I propose to make here to the history of the psychoanalytic movement, nor need anyone wonder at the part I play in it.  For psychoanalysis is my creation; for ten years I was the only person who concerned himself with it..." (Freud in Stone, Irving, The Passions of the Mind, Doubleday and Company, New York, 1971.)

The Freudians and Neo-Freudians persisted anyway, despite the objections of the master. One of those who studied beyond Freud was Carl Jung.  Freud had developed an interest in Totem and Taboo arguing that every tribe had its totem and "This totem, Sigmund suggested, became the common ancestor of each clan; it was also the guardian spirit...(Ibid.).  Freud's reason for the study of totems was to integrate Psychoanalysis with anthropology, philology and folklore to make Psychoanalysis more universal. Freud wanted to show that violation of the totem was a form of neurotic behavior (as in the case of sexual deviation).  Jung's orientation to the concept was radically different.

        A Host of Related Psychoanalytic Studies

Carl Jung
Jung saw the totem as a focus for identity (Jungian ego), of the individual and/or of the group. Later in Jung's work, the totem concept formed a cornerstone for the Jungian concept of the archetype.  For example, not only animals could be used as a totem, as in many primitive tribes, but such more Western concepts as "the hero myth" (an archetype) can be a totem. (Jung, Carl G., Man and His Symbols, Doubleday and Company, New York, 1964.) Thereby, a totem is an expansive symbol not just, for example, a favored animal. Jung's contribution was to make the totem concept more comprehensive.
Essentially, what Jung did (much to the consternation of Freud) was  to expand the totem to be more inclusive.  "Further, it can be seen that from the totem as the underlying identity of a group, a concept of an underlying unconscious could be created since Jung thought of the underlying identity as a collective." (Ibid.) Freud didn't have the same kind of impression. Freud thought of the totem as being representative of the rules (taboos especially) of the group where Jung conceived of the totem as a representative symbol for the consciousness of the group. In reading Jung, the symbol and that for which the symbol is a representation have the appearance of being the same thing.  Freud would not have had that idea. Jung's example is in the illustration of using religious symbols which become the unconscious totems. (ie: In a Christian church, the parishioners might pray to the cross, kiss it, put it in the place of the deity such as on an altar etc.) Parishioners might think of the figure on the cross at the head of the church as being the deity. Where, initially, the figure would be a representative symbol for the consciousness of the group; fondness for the symbol could propel it into becoming a relic where the symbol stood for more than the obvious and immediate meaning. (Ibid.). This is to say the object is seen as more than just an object. At the juncture where Jung moved into symbolism, he may have left Freud. It would be unclear, at that point, if Jung was a Freudian.

        Freud and Jung: the schism
So, is Jungian analysis a Freudian concept?  Originally, that might have been true but history prevailed and the concepts expanded greatly (and not just based on the Freudian totem which is only one illustrative example of many).  "A strong personality like that possessed by Freud often attracts and then repels other strong personalities.  such is the history of Carl Jung's relationship to Freud and his ideas." (Ibid.) This schism was not only true ideologically (Jung developed his own theory: Jungian Analysis) but personally as well: the two didn't appreciate each other.  It may be that Freud; drove Jung over the edge. Jung was, at one time, feeling that Freud drove him insane (literally).

        Jung, totems and symbols
Jung became fascinated with symbols, not just Freudian totems.  His concept was that a symbol stood for more than the obvious and immediate meaning. (Ibid.)  The symbol, in other words, was the representation of the unconscious.  This made the Jungian symbol ripe for study since the symbol is a direct access to the unconscious, both personal and collective. Where Freud was interested in the individual (and was, perhaps, myopic), Jung was interested in "multiplicities". (Deluze, Gilles, and Felix Guattari, A Thousand Plateaus, University of Minnesota Press, Minneapolis, 1987) Deluze, in his criticism of Freud, used Freud's famous case of the Wolfman (perhaps Freud's most aggressive symbol) as an example of Freud's myopic approach. Where the patient described a pack of wolves (which would have been a representative symbol of the Self to Jung), in a reductionistic manner Freud discounted the totem to one wolf, further to one dog and then treated only intra-psychically.  What Freud appears to have done is to depreciate the totem until it was useless even to its owner. Jung would have loved the multiplicities.
Freud virtually ignored the multiplicities.  Jung, on the other hand, was not reductionistic but was an expansionist.  Jung believed: "The Self is often symbolized as an animal, representing our instinctive nature and its connectedness with one's surroundings."   (Jung, Carl G., Man and His Symbols, Doubleday and Company, New York, 1964.) The Wolfman, as the example, may not have been a symbol of misdirected aggression in Freud's patient at all (according to Jung). Even if the wolves were an aggressive symbol for the patient, they would not automatically be cause for misdirected Acting-Out.  If the wolves were cause for aggression, the image could have been rechanneled into something positive instead of extinguished leaving the patient unconnected. (This would have been the Jungian approach rather than a Freudian pansexualist extinction of the image.)
Freud was not interested in connectedness to self or surroundings but, according to Jung, mostly in Pansexualism which Jung deemed inadmissable. (Hall, Calvin S. and Gardner Lindzey, Theories of Personality, John Wiley and Sons, New York, 1957) The issue of self and surroundings was not the only point of disagreement between Freud and Jung.

        Other Differences Between Freud and Jung
There are other differences between Freud and Jung. Two views common to Jung revolve around teleology and causality.  The person, according to Jung, is influenced by his individual and racial history (causality) and by aspirations (teleology).  These views are more insistent on the role of destiny or meaning than Freud's concept of instinctual drives which, almost, predetermine the individual's life reactions.  In Freud, there is no true creativity whereas in Jung, the yearning is paramount.  This creative yearning may even transcend current life back into the misty beginnings of the ancient and mystical past. Where Freud might go back to acknowledge the infantile, Jung would embrace the primitive, the archaic, and the ancestral as a guiding memory.  Jung felt that "...there is a racially preformed and collective personality which reaches out selectively into the world of experience and is modified and elaborated by the experiences that it receives." (Ibid.) This is not pure Freudian structuralism.  The concept is pure Jung. It is not the only pure Jung concept to confront the psychoanalysts. To Psychoanalysis, or perhaps in spite of it, Jung added the personal and collective unconscious, self-actualization, complexes (a constellated feeling, thought, perception and memory), archetypes, the persona, anima and animus, the shadow, extraversion, introversion and functions of intuition, sensing, feeling, and perceiving. These Jungian conceptions do not appear in Freud.

        Carl Jung, the Scientist
Carl Jung was, also, a scientist and conducted many behavioral studies beginning with his Galtonic word association test (1918) which included observation and measurement.  Jung's study was inspired by Wilhelm Wundt, the father of Scientific Psychology.

"In Jung's experiments, changes in breathing were measured by a pneumograph strapped to the chest of the subject and changes in the electrical conductivity of the skin by a psychogalvanometer attached to the palm of the hand." (Ibid.)  Jung conducted case studies as well as experiments.  Some of the most famous are in the Dream Series Method, the Active Imagination Method, in Comparative Studies with backup from literature, mythology and religion. Jung's empirical study and documentation are exhaustive. Carl Jung was a behavioral scientist. Jung was not, however, a behaviorist.

A BEHAVIORIST SCIENTIFIC VIEWPOINT:

        "Its webs of living gauze no more unfurl;
        Wrecked is the ship of pearl!
        And every chambered cell,
        Where its dim dreaming life was wont to dwell,
        As the frail tenant shaped his growing shell,
        Before thee lies revealed, -
        Its irised ceiling rent, its sunless crypt unsealed!"
        Oliver Wendell Holmes
        "The Chambered Nautilus"
        (Ellmann, Richard (ed.)
        The New Oxford Book of American Verse
        Oxford University Press, New York, 1976)

        The Beginnings of a Scientific Movement:
Wilhelm Wundt was credited with opening the first psychological laboratory (Germany, 1879).  Wundt believed that just as in biology, physics and chemistry, the person's personality could be broken-down into component structures much as the many chambered Nautilus (described above). Wundt's orientation was toward such scientific structures as atoms, molecules and cells.  In the case of human behavior, the structures for Wundt and his student E.B. Tichner were in the gage of subject's reactions in terms of the structures of aggression, excitement, pleasure, relaxation, sensations and feelings based on memory images and emotions.  "Tichner listed 44,000 different sensory qualities..." (Ibid. from Tichner, E.B., An Outline of Psychology, McMillan and Co., New York, 1896.) The work was a beginning.

From Wundt's and Tichner's beginnings in Scientific Psychology, further work using the Scientific Method was possible in the relatively new field of Scientific Psychology. The method was to begin with a hypothesis, just as in traditional Science, find Subjects, manipulate dependent and independent variables, gather data (using experimental and control groups) and correlate the results using established statistical procedure.  Wundt was a scientist.

The accomplishments of Wundt et al. set the stage for Scientific Psychological study.  (The function of Psychology may have had some legitimacy in Science due to Wundt.)  The interest in science set the stage for Ivan Pavlov. In 1906, Ivan Pavlov (Russia) "was able to demonstrate that through the simultaneous presentation of an unconditioned stimulus (meat paste) and a conditioned stimulus (sound from a tuning fork), the conditioned stimulus would eventually come to elicit a response (salivation)..." (Hall, Calvin S. and Gardner Lindzey, Theories of Personality, John Wiley and Sons, New York, 1957.) What Pavlov was able to show is that objective psychology (an essential to Scientific study) was possible.  Here-to-fore, the study of Psychology was vague at best even with Wundt's best efforts.  

With Pavlov's study, the results were reproducible, for example, by other scientists such as the American Psychologists J. B. Watson (Behaviorism) and Edward L. Thorndike (The Law of Effect) who formulated Stimulus-Response Theory (S-R), the first solidly Scientific study of Psychology (1911,1916).  From Pavlov's beginning, Watson and Thorndike were able to formulate Scientific study which stimulated others (ie: Tolman (cognitive map latent learning), Hull (reinforcement), Guthrie (association), and later: Skinner (operant conditioning) to create "Learning Theory".  Where Pavlov demonstrated that psychology can be an objective science, Watson/ Thorndike et al. showed that living beings respond to observable and measurable physical law.  The Science of Psychology was born and was a Physical Science.  

        Frustration and Aggression

        Is the self immersed in the brain
        anything more than the computed result
        of the brain's software?
        Is the mind anything more
        than the computational activities
        of that brain?"
        (Lilly, John, The Scientist, J.B. Lippincott Company
        New York, 1978)

It wasn't clear, however, how well the infant science of Psychology described human beings.  Mowrer and Sears (1938), and Dollard and Miller (1939), provided a remedy.   The group published "Frustration and Aggression". (Dollard, J., L.W. Doob, N.E. Miller, O.H. Mowrer and R.R. Sears, "Frustration and Aggression", a monograph, Yale University Press, New Haven, 1939.) Later work (1951) confirmed that Psychological determinants can be studied Scientifically.  An example is in the Miller study on approach-avoidance behavior.

What Neal Miller was trying to describe is represented in the following graph (see below).  He used what he called the approach avoidance tendency in human beings.  Such study had been shown earlier but only in other animals.  Miller was able to demonstrate using Scientific means that "the avoidance tendency may be higher or more intense than the approach response near to the goal...but when the subject has moved away a certain distance (in the diagram to a point beyond the intersection of the gradients) the approach response will be stronger than the avoidance response..." (Hall, Calvin S. and Gardner Lindzey, Theories of Personality, John Wiley and Sons, New York, 1957.) These kinds of results are within the realm of accepted science.

        Frustration and Aggression        Graphic Representation of Conflict Situations        Neal E. MillerStrong approach           *    *                     *   *                                *   *                                          *  *Strong avoidance                                 *  *            *                                          *  *               *                   *                        *                          *Weak approach                *                *                 *                        *              *                              *              *                                  *                *Weak avoidance                         *                              *                              *                   *                                   *                     *                         *                             *--------------------------------------------------------------Near                  Distance from              Far                       feared goal(Modified from: Miller, N.E., "Learnable Drives and Rewards", J. McV. Hunt (ed.), Personality and the Behavior Disorders, Ronald Press, New York, 1944.)

The 1951 Miller work confirmed that which had been suspected earlier beginning with the groundbreaking Miller and Dollard et al. monograph, "Frustration and Aggression". The scientists had said that "The learner must be driven to make the response and rewarded for having responded in the presence of the cue.  This may be expressed in a homely way by saying that in order to learn one must want something, notice something, do something, and get something." (Ibid.) The factors toward that end are drive, cue, response and reward but the groundbreaking difference in Miller and Dollard et al. is that other factors such as "wanting, noticing, doing and getting" are incorporated into Science.  For the first time, such factors were considered objective and, thereby, fit for science. The objective criteria Miller and Dollard found was history making.  Science had never treated such issues.  Prior, such issues were considered unobservable and unempirical and, therefore, could not be studied in any Scientific way.  Miller and Dollard changed that stance forever.  

What Miller and Dollard had done was to combine Science with Psychoanalysis. John Dollard was not only an Experimental Psychologist but also a member of the Western New England Psychoanalytic Society.  Dollard was a Freudian and a Scientist.  Miller was also analytically trained (Vienna Institute of Psychoanalysis) and was, also, a Freudian and a Scientist.  Their study not only integrated science with Freudianism but led to further work. "This work not only illustrates the integration of s-r concepts, psychoanalytic formulation , and anthropological evidence but it also provides evidence for the fruitfulness of this union, as it has led to a host of related empirical studies." (Ibid.)  

        A Host of Related Empirical Studies

SKINNER:

        "If we are to use the methods of science
        in the field of human affairs
        we must assume that behavior is
        lawful and determined."
        (Skinner, B.F. Science and Human Behavior,
        Macmillan and Co, New York, 1953.)

Burrhus Frederic Skinner

Part of the whole host of related empirical studies stimulated by the work of Miller and Dollard was in the work of B. F. Skinner. Skinner said all events that are acceptable for psychological study must be externally measurable. Skinner's work, in this respect, is close to Miller and Dollard's search for objective criteria but takes it a step further.  Skinner believed that, in Psychology, objective criteria were the only arenas worth study and that work in Psychology must be able to be externally validated (ie: that internal states both in the subject of an experiment or in the scientist are largely irrelevant in that such states produce no certainty in any experiment).

Skinner made his objectives very personal in that he was willing to raise his own daughter in a specially constructed environment often erroneously known as a "Skinner Box".  (The actual Skinnerian term is "Air Crib" as the box was reserved for animal experiments where rats, for example, would push bars to produce food in response to scientific demand.)  With the Skinner Box, experimentation on operant conditioning (ie: the conditioning of operations or actions in the subject, such as producing food by pressing a bar in a Skinner Box, in specific, measurable ways).  Skinners specific, measurable ways involved reinforcement (both positive and negative reinforcement schedules), partial reinforcement (in both variable interval and fixed ratio scenarios), generalization, discrimination, shaping behavior, chaining behaviors together, extinction of behaviors, punishment, and behavior modification. Together, the above specifics are known as "Analysis of Schedules".

The overall purpose of the various schedules is to control the subject of the experiment by modifying the subjects actions or, rather, "operants".  The manner in which the behaviors are modified is in the use of traditional Pavlovian laboratory methods (as described above) in that the subject's operation (actions) are conditioned through manipulation and measurement by the scientist.
Thereby, "In general, animals and human beings will learn in order to either obtain something good or to stop something bad." (Ibid.)

The process is conditioned learning and is the center of Skinner's approach.

        Aggression and Punishment

The only major problem Skinner had, it appears, was in the problems with punishment.  Even Behavior Modification programs use systems of reward and punishment rather than positive and negative reinforcement (from personal experience by the author at institutions of the Department of Health and Mental Hygiene, State of Maryland). Skinnerian terms are not well understood.  Following is a description of four often misunderstood terms.  The error seems to occur when the following are taken to mean the same things rather than quite different processes.

Skinnerian schedules:                                  Positive Reinforcement:            a presentation following a                                      response that increases the                                     likelihood the subject will                                     repeat the behavior.        Negative Reinforcement:            a presentation which is                                         taken away or stopped                                           following a specific                                            response.                  Reward:                            application of pleasurable                                   consequences in order to                                        strengthen a response.    Punishment:                        application of adversive                                        consequences in order to                                        weaken a response.         (Modified from: Skinner, B.F., Walden Two, MacMillan, New York, 1948.)

Skinner stimulated a host of related research from many behavioral scientists (ie: Hall, Bindra, Lorenz, Gould, Olton, Whitham etc.). Konrad Lorenz is an example of a tangential research concept which is partially reliant on instinctual ideology and partially reliant on hard science. This is to say that aggression can be an instinct but can also be explained in scientific behavioral terms. Lorenz posed a more social way (in reference to the behavior of wolves) of conceptualizing Watson, Skinner et al. and demonstrated that between the Stimulus and the Response there was a social interface. (Lorenz, Konrad, On Aggression, Harcourt, Brace and Jovanovich, New York, 1966.)  Lorenz' work, albeit perhaps not that scientific, paved the way for a social learning concept in which one researcher, Albert Bandura, stands out from all and deserves special mention here for a Social Learning Theory.

Albert Bandura

        Aggression is a learned behavior.
Just as Miller and Dollard (in that they were Psychoanalysts) introduced a more social way of conceptualizing behaviorists such as Watson, Thorndike and Skinner; Bandura and Walters demonstrated that between the Stimulus and the Response was a very complex "Inner Person" (Bandura, Albert and R. Walters, Social Learning and Personality Development, Holt Rinehart and Winston, New York, 1963.) They termed their theory: "social learning".  This is to say that a lot of human learning can be gained from noting behaviors of one's social environment: parents, family, friends and associates.  Thereby, human learning is observed and social in nature according to Bandura and Walters.  

They found that such social learning does not necessarily illicit a response.  A human being, also, does not require a specific reinforcement (such as a reward or punishment) to learn.  (Bandura, A., "Behavioral Modification Through Modeling Procedures", Research in Behavior Modification, Krasner, L. and l.P. Ullman (eds.), Holt, Rinehart and Winston, 1965.) For example, in a famous Bandura experiment, it was demonstrated that aggressive parents raised aggressive children.  Aggression is a learned behavior.

There is some considerable evidence that children presented with violent images do exhibit more aggressive behavior. The following Bandura chart shows children's responses to live models, film models, cartoon models, nonaggressive models and no model. "As shown in Figure 2.2, children who were exposed to the aggressive models subsequently exhibited substantially more total aggression than children in the nonaggressive model condition or the control group." (Bandura, Albert, Aggression a Social Learning Analysis, Prentice Hall, Inc., New Jersey, 1973.)

        BANDURA, THE PRESENTATION OF VIOLENCE
        A PSYCHOLOGICAL QUESTION
25                                                                                       
20                                                                                       
15                                                                                       
10                                                                                       
05                                                                                       
00                                                                                       
Fig.2.2                Livemodel                Filmmodel                Cartnmodel                Nonag.model                Nomodel       

It follows that human behavior is so complex that not all of it can be either observed or measured in a behaviorist's laboratory. It can be further argued that some of the kinds of human learning which wouldn't fit into Skinner's strict definition for acceptability may be of interest to a Psychologist, especially a Social Psychologist. Albert Bandura's interest in aggression is a case in point.  

CASE EXAMPLES:
        AGGRESSION:

        "The goal of all life is death."
        Sigmund Freud
        (Hall, Calvin S. and Gardner Lindzey,
        Theories of Personality,
        John Wiley and Sons, New York, 1957.)

Freud believed that "Aggressiveness is self-destruction turned outward against substitute objects.  A person fights with other people and is destructive because his death wish is blocked by the forces of the life instincts and by other obstacles in his personality which counteract the death instincts." (Ibid.)  The thinking behind this hard ball Freudian concept is that it is the nature of the world to try to revert to the constancy of inorganic, quiescent material. Thereby, it is not the purpose of life to die but a goal in another sense.  The goal is a matter of fate. Death is an inevitability: dust to dust, ashes to ashes. Aggression is the push toward that fatalistic destiny, a death wish.
        ***
The Case Of Sylvie Greil

        Sylvie Greil    
"Who are we to cry? Is it true?  Are we the first generation not to live as well as our parents did?  Are we struggling for survival or is it only some moral dilemma over leisure time? How right is it to worry that I might never be able to afford a house, medical insurance, or a retirement fund?  Should I desire travel, movies or braces for a child not yet born? As I look at our world, which is rife with inequality, poverty pollution, recession and city slums, I wonder how to justify my want of such things." (Greil, Sylvie, student: San Diego State University, The Daily Aztec, October 6, 1993.)

Sylvie Greil exemplifies the push toward that Freudian fatalistic destiny, perhaps overstated as a death wish. How is it that a student at a State University appears to have a grasp of the problem yet the general public is in denial?  How is it that the powerless seem to know.  What kind of life does Sylvie feel she has in the future?  It is obvious she feels she is not going to get what she wants.  Would those thoughts bring Sylvie to violence?  It is probable her thoughts would not.  She would just suffer as one of the silent majority on a Freudian path to destruction.  However, if Sylvie had grown up in South Los Angeles like the teenager, Sam, who killed Christopher Hackworth in his first six weeks, the story would be different.  Sam lived the inequality, poverty, pollution, recession and city slums until he exploded.  Sam had a different environment than did Sylvie. (Even "The Brady Bill", probably, wouldn't have stopped him.  Sam didn't use a gun.  He found other weapons easily.) Neither Sylvie nor Sam are alone in their awareness.

However, Sylvie isn't the only one who has an awareness of violence. The awareness goes all the way to the top. "I did not live and die to see 13-year-old boys get (guns) and gun down 9-year-olds just for the kick of it." (Clinton, Bill, "I have a dream..." from the President's speech November 13, 1993 in Memphis.) President Clinton, like Sylvie and like Sam, is aware of the problem.  The President spoke of a big article on the front page of the Washington Post where an 11-year-old child was planning her funeral: "These are the hymns I want sung; this is the dress I want to wear; I know I'm not going to live very long." (Ibid.)  Its not just young girls who die either as gunfire is the leading cause of death for young men (according to President Clinton in the same speech). What is different now from way back then when Martin Luther King was alive?  Then we had "coherent families". We had "coherent communities".  What we did was to "abuse our freedom". (Items in quotes, above, are from the Memphis Presidential speech.) The problems are of families and communities not a matter of more police, more prisons etc. If Martin Luther King was still alive, what would we tell him now?

What would we say to Martin Luther King now if he showed-up and asked about the children?  What would we tell Dr. King about a young girl, the 11-year-old who is planning her funeral and what would we tell Dr. King about Sam who shot young Christopher?  "But how would we explain to him all these kids getting killed and killing each other?  How would we justify the things that we permit that no other country in the world would permit?" (Ibid.)  We would have to tell Dr. King that we abused our freedom, that we allowed the killing and that we are going to try the same old plans again which have failed in the past.  We would have to tell Dr. King that we are going to do it all again and the violence statistics will double then double again according to our abuse.  "Unless we recognize that it's due to the breakdown of the family, the community and the disappearance of jobs; and unless we say some of this cannot be done by government because we have to reach deep inside to the values, the spirit, the soul and the truth of human nature, none of the other things we seek to do will ever take us where we need to go." (President Clinton, Ibid.)

        TOPSY-TURVY

The Problem:          
the breakdown of the ego          
the breakdown of the family,          
the community and          
the disappearance of jobs.

The Solution:

         reach deep inside to the values,          
the spirit,          
the soul and the truth of human nature.

We are going to have to tell Dr. King that we know the problems and the solutions not only at the grassroots level but at the highest forms of government and that we are going to ignore what we know and vote for more police and more prisons and a Brady Bill, and regulating guns and sex and so on.  We will, in other words, refuse to reach deep inside and, instead, we will reach deep outside to any external we can find and place the blame on anyone else we can.

The problem can't be REDEFINED away from reality and formulate a societal ego breakdown.  Certainly it is easy, too easy. "It is much easier and more comfortable to redefine a problem as some new kind of status quo, in the name of keeping up with the times, than it is to admit that your social institutions are failing."  (Burton, Linda, The Wall Street Journal, December 1, 1993.) There is no denial of broken families, stagnation, slow growth, divorce, multiple marriages, joblessness (which certainly sounds like unemployment), the erosion of the American Dream, reinventing government, investing (taxing), violence and trickle down economics.

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        "There's still to much violence and not enough hope in too many places."

    "For 30 years family life in America has been breaking down. For 20 years the wages of working people have been stagnant or declining.  For the 12 years of trickle-down economics, we built a false prosperity on a hollow base as our national debt quadrupled. From 1989-1992, we experienced the slowest growth in a half-century.  For too many families, even when both parents were working, the American Dream has been slipping away." (Clinton, William, State of the Union, 103rd Congress, Federal News Service, January 25, 1994.)

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        IS IT TRUE?

So, Sylvie Greil's question is appropriate: "Is it true?  Are we the first generation not to live as well as our parents did?" (Greil, Sylvie, student: San Diego State University, The Daily Aztec, October 6, 1993.) The reasons for the decline, the stagnation, the slow growth are known.  In the case of Sylvie, there is also a name for her condition: "GENERATION X".  This group is loosely defined as that group of people too young to have fought in Viet Nam. (Snow, David, "Finding Generation X", The UCSD Guardian, October 18, 1993.) Gen X is the post baby boom generation, the baby busters, that group between 18 and 29, the MTV generation, or (simply) the "Slackers" (Ibid.). Paul Dean is one of those slackers. He, unlike Sylvie, lives in troubled South Los Angeles.
        ***

The Case of Paul Dean (Age 15)

I am empty of ways to keep us from harm.

“In my 15 years in Los Angeles,         crime has advanced faster than I have moved addresses to stay safe.
Last weekend, violence was twice at my door.         One day, I know, it will crash through to slash at me or those I love, and I am empty of ways to keep us from harm."
        (Dean, Paul, "I Don't Know What to Do to Stay Alive",
        First Person, Los Angeles Times, November 29, 1993.)

Paul Dean lives in the neighborhood (Reseda, South Los Angeles) where volunteers were distributing pamphlets begging for any sign of Nicole Parker (Age 8) until Nicole's body was found adding to some crime statistic somewhere.  The somewhere of which Paul Dean wrote was not the slum of South Los Angeles but next door in affluent Woodland Hills.  Nicole's body was found one door away from her father's view home ("new, gated, pleasant...terraces of cube homes in Santa Fe pastels..." Ibid.) Paul Dean has noticed that violence is moving, it seems, to the suburbs.  Violence has, also, moved to rich neighborhoods (Beverly Hills), the beaches (Ventura, Malibu), resorts (Rancho Santa Fe), rural areas (Santa Paula. "And finally, irrevocably, location no longer matters." (Ibid.) Paul sees a total societal ego breakdown where the Id is king. It is not just Watts anymore. It is not just Rodney King and Reginald Denny anymore.  It is the Mom and Pop who used to run the corner grocery in Paul's old neighborhood.

        Bernie and Lea Graf

    Its Mom and Pop.  "Ten days ago, it took them.  Two men were waiting in the dark when Bernie and Lea left the store.  One began shooting to obtain, or to prove, God only knows what. Lea, 61, was killed.  Bernie, also 61, was wounded." (Ibid.) Mom and Pop's grocery did not open the following day.

Paul Dean's world is confusing.  He is afraid.  He lives in the broken-down world of dead Lea and wounded Bernie. All the graffiti on every surface makes him angry.  People getting hurt makes Paul Dean think of all of Los Angeles as a toilet.  Everything is topsy-turvy. He is angry at the Mayor and the President (who lives in "the drive-by shooting capital of America" Ibid.). He is sick of being anxious at the beach, of having to lock his car from the inside when driving through his own neighborhood, of seeing criminals laughing at their victims on the television news, of hesitating to use an automated teller machine, of having a cellular phone for security not convenience and of people who say his neighborhood is no better than anywhere else. Paul Dean knows his place is actually better than many!  At the bottom of his problems, he doesn't know what to do to stay alive. (Ibid.)

This is a lot of thinking for a 15 year old to have to do.  Shouldn't he be thinking of school, of doing his homework, of going to college someday, of raising a family?  Should Paul Dean spend all that energy thinking of guns and murder?  What is wrong with this picture? It gets worse.

The Worst Case of Baby Christopher and Betsy Porter:

        Death in Los Angeles
Baby Christopher was born in Los Angeles, California on Christmas day but died six weeks after birth from a crushed skull. A South Los Angeles teenager (lets call him Sam) has been charged with the murder of the very young.

Baby Christopher was not alone in death in Los Angeles. Violence strikes the very old as well. Betsy Porter, a 90 year old woman was found beaten to death in her Pasadena home.  These two joined over 2,100 other Los Angelenos in death and over 23,000 nationwide in 1993 (1992 was worse with 24,703 violent deaths). "Even accounting for population growth, Americans are 50 percent more likely to be slain today than they were in 1967." (Pringle, Paul, Copley News Service, The San Diego Union-Tribune, January 24, 1994.) Perhaps in 1967 (the year of "the summer of love") either Christopher or Betsy would have lived but not here not now.  

That is, unless they lived in the nation's capitol which has more murders per capita (75 per 100,000) than any other city in the world (Los Angeles County where Christopher and Betsy lived has 25 per 100,000).  There are places worse than Los Angeles (in death rate per 100,000).
        1993 Homicides        for major metropolitan areas                                       Total           Rate per                                                       100,000Washington, D.C.                        460            75Detroit                                 550            54Atlanta                                 215            47Dallas                                  320            32Houston                                 500            31Philadelphia                            485            30Chicago                                 860            30New York                              1,950            27Los Angeles County                    2,100            25Miami/Dade County                       555            24San Diego County                        250            11Source: The San Diego Union-Tribune, January 24, 1994.)

Aggression is on the rise.  The U.S. Department of Justice began compiling special statistics on violence in 1975 and has noted an actual decrease in crime.  The public, thereby, hears that crime is down. However, the rise is in violence not crime.  Violent crime has risen from a low of 23% to a high of 43%. (Parade Magazine, January 23, 1994.) Perhaps because of the calming statistics from the Department of Justice, the public is not as concerned about violence as the case would warrant.  Tell that to Christopher and Betsy. Would jail help?

The public thinks gangsters can be thrown in jail and the problem will be solved. "But 'lock 'em up' isn't working.  It's a gut reaction bereft of careful thought." (Gogek, Jim, The San Diego Union-Tribune, January 17, 1994.) John Vasconcellos, Assemblyman for the State of California, thinks differently.  Vasconcellos believes that there is too much emphasis on imprisonment and not enough stress placed on treatment and training.  His concept is to let prisoners go when they have been rehabilitated. (What a concept!)  However, "Given the prevailing atmosphere, there likely will be a tendency to dismiss his proposals as coming not only from one of the Legislature's most liberal members, but one who often is viewed as something of a touchy-feely flake." (Endicott, William, The Sacramento Bee, January 24, 1994.) Vasconcellos wants to SOLVE the crime problem not just reassure the fears of the public with candy-coated euphemisms. "I abhor violence and those who perpetrate it and abhor, almost as much, politicians who would pander to people's fears with simplistic, ineffective slogans and nonsolutions, he said." (Ibid.)  Unfortunately, the nonsolutions appear to be just what appeals to the public.  

The people are asking for simplistic slogans and will drive someone out of office who says otherwise.  This kind of a public IS the problem. It is why we have the problem. The public wants someone else to blame.

        Who to Fear, who to blame?

        "A majority of Americans reported that
        what they feared the most was having cold
        popcorn in the movie theater."
        Buchwald, Art,
        "Here is what Americans really think",
        Opinion Section, The San Diego Union-Tribune
        January 26, 1994

The public wants to find someone to blame. It must be drugs, sex, rock and roll, the kids, the media! Worst of all, it must be the media. The public, in its ignorance, thinks that it must be the messenger which is at fault.  In Albuquerque's first Town Hall meeting (Las Cruces, October 1993), the mass media was blamed for almost everything becoming the most identifiable villain. "For instance, the Town Hall report makes clear that the primary demon roaming the landscape is the dominant media culture, an accusation also made on a daily basis by Rush Limbaugh who agrees with the Town Hall that what's wrong with America is the "dominant media culture." (Belshaw, The Albuquerque Journal, October 24, 1993.) with Rush Limbaugh at the helm, it is no wonder there is a problem!
The public has the problem topsy-turvy It is doubtful that even the mass media with all it's power has enough to be the sole villain.  Besides, "If the American people don't like what journalism has become, then we should find ways to restore higher values to the procession instead of 'redefining' journalism to include the right of the press to violate the public trust." (Burton, Linda, The Wall Street Journal, December 1, 1993.)

To add to the list, the public thinks that more police, more prisons, less drugs, less sex and less Television violence is going to solve the problem.  So what is the problem: why is the public complaining?

        The complaint
        The Call of the Wild?

        It comes as no surprise that whenever urban life
        begins going to hell,
        we look around for something to kill."
        (Martinez, Al, "Howl of the Wild",
        Metro News, Los Angeles Times
        November 27, 1993.)

The topsy-turvy society is looking for anything to kill, anything to blame, anything to eradicate. In Los Angeles, everyone knows, the problem is a small canine animal, the "Coyote".  Los Angeles doesn't have a drug problem, a sex problem, problems with fires and earthquakes, crime and riots....Oh No!  The problem, you see, from us out here in denial land is this damned pooch. "Coyotes, of course, have nothing to do with urban violence.  They do not pack automatic rifles or handguns...and do not deliberately seek out anything they can't eat." (Ibid.) Only human beings do that.

However, human beings in their blood lust kill Coyotes.  The little canines are shot, poisoned, trapped, bulldozed, burned-out and, generally, hunted down like animals (which, of course, they just happen to be.)  The Coyote, from ancient times, is also a metaphor.
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        CONCLUSION:
        The Coyote Metaphor        
The tale of societal aggression ends with a parable,            a metaphor of the Coyote. In our response to the                animal, Our natures can be seen complete from                   breakdown of the ego to breakdown of the collective.          "Now the Youngman could see Coyote, and he followed             him onto the Prairie.  But soon the trails Coyote               led the Youngman upon crossed and recrossed and ran             off in every direction.  "You have tricked me!, the             Youngman exclaimed.  "No," answered Coyote, "I have             not tricked you."          (Storm, Hymeyohsts, Seven Arrows, Ballantine Books,             New York, 1972.)

Why is the Coyote a metaphor?  In the case of Los Angeles, according to writer Al Martinez in "Howl of the Wild", the Coyote is a symbol of misplaced aggression. We have tricked ourselves. The above quote from Native American writer Hymeyohsts Storm makes the same point in parable.
If so, then what do the crossing and recrossing trails mean?  In the case of the Los Angeles Coyote, it means that when people kill the Coyotes, then rats multiply.  Is this a trick? It is not. With rat overpopulation comes the deadly hantavirus according to Michael Bell of the Wildlife Protection League.  Hantavirus kills people.  This process is the crossing and recrossing of trails so that what one's deeds recross back to haunt the doer.  It is a topsy-turvy way of saying "Do unto others as you would have done unto you."  The Coyote, in his parable, is there to teach personal responsibility.  
The unsaid, but definitely implied, is that the Coyote is not the trickster but that "Young man's" own lack of self leadership caused him to trick himself.  No one but a fool would follow a Coyote. No one but a fool would ignore "The Golden Rule" (This is, of course, unless one lived in the topsy-turvy world of Los Angeles).

Thereby, when everything goes "Kraut and Ruben" (topsy-turvy), there is an aggressive breakdown between an individual and reality or, rather, an Ego breakdown.  Specifically, the breakdown is that of a noxa, an injurious agent or noxious introject (such as the Coyote?), sending the personality structures topsy-turvy.  In extreme cases, the noxa can provoke neurosis which could manifest as the psychical disorders of actual neuroses (neurasthenia), transference (hysteria, obsession and compulsion), narcissistic neuroses (schizophrenia and manic-depressive psychoses) and traumatic neuroses. (Hinsie, Leland E. and Robert J. Campbell, Oxford University Press, 1960.)
So, where is the complaint when the protagonist has only himself to blame?  Where are the cheap excuses, the simplistic slogans and the nonsolutions then? Where is the personal responsibility?
        ###

7. Coursename: "Clinical Psychology: History and Systems"    
Major emphasis areas:          
c. Organizational Behavior Systems
Intro:         |  Scope of Public Administration and Public Health
________________________________________________________________

Federal        |  Methods of Analysis in Public and Urban Affairs              
|  Research Methods in Public Administration/Health              
|  Quantitative Approaches to Public Admin./Health
__________________________________________________________________

              |  Public Administration and Health Administration              
|  Administrative Theory              
|  Administrative Behavior

              |  Public Personnel Administration              
|  Organization Development in the Public Sector
State          |              
|  Collective Bargaining in the Public Sector
_________________________________________________________________

              |  Public Financial Management              
|  Public Policy Development
Local          |              
|  Administrative Law              
|              
|  Management of Urban Governments              
|  The Metropolitan Area

              |  Problem Analysis: The San Diego Police Department

_________________________________________________________________

        PUBLIC ADMINISTRATION

INTRODUCTION:    

Scope of Public Administration and Public Health

Public administration is, generally, divided into Federal, State and Local governments. (Albeit, there are some quasi-government organizations which set public policy. An example would be The Federal Reserve Board.)  

Public health issues within Public Administration are assigned by the Constitution of the United States of America, the Congress, State legislatures and Local county and city governments.
This paper shall explore, in the context of an historical perspective, the rise of Public Administration in the United States and some examples of how Public Administration impacts upon Public Health. There shall be an emphasis on those public programs which impact on Vocational Rehabilitation in a Public Administration paradigm.

THE FEDERAL GOVERNMENT:

Methods of Analysis in Public and Urban Affairs:
The best method of analysis in public and urban affairs is to go to the source material.  This would mean consultation of the formulative documents in the provision and promotion of Public Administration and Public Health known as "General Welfare".  For the consultation, first the Constitution of the United States of America would be the starting point.  The Constitution is the prime analysis and primogenitor for Public Administration in the United States. No other document provides such a formidable and complete analysis.

        The Constitution of The United States of America

        "Article 1
        Section 8
        Clause 1
        "The Congress shall have the power to lay and collect
        taxes, duties, imposts and excises, to pay the debts
        and provide for the common defense and general welfare
        of the United States..."

        THE ANALYSIS:

THE GENERAL:
In regards to the public health provision of public administration, it is the Congress of the United States which has the power to provide for the "general" welfare.  (Findlay, Bruce Allyn and Esther Blair Findlay, Your Rugged Constitution, Stanford University Press, Palo Alto, 1952.) The term "Welfare" has been debated since the Constitution was written.  In the test case of Wiseman v. Tanner (D.C. Wash, 221 F. 694, 698), it was found that welfare meant well doing or well-being and that welfare was "the enjoyment of health and common blessings of life" which was defined as prosperity or happiness. (Black, Henry Campbell, Black's Law Dictionary, West Publishing Co., St. Paul, 1968.)  The pursuit of happiness, in particular, was seen as an unalienable right. The "general welfare" is defined as that provision for all the people in all localities such as in a general law.  This is opposed to special or limited jurisdiction.  
Public Health, thereby, is a general right guaranteed by the Constitution for all of the people of the United States.  In the light of current Healthcare legislation, the Constitutional provision is profound.  In terms of Public Administration, the power is very clear.  It is said that Gouverneur Morris of Pennsylvania wrote the words beginning with "We The People of the United States" and added that the general welfare is not only provided but promoted.  Mr. Morris, with his withered right arm (from an accident involving boiling water when he was a child) and with "a big, clanking wooden left leg, the consequence of a riding accident" was a great man and had a way with words. (Michener, James, Legacy, Random House, 1987.) At the Constitutional Convention, it was Gouverneur Morris who spoke more than anyone else.  He made at least five separate speeches in the three nights and two days of the convention.  What Morris did, apart from his several accomplishments, was to take the rambling wording of the twenty-three disjointed articles and shape them into a whole.  Morris rewrote the Constitution.  "Right at the start he wanted the world to know that we meant business." (Ibid.) To that end the many rambling articles became seven solid pieces of legislation.  As a result, on a Monday in September (September 17, 1787), the forty-one constitutional delegates met for the last time and passed the document just after the General Washington speech. Everyone thought Alexander Hamilton of New York would abstain from the vote but he signed after hearing Washington speak.  Only three delegates, Elbridge Gerry of Massachusetts, Edmund Randolf of Virginia and George Mason of Virginia refused to sign the Constitution.  James Madison (Virginia) looked at the symbol behind the President's chair as he was following Doctor Franklin's gaze.  He saw that Benjamin Franklin was looking at the sign of the sun on the chair.  James Madison, later that night, penned these words: "...but now at length I have the happiness to know, that it is a rising, and not a setting, sun." (Ibid.)  

THE PUBLIC:
The rising sun was the formulation of a new, public government, and a rejection of a King who "has refused his assent to laws, the most wholesome and necessary for the public good." (from "The Declaration of Independence" in Brown, Willie L. for the California Legislature Assembly, The Constitution of the United States of America and the Constitution of the State of California, Sacramento, 1987.)  The new American government reestablished the abolished free system of English laws suspended by the King and declared the former government "unfit to be the ruler of a free people." (Ibid.)  This was the beginning of a truly public administration.  The reason it was a public government was that the rulers must derive their power from the consent of the governed.  The consent was not evident under the English King but was under the thirteen United States of America.  (Note: "A distinction has been made between the terms 'public' and 'general'.  They are sometimes used as synonymous.  The former term is applied strictly to that which concerns all the citizens and every member of the state; while the latter includes a lesser, through still a large, portion of the community. 1 Green.Ev. #128." Black, Henry Campbell, Black's Law Dictionary, West Publishing Co., St. Paul, 1968.) Thereby, the public is defined as all the people where government is open to all. The term "general" refers to that portion of the public over which the Federal Government has domain.  The strong implication is that there is a portion of the public over which the individual states have reign.  To see the genesis of the movement from total central power (such as that of a King) to a more decentralized form of government (ie: a democracy), the Articles of Confederation of 1778 show the beginnings of the democratic forms of thinking; "Each state retains its sovereignty, freedom and independence, and every power, jurisdiction and right which is not by this Confederation expressly delegated to the United States in Congress assembled." (from the "Articles of Confederation" in Brown, Willie L. for the California Legislature Assembly, The Constitution of the United States of America and the Constitution of the State of California, Sacramento, 1987.)  Public Administration, thereby, is that form of governance which recognizes a division in power between the central government and sovereign states.  The division of power was referred to as a league of friendship for "their mutual and general welfare" (Ibid.)  
|  Research Methods in Public Administration/Health
|  Quantitative Approaches to Public Admin./Health

        "RES ACCESSORIA SEQUITUR REM PRINCIPALEM...
        The accessory follows the principal."
        (Black, Henry Campbell, Black's Law Dictionary,
        West Publishing Co., St. Paul, 1968.)

Research in Public Administration follows the principal of the formulative documents which preceded it: The Constitution, the Articles of Confederation.
Thereby, since the Constitution is the format for analysis, subsequent research can do no less but to modify and define that Constitution.  Public Administration is the offspring of the Constitution and so is Public Administration research.

To that end, Public Administration research should be scientific and objective.  It should reflect a further definition of the general welfare.  An excellent example would be in how an individual State responds to the further definition of public policy under the Constitution.  The State of California has been selected.

Research in Public Administration could be done at the State level. State government is a further definition of the general welfare and is a center for what could be called "the public".

        A CASE FOR ANALYSIS:

STATE GOVERNMENT:
|  Public Personnel Administration
|  Organization Development in the Public Sector
Introduction:
State Constitutions modify the Constitution of the United States and set Public Administration policy for the individual state.  The State of California sets policy by means of a Constitution.  Under the California State Constitution, laws are enacted.  California is somewhat unusual from most state governments in that California is said to be "a codified state".  This is to say that most all policy and procedure is written into law (ie: codes).  One example of a codified organization set by law in California is the Department of Rehabilitation (set under The Welfare and Institutions Code).  The Department is an excellent case in point of how constitutional law is followed through codified public policy setting.  A research analysis is presented, following, detailing how the California State Department of Rehabilitation functions.

        "All people are by nature free and independent
        and have inalienable rights."

        Constitution Of The State Of California
        May 7, 1879    
The people of the State of California, in order to respect the       inalienable rights of the citizenry, has established by matter       of public policy a series of programs "to assist and encourage       handicapped individuals to attain their maximum usefulness and       self-sufficiency" (State of California Welfare and                 Institutions Code # 19000).  (West's Annotated California          Codes, West Publishing Company, St. Paul Minnesota, 1991.)

        THE DEPARTMENT OF REHABILITATION
Under the Constitution and by appointment of the Governor, a Director of the Health and Welfare Agency the Department of Rehabilitation is engaged to provide services to "any individual who is under a physical or mental disability which constitutes a substantial handicap to employment..." (Ibid.)
_________________________________________________________________
        Rehabilitation Services Provided by Law
__________________________________________________________________________________________________________________________________
Evaluation                      Counseling
Training services               Reader (blind)
Guidance
Placement                       Interpreter (deaf)services
Recruitment especially in:    
Rehabilitation    
Health    
Welfare    
Public Safety    
Law Enforcement    
Other service employment
Job coaching    
On the job skill training    
Worksite observation/supervision    
Consultation    
Integrating assistance    
Destination training    
Help with public support agencies    
Provider consultation    
Other job support

Physical restoration services
Maintenance
Occupational licenses, tools, equipment    
and initial stocks and supplies
Small business assistance
Rehabilitation of a group of individuals
Transportation
Other goods and services
Service to families
__________________________________________________________________________________________________________________________________
(State of California, Welfare and Institutions Code, Section 19150)
_________________________________________________________________

The Process of the department of Rehabilitation:

    1. Eligibility determination    
2. Case is opened    
3. Functional Limitations established    
4. Aptitude determination    
5. Work history    
6. Vocational plan    
7. Appeals process (if necessary).

        Specific Rehabilitation Issues:

Severely Handicapped

In the law, the term "severely handicapped" appears several times
which is taken to mean, in terms of vocational capability, to be a
condition which limits an individual with a recognized disability
from performing a substantial part of the essential job duties
required by the employer.

Handicapped vs. Disabled    
The term "individuals with disabilities" is preferred to "handicapped" because it has been found that an individual with a disability is not necessarily handicapped in that he/she may be able to perform all essential job duties quite well especially if an "ACCOMMODATION" or adaptive device is offered.    
In addition, the word "handicapped" has an unnecessary and misleading stigma attached so that an alternative concept is preferable.

Accommodation
[By federal law (Americans with Disabilities Act), the employer may offer an accommodation device to the employee such as special equipment so that the job may be performed.  The intent is not to offer an unreasonable hardship to the employer (accommodation has to be reasonable) but to find a way the employee can perform with  reasonable assistance.] Several examples of how the ACCOMMODATION process works follow.    
Examples are in the discipline known as Ergonomics and the field known as Rehabilitation Engineering.  Typical accommodations offered by Ergonomics Science and Rehabilitation Engineering are pieces of equipment such as a wrist rest for a computer keyboard, perhaps a specially made chair, special  lighting, or assistance equipment for lifting heavy objects.

Following the concept that a disabled person is not necessarily handicapped, in that he/she may be able to engage in gainful employment ("remunerative occupation" Ibid.), a program of  rehabilitation may be undertaken where eligibility is tied to impediment of employment.  If there is such an impediment establishing eligibility, the California State Department of Rehabilitation is available to be of assistance in opening a case.  

Opening the Rehabilitation Case
The case opening is, traditionally, determined by means of a medical examination to establish eligibility but, currently, the work of beginning the opening of the case can pre-date the medical
exam.  For example, if the Vocational Rehabilitation Counselor can see that a potential client is missing a leg, the medical examination would support the Counselor in the determination rather than vice versa.  The difference may sound subtle, but the change speeds the rehabilitation process considerably. The Department of Rehabilitation is known for trying new ideas that work.

Prior to the examination of the client's work history, a full assessment of Functional Limitations is available as well as a full battery of psychological testing if necessary (including, but not limited to, such traditional testing as the Weschler Adult Intelligence Survey, the Nelson-Denny, the Minnesota Multiphasic Personality Inventory, Cattell's 16 Personality Factors and the Wide Range Achievement Test.
New employment is explored based on what the client enjoys doing and in consideration of:
        1. the Disability
        2. Training and
        3. the Job Market.
Toward the goal of remunerative employment, the client may engage in an assisted Labor Market Survey to see what possibilities exist while the Counselor designs and writes a Vocational Plan (I.W.R.P.) where the concept is not to find someone a job but to assist the individual with a disability to form the skills necessary to find a job.  The idea is that if one gives a fish to a person they will eat for one day but if the person is taught fishing, they will eat for a lifetime.

The Rehabilitation Plan
The Rehabilitation Plan (Vocational Plan) consists of major areas of the 1. Objectives, 2. the Responsibilities and 3. the Evaluation.  Emphasis is placed, in the Plan, on limitations, the
labor market, training program availability, dates and timelines, transportation, clothing, accommodations and job leads. To assist the Counselor with the plan the State has a Field Computer System (F.C.S. 482) which is located in Sacramento and is processed through Los Angeles to a terminal in the Counselor's office. Typically, the client is initiated into a training program and/or
a job placement program offered by a Community College, a State contracted foundation or by the State itself.  It is estimated that 40-50% of the clients would be in a training program and the
percentage will, most likely, rise to between 80-90% in the near future. After or during the last part of the training segment of the Rehabilitation Plan, all clients receive placement services.

Success
After the placement part of the plan is successful, the client is engaged in new, remunerative work where, despite functional limitations, the client can perform well in all the areas of essential job duties. The California State Department of Rehabilitation reflects a further definition of the general welfare under state public policy.  An excellent example is in how an individual State responds to the further definition of public policy under the Constitution.  The State of California was selected to illustrate the point as a case for analysis.

Local governments, also, set public policy.  Sometimes, the hierarchy of policy is seen as Federal, State and Local.  However, the Constitution does not mention local governments.  What has happened is that State governments have given charters and powers to counties, towns and cities. (Findlay, Bruce Allyn and Esther Blair Findlay, Your Rugged Constitution, Stanford University Press, Palo Alto, 1952.) In the example of California, the state has given the responsibility for public safety to the localities.  Some have said that public safety is a public health issue.  The point is debatable.  (For example, the police often put the mentally ill in jails rather than hospitals.  The reason is that the mentally ill pose a threat to public safety.  It is clear that, in the case of the mentally ill, that public safety and public health are linked.)

THE LOCALITIES:
In their charge to protect the public safety, localities have formed various kinds of Police Departments.  The most common are City Police and County Sheriffs.  The City of San Diego is an excellent example of how a locality provides a police force.

        THE SAN DIEGO POLICE DEPARTMENT
In 1885, San Diego was a lawless railroad town.  There were no Police in the city.  Prior, there had been Native American government and Spanish military lawmen.  In July of 1846, San Diego became an American town with the changing of the flags from that of Mexico to that of the United States.  Three years later, California became a state and state law provided for a county sheriff, some constables, a city marshall and some deputies. (Material facts on the history of the San Diego Police Department are from: Castanien, Pliny, To Protect and Serve: A History of the San Diego Police Department and its Chiefs, The San Diego Historical Society, San Diego, 1993.)
Thereby, in terms of Public Administration, the first law was state law once the San Diego pueblo had been admitted into the United States.  It wasn't until 1888 that San Diego, tired of the lawlessness, created a municipal Police force to replace the old marshall system.  A new San Diego charter was accepted by the state in 1889. The new Police force came onto the scene just in time to see the great railroad boom of the 1880s collapse.  The city was out of control.
Chief Joseph Coyne was the first public administrator for the new Police department. Coyne's administration is an excellent example of how a new organization evolves.  At first, there was not even the concept of what law enforcement should be in San Diego.  The popular conception was that the Police Department should have a primary responsibility of collecting taxes, selling foreclosed property and that the policeman was in a lower position for the purpose of future advancement in city government. (Material facts are from Ibid.)  Coyne had a different concept.  His primary responsibility was in arresting criminals.  Toward that goal, Coyne's first act was to hire eleven deputy marshalls who were at least five feet eight inches in height and at least 150 pounds in weight.  This set the stage.  As well, the policemen were to be paid $80.00 per month.  In 1889, the monthly salary would have been considered quite high (as, for example, the typical cowboy received only $20.00 per month paid as a single gold, double eagle coin).  

The first Police issue (How much money do Police cost?):
Under Chief Coyne's administration, Officer C.J. Evert fell asleep at his post.  While Evert was sleeping, another officer removed the sleeping officer's badge and returned it to Chief Coyne.  The next day Evert reported for duty without his badge. The story he gave was that he lost it while chasing a Chinaman.  Chief Coyne had the missing badge in his own possession.  It was a moment of high drama. Evert was suspended.  The drama didn't stop there, however, as Evert was a friend of Police Commissioner E. F. Goddhard.  What had happened was that the Chief had acted without any investigation.  While falling asleep at one's post is a problem, the lack of investigation is an issue.  The public became involved and the whole town was in an uproar: Coyne was being tried by the media.  With the first Police issue, which was essentially a power struggle over costs, a foreshadowing of the future of Law Enforcement in San Diego was established. (Material facts are from Ibid.)

Soon, the public reacted by pointing to how much money Police cost.  The reaction is also a foreshadowing: when there is trouble with the Police Department the cost is questioned. Typically, there is some kind of financial retaliation. Such a reaction happened in the case of the suspension of Evert by Chief Coyne. A suggestion to cut the size of the Police force was made by the Police Commission in closed session.  It passed.  Further, the Police Department was to be investigated which resulted in the suspension of an additional five officers.  (As the hearings were in closed session, the reasons for the suspensions were never published but were assumed to be for political reasons.)  The final result of the scandals was that the Police Commission would receive a report of all Police Department actions and that the Chief could make Departmental decisions without first consulting the Commission.  Thereby, the Chief could suspend officers and report such acts monthly. The protocol continues to this day. (Material facts are from Ibid.)

Chief Coyne, because of the political uproar, found the Department without sufficient funds.  A dog tax was proposed and passed.  Out of the first Police issue came the first animal control program.  In addition, with the dog tax money, Coyne planned better jails for women and the sick.  Coyne began the first Public Health treatment for the sick. (Material facts are from Ibid.)
Police cost continues to be an issue.  One of the most expensive Police issues was for the beating of Rodney King in Los Angeles in March of 1991. "King was beaten in suburban Lakeview Terrace on March 3, 1991, as officers attempted to arrest him after a freeway chase.  A video tape of the incident made by an amateur photographer was broadcast worldwide, sparking an international debate about police treatment of urban minority residents. " (Holland, Gale, "Price tag for federal trial in King beating: $9.4 million", The San Diego Union-Tribune, June 24, 1993.) The figure released for the King related trials did not include the costs for National Guard troops and for the U.S. Marshall's Service public relations management.  Total costs including those related to riots reached into the billions of dollars stemming from just one Police incident involving excessive use of force. The question has been raised: When can force be used?  The issue is an old one.

The second Police issue (When may deadly force be used?):
The second San Diego police Department Chief, W. H. Crawford formerly of the U.S. Marshalls Service, held the position only three months because of several highly questionable Police practices.  The first was in the casual use of deadly force. It seems there were Police problems with sailors who refused to return to their ships after liberty in San Diego's famous "Stingaree District".  (There was a lot of tension in the Navy anyway as the Spanish American War was beginning to show signs of being a hot one.) Technically, AWOL sailors were the domain either of the Navy ship's captain or the U. S. Marshalls Service.  After the Navy ship, U.S.S. Charlestown, docked in San Diego there were several AWOL sailors reported.  The U.S. Marshalls went to arrest the sailors.  Chief Crawford was nearby (in a buggy) but did not participate in the arrest.  One of the sailors, Joey Brown, was killed with a billy club in the ensuing scuffle over arrest.  The Police Chief was blamed for the incident as he had given four billy clubs to the U.S. Marshalls. The charge against the Chief was excessive use of force.  
The use of deadly force continues to be a Police issue to this day.  As a case in point, a Federal commission has been appointed (modern times) to study the ongoing problem of excessive force.  The Christopher Commission was stimulated by the March 3, 1991 beating in Los Angeles of Rodney G. King who was injured seriously by the use of billy clubs. (Metropolitan Digest, Los Angles Times, March 16, 1994.) It can be seen that the issue of excessive force still exists in the 1990s as it did in the Gay Nineties of the 1800s.

A second excessive force issue was (in the 1890s) in the discharge of Police weapons in public. Bystanders were being shot.  There was to be a crackdown on the Police. The same need exists today. In 1990 alone, Police killed nine people and wounded fourteen others in Police shootings.  "Among those killed were men wielding a garden tool, a trowel and a baseball bat. Another man was unarmed." (Granberry, Michael, "Bystander Killed; Police Bullet Blamed", The Los Angeles Times, January 13, 1994.)  In 1994, an innocent bystander, Gina Kisielius, was shot by San Diego Police.  Curiously, she lived in a turn of the century hotel only a block from the original Police station.  Police were only ten feet away from an armed criminal they were attempting to arrest when one of the Police weapons missed it's target and hit Kisielius who was thirty feet away. Police discharged at least fifteen rounds hitting the criminal only three times. (Thornton, Kelly and Dwight C. Daniels, "Stray bullet killed mom in case heavy with irony", The San Diego Union-Tribune, January 13, 1994.)  The irony is that one of the officers in the Kisielius killing was the son of retired Les Oberlies who was discharged after the killing of the unarmed man cited above in one of the 1990 Police killings. The implication is that the problem is familiar. It is still being debated over whether deadly force is a Public Health issue.  If the Police are killing the public, then the debate stands a chance of being raised to the level of public health.
The third Police issue: City Police run the Jail.  It has been a long held idea that the Jail should be run by some other public body but, at present, the Jail is run by Police Officers which function in the following capacity:

        A City Police Officer
        (at the Jail)

        JOB ANALYSIS

1.        JOB TITLE:                        Senior Police Officer: Jail

        D.O.T. No.:                        195.107-046

        MPSMS:                                949 - Police Services

        WORK FIELDS:                271 - Investigating

        INDUSTRY:                        705 - Professional &             Kindred

2.        SOURCE:

3.        JOB SITE:                        City Jail

4.        INTRODUCTION:       

        A.        REASON FOR ANALYSIS:  The Job Analysis was conducted in order to clarify the physical job duties required by the Senior Officer.

        B.        METHOD OF ANALYSIS:  A Job Analysis was conducted by an on-site visit to ..............  Both the supervisor and the worker were present for the Job Analysis.  Since several activities that a Senior Officer does are only done during certain times of the day or on as-needed basis, many of the job duties were not able to be observed.  However, the physical facilities utilized were observed and simulation of the specific activities was done whenever possible.

5.        COMPANY'S OVERALL OPERATION:  ............. is a holding facility for ........................., aged .. to ...  Occasionally, some as young as .. or .. years old and occasionally some .. years old.  They are housed at the facility while awaiting trial and placement.  It is seldom used as a commitment facility.  The majority of the detainees are arrested for felonies.

6.        DESCRIPTION OF WORK SITE: .............. is a locked facility in a semi-residential area.  There are eight separate units. There is a school in the facility.  There are, on an average, 350 to 425 prisoners. There are 1 to 5 individuals housed in one room.  Each unit consists of a front desk with storage area and a kitchen as well as eating tables.  There are bathroom facilities and then separate rooms for the prisoners.  There are also recreational facilities for physical education purposes.  

7.        JOB DESCRIPTION:

        A.        QUALIFICATIONS:  

                1.        Educational Requirements:  Bachelor's degree.

                2.        Specific Vocational Preparation:  One year experience.

                3.        Special Licenses, Certifications, or other
                        Qualifying Documents:  Class II Driver's License.

                4.        Types of Machines, Tools and Special Equipment 2Utilized:  Telephone, two-way radio, intercom, keys, different locking mechanisms, handcuffs, restraining equipment, van, athletic equipment, pen, logbook, and miscellaneous office supplies to perform shift leader duties.

        B.        ESSENTIAL JOB TASKS:

                1.        Function as the Unit Shift Leader.  This means being responsible for all final decisions made in the unit.  The Senior Officer approves and is in charge of the Shift Program with the responsibility for ensuring all policies and procedures are followed.

                2.        Assure that the daily unit functions are accomplished.

                3.        Oversee the inspection of sleeping quarters, building, and grounds.

                4.        Orient newly admitted prisoners and assign work tasks.  

                5.        Help to resolve routine staff and detainee problems, as well as informal grievances.

                6.        Be familiar with all departmental procedures and cognizant of all changes and/or new procedures.

                7.        Attend unit/general staff meetings and in-service training sessions as scheduled.

                8.        Provide individual/group counseling.  Direct and supervise the daily unit activities (i.e., school movements, medications, unit cleaning, etc.)

                9.        Direct supervision of volunteers in Police (Cadets) assigned to the unit.

                10.        Reviews available criminal histories; leads individuals in small group discussions; assist minors in gaining self-insights and insights into family, peers, and other relationships.

                11.        Observes and records information on prisoners behavior, attitude and appearance, interest, and skills.

                12.        Takes appropriate action in emergency situations.

                13.        Takes corrective action and makes recommendations to the supervising officer when irregularities within the unit occur.

                14.        Maintain security and safety within the institution; is alert to potential problem areas and takes steps to alleviate potential problems.

                15.        Maintains unit logs and makes necessary reports as indicated by departmental policy or procedure.

                16.        When circumstances dictate, or in the absence of other supervisory personnel, is responsible for making judgements and taking necessary action for the proper operation of the institution.

                17.        During a medical emergency, perform any immediate acute medical care (CPR, assistance to suicide attempts) and contact nursing supervisor for medical assistance.

                18.        In the event of a fight, first give a verbal command to the fighting parties, and verbally direct and secure other residents in the unit.  If necessary, directly intervene in the fight; and assist other staff members to break up fights.

        C.        MARGINAL or NON-ESSENTIAL JOB TASKS:

                1.        Paperwork activities involved in reviewing a case or making recommendations, i.e., filing and writing.

                2.        Utilizing keys to open and close doors continually throughout the day.

                3.        When necessary, may be designated to perform duties and act in the capacity of a supervising  officer on a temporary basis.

8.        TYPICAL DAY:

        Morning shift works from 6:25 A.M. to 2:30 P.M.  The typical activities that occur during this time period are as follows:

        A.        Check/count the prisoners in the unit.

        B.        Talk to late night staff or update on the occurrences for that evening.

        C.        Read the log.

        D.        Talk to co-workers and discuss the program for the day.

        E.        Get prisoners up from 6:45 A.M. to 7:00 A.M.

        F.        Supervise as the prisoners wash up and clean their rooms and make their beds.

        G.        Do hall checks regularly (every 10 to 15 minutes).

        H.        Supervise breakfast set-up and then breakfast.
       
        I.        Lecture for approximately 10 minutes on rules and behavior expectations.

        K.        Medication call (outside nurse comes in to administer medications).

        L.        Prisoners are excused to their rooms during breakfast cleanup: supervision required by staff.

        M.        The prisoners are excused to off premises jobs.  Some are excused or on bed rest and are still on the unit.

        N.        Conduct suicide watch when needed. Done every five minutes.

        O.        Class change occurs.

        P.        Physical education (which often occurs outdoors and is supervised by the Officers).

        Q.        Lunch set-up and lunch.

        R.        Lunch cleanup.

        S.        Afternoon medication call.

        T.        Lecture again for approximately 5 to 10 minutes.

        U.        Prisoners are excused to their rooms.

        V.        Prisoners are to return again by 12:15 P.M.

        W.        Pick up and return prisoners to the unit.

        X.        Class change.

        Y.        Bathroom and water call.

        Z.        Prisoners return to their rooms.

        AA.        Shift change.

        BB.        Speak with afternoon staff and update.

        CC.        Incident reports will have been filled out and the logs entered in the logbook.

        DD.        Behavior of the prisoners is to be graded.

        EE.        Any disciplinary actions that were to have occurred need to be passed on to the afternoon shift.
       
8.        (CONT.) ADDITIONAL COMMENTS:  Generally, the Senior Officer supervises and directs the unit activities.  Work is delegated to other staff members.  The logbook is used to document the count and location of residents in the unit movements. Room searches need to be documented.  Occasionally, calisthenics are directed during the recreation period.  No active staff participation is allowed for recreational sports activities.  Depending on the activities of the day, the Senior Officer could intervene with unit emergencies such as fights, escape attempts, and medical emergencies.

9.        JOB SPECIFIC INFORMATION:  

        Work Hours:                        6:30 A.M. to 2:30 P.M on a five-day per week basis or occasionally 6:30 A.M. to 10:30 P.M. for a four-day per week work schedule.

        Days Per Week:                4-5 days depending upon scheduling.

        Overtime:                        Not required; however, the Senior Officer can work as many hours overtime as they wish to request.

        Salary Range:                Not available.

        Union Affiliation:        County Employees' Association        
                                               
                                                Service Employees' International Union

10. SPECIFIC PHYSICAL REQUIREMENTS:

        The following is a list of activities utilized by the Department of Labor to assist in describing the physical demands of a particular work setting when appropriate.  The definition of each physical activity will be noted according to the following categories:

        (NEV)        NEVER                        0
        (RAR)        RARELY                        Less than 1% of the day
        (INF)        INFREQUENTLY            Less than 5% of the day
        (OCC)        OCCASIONALLY            33% or less of the day
        (FRE)        FREQUENTLY                33% to 66% of the day
        (CON)        CONSTANTLY                66% and above of the day

I.        ACTIVITIES OF MOVEMENT:

        A.        WALKING:  Walking is conducted frequently throughout the day while doing hall checks and walking from one area of the unit to the other.

        B.        CLIMBING:  Rarely is climbing required on the job. Occurs if climbing on a fence during an escape attempt.  There are also times when climbing may be required to reach things placed high in a closet.

        C.        CRAWLING:  Never, unless a detainee would be escaping underneath a fence and the Officer would need to crawl under the fence to chase the detainee.

        D.        DRIVING: Occurs infrequently when driving prisoners to and from school. May not always be done by the Senior Officer.

II.        STATIONARY POSITIONS

        A.        STANDING:  The Senior Officer stands momentarily to supervise or direct the unit activities or while supervising recreation activities. Occurs frequently throughout the day and occurs intermittently in conjunction with walking.

        B.        SITTING:  Sitting occurs while doing paperwork and lectures. Occurs on an occasional basis.

        C.        STOOPING/BENDING:  Occurs infrequently to look under a bed or reach lower shelves of the cabinet.

        D.        KNEELING: Occurs rarely when showing the prisoners how to do a game, or again, checking under a bed.

        E.        CROUCHING/SQUATTING:  Again, this may occur; however, it, on an average basis, occurs rarely throughout the day.

III.  ACTIVITIES OF STRENGTH AND EXERTION

        A.        LIFTING:  

                1.        Above Shoulder:  None identified.

                2.        Shoulder Level: Occurs when a suicide hanging attempt has occurred.  The suicide victim would need to be held up by the Officer until another  Officer would arrive to assist.

                3.        Waist Level:  When setting up and cleaning up for meals the tables and chairs are lifted.  The Senior Officer may assist.  The tables would require about 25 lbs. per person to be lifted. Wax containers that hold 5 gallons are also lifted. Paperwork, pens, pencils, keys, and lighter weight objects. Occurs infrequently to occasionally throughout the day.

                4.        Below Knee:  Rarely.

        B.        CARRYING:  Not applicable.

        C.        PUSHING:   To open and close doors, which requires 25 lbs. of push/pull, and drawers within the unit.  At times, to assist in breaking up a fight which uses a pushing force with the arms and body to physically restrain residents.  An exercise mat is brought out two times per day.  It requires approximately 40 lbs. of push/pull.  A gurney may be used to transport a detainee. The gurney alone requires 8 lbs. of push/pull. These occur rarely to infrequently throughout a work day.

        D.        PULLING:  As with pushing, this is used to open and close doors and drawers and to assist in breaking up a fight.  Pulling is also used to occasionally pull prisoners out from underneath their beds.  As with pushing, these occur on a rarely to infrequently basis throughout a work day.

        E.        THROWING:  In the recreation time, a Officer may show how a sports activity is conducted.  During this time, sports equipment might be thrown. Occurs rarely throughout a work day.

IV.        DIFFERENTIAL BODILY MOVEMENTS

        A.        HEAD & BODY:

                1.        Balancing:  A Officer needs to always be alert and ready to move when needed.  Because of this, balancing is very important to maintain at all times.  Therefore, the individual needs to be balancing frequently to constantly throughout the day.

                2.        Stretching:  Stretching would be needed to reach objects in a cupboard, filing, or assisting in breaking up a fight or catching a detainee who is escaping. Occurs on a rarely to infrequent basis.

                3.        Twisting:  To continually be alert and checking all areas of the facility to be aware of all that is occurring; the Officer is twisting on a constant basis throughout the day.

                B.        ARMS, HANDS & WRISTS:

                1.        Reaching:  Occurs on an infrequent to occasional basis throughout the day in handling and reaching paperwork as well as prisoners and objects used in the daily activities of the prisoners.

                2.        Rotating:  Unlocking doors and manipulating paperwork. Occurs rarely to infrequently throughout the day.

                3.        Handling/grasping:  

                        a.        Pinching:  None identified.

                        b.        Power Grasp:  When assisting in lifting tables, the wax container, or the exercise mat.  This is also used when assisting to restrain a detainee.  These occur on an infrequent basis throughout the day.

                        c.        Regular Grasp:  Papers, pencils, logbooks, etc., utilizes grasp.  These are handled occasionally throughout the day.

                4.        Fingering:  Operating buttons at front desk to open unit doors.

                5.        Feeling:  None identified.

                6.        Pressing:  None identified.

        C.        LEGS & FEET:

                1.        Bracing: Occurs when restraining prisoners. Occurs rarely throughout the course of a work day.

                2.        Pressing:  Occurs as with bracing and occurs on a rarely to infrequent basis.

V.        ACTIVITIES OF COMMUNICATION AND SIGHT  (Vision, Hearing, & Speech)

        A.        ENVIRONMENTAL FACTORS:

                1.        Lighting:  Both artificial indoor and outdoor natural lighting are utilized.

                2.        Noise/Vibration:  None identified.

                3.        Dust/Fumes/Vapors:  Bleach and dust were identified as being present on an occasional basis.

                4.        Temperatures:  Temperature within the unit is regulated.  When participating in outdoor recreation, the Officer is subject to environmental conditions.

                5.        Ventilation:  The Jail is undergoing renovation and ventilation in the new area is adequate.

                6.        Dampness/Humidity:  This is regulated while the Officer is inside.  While outdoors, the  Officer is subject to environmental conditions.

                7.        Terrain:  While indoors, standing and walking are on linoleum covered concrete.  Outdoor activities are on asphalt, concrete, grass and flat or uneven terrain.

VI.        AREAS OF POSSIBLE OF JOB MODIFICATIONS:  

VII.        COMPARISON TO DICTIONARY OF OCCUPATIONAL TITLES        

        A.        DATA, PEOPLE, THINGS:
                high = 0 - 1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 = low

                1.  Data:          1, Coordinating.  Organizing things.  Planning projects.  Deciding in which order things must be done.  Checking to be sure the steps are done on time and correctly.

                2.        People:  0, Mentoring.  Helping people deal with problems.  May give legal, scientific, clinical, spiritual, or other professional advice.

                3.        Things:  7, Handling.  Moving or carrying things.

        B.        ACADEMIC AND VOCATIONAL SKILLS:
                high = 9 - 8 - 7 - 6 - 5 - 4 - 3 - 2 -1 - 0 = low

                1.        Reasoning Development:  Level 5.  Defining problems, collecting data, and drawing conclusions about all kinds of problems.

                2.        Mathematical Development:  Level 3.  Using algebra, geometry, or shop math.

                3.        Language Development:  Level 5.  Understanding and enjoying literature or poetry, or making speeches.

        C.        PHYSICAL DEMANDS:

                1.        Sedentary (10 pounds maximum).

                2.        Hearing and/or talking are required for the job.  

                3.        Seeing and being continually observant and alert are required.

                4.        Handling, reaching, fingering and/or feeling are also required for this type of work.

11.        COUNSELOR'S COMMENTS:

        Although the Dictionary of Occupational Titles designates the Officer as sedentary work, the Officer is required to react appropriately for whatever circumstance arises.  This includes responding to fights, assisting when there has been a suicide attempt, and chasing an escaping detainee.  Any number of physical positions could occur during these circumstances.  The general day-to-day activities of supervising, counseling, and monitoring the unit are sedentary in nature.

        CONCLUSION

Public administration is, generally, divided into Federal, State and Local governments. (Albeit, there are some quasi-government organizations which set public policy. An example would be The Federal Reserve Board.)  
Public health issues within Public Administration are assigned by the Constitution of the United States of America, the Congress, State legislatures and Local county and city governments.

This paper has explored, in the context of an historical perspective, the rise of Public Administration in the United States and some examples of how Public Administration impacts upon Public Health.

7. Coursename: "Clinical Psychology: History and Systems"

    Major emphasis areas:          
c. Organizational Behavior Systems              
Public Administration                
Scope of Public Administration and Public Health

        PUBLIC ADMINISTRATION LABORATORY

        VOCATIONAL REHABILITATION
        EMPLOYEE'S MANUAL

Purpose:

In customary business practice, several major documents which reflect administrative policy and procedure are developed. One of those documents is the Employee's Manual. The California State Department of Rehabilitation has such a manual. Presented, below, is an alternative to that manual, for a privately owned but publicly administered company: the hypothetical Vista Grande Company. The Employee's Manual for Vista Grande is written purely for academic purposes to provide a "hands on" experience in dealing with administrative material as no such company exists (yet).
The usual, in the writing of a manual, is to begin with a computer program (such as "Employee Manual Maker", Jian Publications, Los Altos, California, 1991-1992) which guides the writer in the writing of the manual. Such a program is of particular importance as the Employee's Manual has legal implications. For example, if a particular portion of the manual is omitted (such as the Occupational Safety policy), an organization could face civil litigation if not government intervention. Thereby, the Employee's Manual is a specific legal document and specific guidelines are imperative.
The following is an Employee's Manual written for the hypothetical "Vista Grande Company" which provides Vocational Rehabilitation services to referred public clientele. Vista Grande, also, sells Vocational Rehabilitation information as a product. Below are the particulars for a manual for the Vista Grande Company.

Introduction:
        THE VISTA GRANDE COMPANY
        CONTRACTOR IN VOCATIONAL REHABILITATION SERVICES
A Vocational Rehabilitation company, such as the hypothetical Vista Grande Company, contracts to the State of California and operates under the laws and guidance of Federal and State government. In the case of Vista Grande, referrals are made from Public Administrations to the private company. Clients referred are processed through a specific Vocational Rehabilitation regimen and reports are sent back to the State. The specific Vista Grande process is in the private sector but, overall, the Vocational Rehabilitation process is a Public Administration.
The Vocational Rehabilitation process begins with California State government. Under the provision of the United States Constitution, those functions which are not, specifically, assigned to the Federal Government are the domain of local government (in this case the state government). These functions are regulated by a State Constitution and legislative codes.

STATE GOVERNMENT:
|  Public Personnel Administration
|  Organization Development in the Public Sector
State Constitutions modify the Constitution of the United States and set Public Administration policy for the individual state.  The State of California sets policy by means of a Constitution.  Under the California State Constitution, laws are enacted.  California is somewhat unusual from most state governments in that California is said to be "a codified state".  This is to say that most all policy and procedure is written into law (ie: codes).  One example of a codified organization set by law in California is the Department of Rehabilitation (set under The Welfare and Institutions Code).  The Department is an excellent case in point of how constitutional law is followed through codified public policy setting.
        "All people are by nature free and independent
        and have inalienable rights."
        Constitution Of The State Of California
        May 7, 1879

    The people of the State of California, in order to respect the       inalienable rights of the citizenry, has established by matter       of public policy a series of programs "to assist and encourage       handicapped individuals to attain their maximum usefulness and       self-sufficiency" (State of California Welfare and                 Institutions Code # 19000).  (West's Annotated California          Codes, West Publishing Company, St. Paul Minnesota, 1991.)

        THE DEPARTMENT OF REHABILITATION
Under the Constitution and by appointment of the Governor, a Director of the Health and Welfare Agency the Department of Rehabilitation is engaged to provide services to "any individual who is under a physical or mental disability which constitutes a substantial handicap to employment..." (Ibid.)
_________________________________________________________________
        Rehabilitation Services Provided by Law
__________________________________________________________________________________________________________________________________
Evaluation                      Counseling
Training services               Reader (blind)
Guidance
Placement                       Interpreter (deaf)services
Recruitment especially in:    
Rehabilitation    
Health    
Welfare    
Public Safety    
Law Enforcement    
Other service employment

Job coaching    
On the job skill training    
Worksite observation/supervision    
Consultation    
Integrating assistance    
Destination training    
Help with public support agencies    
Provider consultation    
Other job support

Physical restoration services
Maintenance
Occupational licenses, tools, equipment    
and initial stocks and supplies
Small business assistance
Rehabilitation of a group of individuals
Transportation
Other goods and services
Service to families
__________________________________________________________________________________________________________________________________
(State of California, Welfare and Institutions Code, Section 19150)
_________________________________________________________________

        The Process of the Department of Rehabilitation:        Public and Private Administration     1. Eligibility determination (Public Administration)     2. Case is opened (Public)     3. Functional Limitations established (Private sector)     4. Aptitude determination (Private)     5. Work history (Private)     6. Vocational plan (Private)     7. Appeals process (if necessary). (Public)

        Specific Rehabilitation Issues:

Within the process of the Department of Rehabilitation, from time to time, the functions after a case is opened are contracted to a private company which reports to the Department. For example, as outlined in the above process, functional limitations could be established by a private company by means of administration of psychological testing. It may be, as well, that aptitude determination could be contracted to a private company, such as the hypothetical Vista Grande Company. Another company could receive the completed testing materials from Vista Grande and report a work history and vocational plan to the California State Department of Rehabilitation.
Public contractors, such as the hypothetical Vista Grande Company, are run by people who are health care service providers. Usually, health care professionals (such as Vocational Rehabilitation Counselors) do not have a background in business. The experience, often, is one of being suddenly in business where formats and protocols such as an Employee's Manual are necessary. The following is one of those formats and protocols used in the business of administering a public program which is contracted to the private sector.

        The Vista Grande Company

        Employee
        Manual

        Welcome To Vista Grande

         This Manual provides answers to most of the          
questions about Vista Grande's benefit programs,          
policies and procedures. (From time to time, the                   information included in the Employee Manual          
may change.)

¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨            The Vista Grande Company Overall Goals:               ¨                                                             ¨¨        1. To provide customers with the best quality        ¨  ¨           services at the best price.                       ¨¨                                                             ¨¨        2. To provide employees with comparable wages        ¨  ¨           and benefits.                                     ¨¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨

At Vista Grande, it is safety first. The company believes it is a  duty to provide a safe workplace. For protection, Vista Grande has an in house safety inspection program and enlists the services of outside safety consulting firms.

Employee Selection:

Employees are selected through written application, personal interview and reference checks. After available information is evaluated, an employee is selected to become a member of the Vista Grande team.

The selection process helps Vista Grande to find and employ people who are concerned with their own personal success and the success of Vista Grande; people who want to do a job well and who perform with skill and ability; and people who are comfortable with Vista Grande and who can work well with the team.

The major qualification required for employment, compensation, advancement, and benefits are performance and a good team attitude. Employment at Vista Grande is at will. No one will be denied opportunities or benefits on the basis of age, sex, color, race, creed, national origin, religious persuasion, marital status, political belief, or disability that does not prohibit performance of essential job functions.

        Benefits With         The Vista Grande Company)These are some of the benefits Vista Grande provides for employees each year:Annual Vista Grande PartyCredit Union MembershipDental InsuranceDisability Leave Of AbsenceEducation AssistanceEmployee Assistance ProgramBereavement LeaveGroup Term Life InsuranceHealth Care InsurancePaid HolidaysPaid VacationsPersonal Leave Of AbsenceVista Grande Profit Sharing PlanRetirement PlanService AwardsShort Term Disability InsuranceSick LeaveSocial SecurityUnemployment Compensation InsuranceWorkers' Compensation Insurance

Purpose Of This Manual

This Vista Grande Manual has been prepared to inform employees about Vista Grande's philosophy, practices, and policies, the benefits provided to employees as a valued employee and the conduct expected from employees.

It is hoped the Vista Grande Manual will help employees feel comfortable with the company. Vista Grande depends on the employees. Management will answer any questions employees may have: please don't hesitate to ask.

Vista Grande's policies, benefits and rules, as explained in this Manual, may be changed from time to time. When policy is changed, employees will be given replacement pages for those that have become outdated. A copy will be placed on the bulletin boards.

        Table Of Contents
        Vista Grande

1.  Employment       
        Personnel Administration           
Personnel File       
        Employment Classifications       
        Full Time Employees       
        Part Time Employees       
        Temporary Employees       
        "Non Exempt" And "Exempt" Employees       
        Employment Policies       
        Anniversary Date       
        Aptitude & Ability Tests       
        At Will Employment       
        Bonding Requirement       
        Business Hours       
        Confidential Information       
        Credit Investigation       
        Customer Relations       
        Driver's License & Driving Record         
        Equal Employment Opportunity       
        Former Employees       
        Harassment       
        Health Examinations       
        Employee Selection       
        Introductory Period       
        Job Descriptions       
        Knowledge Of Vista Grande . . . . . . . . . . . . . . .
        Non Compete Agreement       
        Outside Employment       
        Proof Of U.S. Citizenship And/Or Right To Work       
        Relatives       
        Salesperson Agreement       
        Security Checks       
        Spouse Accepts Employment From A Competitor       
        Spouse Works For A Competitor       

        Standards Of Conduct       

2.  Compensation & Performance       
        Wage & Salary Policies       
        Call Back Pay       
        Computing Pay       
        Deductions From Paycheck (Mandatory)       
        Deductions (Other) / Direct Deposit       
        Docking From Wages       
        Error In Pay       
        Overtime Pay       
        Pay Period & Hours       
        Reporting Time Pay
        Shift Premium       
        Termination & Severance Pay       
        Time Cards / Records       
        Wage Assignments (Garnishments)       
        Performance & Compensation Reviews       
        Performance Reviews       
        Compensation Reviews       
        Work Schedule       
        Absence Or Lateness       
        Attendance       
        Breaks / Rest Periods       
        Closure After Starting Time       
        Closure Prior To Starting Time       
        Excessive Absenteeism Or Lateness       
        Lunch Period       
        Lunch Room Facility       
        Record Of Absence Or Lateness       
3.  Benefits       
        The Benefits Package       
        Eligibility For Benefits       
        Paid Leaves Of Absence       
         Holidays       
        Recognized Holidays       
        Holiday Policies       
        Vacations       
        Amount Of Vacation       
        Vacation Policies       
        Accumulation Rights       
        Payment In Lieu Of Vacation       
        Other Paid Leaves        
        Funeral (Bereavement) Leave       
        Jury Duty       
        Personal Leave       
        Sick Leave       
        Unpaid Leaves Of Absence       
        Disability (Including Pregnancy) Leave Of Absence       
        Educational Leave Of Absence       
        Election Day       
        Military Leave Of Absence       
        Military Reserves Or National Guard Leave Of Absence       
        Personal Leave Of Absence       
        Returning From A Leave Of Absence       
        Accepting Other Employment Or Going Into Business
         While On Leave Of Absence       
        Insurance Premium Payment During Leaves Of Absence       
        Insurance Coverage       
        Group Insurance       
        Disability Insurance       
        Health / Dental Insurance       
        Life Insurance       
        Termination Of Insurance       
        Government Required Coverage       
        Workers' Compensation       
        Unemployment Compensation       
        Social Security        
        Profit Sharing & Retirement       
        Profit Sharing Plan       
        Retirement Plan       
        Other Benefits       
        Annual Party Or Outing       
        Apprenticeship Program       
        Blood Bank Program       
        Credit Union Membership       
        Education Assistance       
        Employee Assistance Program       
4.  Other Policies

What Employees Can Expect From The Vista Grande Company

Vista Grande's established employee relations policy is to:

1. Operate a successful business so that a consistent level of        service is optimum.

2. Select people on the basis of skill, training, ability,            attitude, and character without discrimination with regard to      age, sex, preference, color, race, creed, national origin,         religion, marital status, political belief, or disability that     does not prohibit performance of essential job functions.

3. Pay all employees according to their effort and contribution       to the success of the business.

4. Review wages, employee benefits and working conditions             constantly with the objective of providing maximum benefits in    areas consistent with sound business practice.

5. Provide paid vacations and holidays to eligible employees.

6. Provide eligible employees with medical, disability,               retirement and other benefits.

7. Dedication to Total Quality at Vista Grande.

8. Develop competent people who understand and meet objectives,       and who accept with open minds ideas, suggestions and              constructive criticism.

9. Assure employees, after talking with their manager, an             opportunity to discuss any problem with officers of Vista          Grande.

10. Make prompt and fair adjustment of any complaints which            may arise in the everyday conduct of business.

11. Respect individual rights, and treat Vista Grande employees        with courtesy and consideration.

12. Maintain mutual respect in working relationship.

13. Provide buildings and offices that are attractive,                 comfortable, orderly and safe.

14.Promote employees on the basis of their ability and merit.

15. Make promotions or fill vacancies from within Vista Grande         possible.

16. Keep employees informed of the progress of Vista Grande,       as well as the company's overall aims and objectives.

What Vista Grande Expects From Employees

  The first responsibility is to know the job duties and how to      perform job duties effectively.

  Second, employees are expected to cooperate with management        and fellow employees and maintain a good team attitude.

How employees interact with fellow employees and those whom Vista Grande serves, and how employees accept direction can affect the success of the department. In turn, the performance of one department can impact the entire service offered by Vista Grande.
We believe in direct access to Vista Grande management. We are dedicated to making Vista Grande a company where an employee can approach a manager, or any member of management, to discuss any problem or question. We expect employees to express opinions and contribute suggestions to improve the quality of Vista Grande.

Vista Grande Personnel Administration

The task of handling personnel records and related personnel administration functions at Vista Grande has been assigned to
the Personnel Department.

Personnel File

Keeping the personnel file up to date can be important to any employee in regards to pay, deductions, benefits and other matters.

        PERSONNEL FILE            1.        Legal name            2.        Home address            3.        Home telephone number            4.        Person to call in case of emergency            5.        Number of dependents            6.        Marital status            7.        Change of beneficiary            8.        Driving record or status of driver's license.            9.        Military or draft status            10.        Exemptions on  W 4 tax formThe personnel file should include information about completion of educational or training courses, paid outside civic activities, and areas of interest and skills.

Coverage or benefits that employees and family may receive under Vista Grande's benefits package could be negatively affected if the information in the personnel file is incorrect.  Since Vista Grande refers to the personnel file when we need to make decisions in connection with promotions, transfers, layoffs and recalls.

Vista Grande Employment Classifications

    At the of hire, employees are classified as either                 full time, part time or temporary and are also told    
whether they qualify for overtime pay. Unless otherwise            specified, the benefits described in this Manual apply    
only to full time employees.

Full Time Employees

An employee who has successfully completed the Introductory Period and who works at least forty (40) hours per week is considered a full time employee.

Full time employees who have been on an approved leave of absence, upon return will be considered full time employees, provided return to work is as agreed in the provisions of leave.

Part Time Employees

An employee who works less than a regular forty (40) hour workweek is part time. Part time employees, are not eligible for benefits, except as granted on occasion or by provision of state and federal law.

Temporary Employees

From time to time, Vista Grande may hire employees for specific periods of time or for the completion of a specific project. An employee hired under these conditions will be considered a temporary employee. The job assignment, work schedule and duration of the position is determined individually.

Non Exempt And Exempt Employees

At the time of hire, employees are classified as either exempt or non exempt. Employees in non-exempt job classifications are entitled to overtime pay for hours worked in excess of eight (8) hours per day or forty hours (40) per work week. Non-exempt means not exempt from overtime pay.

Exempt employees are managers, executives, supervisors, professional staff, technical staff, officers, directors, owners and others whose duties and responsibilities allow them to be exempt from overtime pay provisions as provided by the Federal Fair Labor Standards Act (FLSA) and any applicable state laws.

Vista Grande Employment Policies

Anniversary Date

The first day of work is the anniversary date. The anniversary date is used to compute conditions and benefits described in this Manual.

Aptitude & Ability Tests

Job related tests may be given to help determine aptitude or ability to perform a specific job. Such tests may be given to candidates for job changes and promotions, as well as to new applicants. Test results will be confidential.

At Will Employment

Employment and compensation with Vista Grande is at will in that they can be terminated with or without cause, and with or without notice, at any time, except as otherwise provided by law.
Bonding Requirement

Vista Grande may require bonding. The Vista Grande Company will pay the cost of bonding. Maintainance of qualification, if bonded, is required. In the event bonding is withdrawn an employee would transfer to another position.

Business Hours

Regular operating hours are 8 A.M. to 5 P.M. Monday through Friday.Hours of work and the scheduling of the lunch period will be determined and assigned by the manager or department head. Most employees are assigned to work a forty (40) hour work week.

Vista Grande Trade Secrets and Confidential Information

Customers and suppliers entrust Vista Grande with important information relating to their businesses. The nature of this relationship requires maintenance of confidentiality.

Employment with Vista Grande assumes an obligation to maintain confidentiality, even after leaving employment.

Violation of confidentiality seriously injures Vista Grande's reputation and effectiveness. Do not discuss Vista Grande business with anyone who does not work for us. Do not discuss business transactions with anyone who does not have a direct association with the transaction.

If questioned by someone outside the company or the department, no employee is required to answer. Instead, refer the request to the manager or to the President. Disclosure of confidential information could lead to dismissal.

No one is permitted to remove or make copies of any Vista Grande records, reports or documents without prior management approval.

Credit Investigation

Following the requirements imposed by the Federal Truth In Lending and the Fair Credit Reporting Acts, Vista Grande conducts a pre employment credit check on applicants who are offered and who accept an offer of employment. Employment with us may be conditional upon review of the information in the credit check. Vista Grande reserves the right to conduct this credit check at any time after hire.

Listed, here, are several concepts to help give customers a good impression of Vista Grande:1. Act competently and deal with customers with courtesy and       respect.2. Communicate with other employees with consideration.3. Follow up on orders and questions promptly, provide             businesslike replies to inquiries and requests.4. Take great pride in work and enjoy doing the very best.

Driver's License & Driving Record

Employees whose work requires operation of a motor vehicle must maintain a valid driver's license and a driving record acceptable to the insurer. Employees will be asked to submit a copy of a driving record to Vista Grande. Any changes in a driving record must be reported to the personnel department immediately. Failure to do so may result in disciplinary action, including possible dismissal.

Equal Employment Opportunity

Vista Grande provides equal employment opportunity for everyone regardless of age, sex, color, race, creed, national origin, religious persuasion, marital status, political belief, or disability that does not prohibit performance of essential job functions.

Reinstatement Of Benefits (Bridging)

In the event return to work for Vista Grande occurs (a) within twelve (12) months of termination of previous employment with Vista Grande, and termination of previous employment with Vista Grande was in good standing, absence will be treated as a Leave of Absence. Employees may be eligible to continue benefits at the level enjoyed at the time of termination of previous employment.

Harassment

Vista Grande intends to provide a work environment that is pleasant, healthful, comfortable, and free from intimidation, hostility or other offenses which might interfere with work performance. Harassment of any sort: verbal, physical, visual will not be tolerated. Harassment may be, but is not limited to: words, signs, jokes, pranks, intimidation, physical contact, or violence. Harassment is not necessarily sexual in nature.

Sexual harassment may include unwelcome sexual advances, requests for sexual favors, other verbal or physical contact of a sexual nature when such conduct creates an intimidating environment, prevents an individual from effectively performing the duties of  their position, or when such conduct is made a condition of employment or compensation, either implicitly or explicitly.

Vista Grande employees are responsible for keeping the work environment free of harassment. Employees who become aware of an incident of harassment, whether by witnessing the incident or being told of it, must report it to any officer of Vista Grande. When Vista Grande becomes aware that harassment may exist, Vista Grande is obligated by law to take prompt and appropriate action.

Reporting Harassment

If an employee feels experience of harassment, incidents must be reported to any officer of Vista Grande. Appropriate investigation and disciplinary action will be taken. Reports will be promptly investigated with due regard for the privacy of everyone involved. Any employee found to have harassed a fellow employee or subordinate will be subject to severe disciplinary action or possible discharge.
Vista Grande will take additional action necessary to correct the situation. Vista Grande will not retaliate against any employee who makes a good faith report of alleged harassment, even if the employee was in error.

Vista Grande accepts no liability for harassment of one employee by another employee. The individual who makes unwelcome advances, threatens or in any way harasses another employee is personally liable for such actions and consequences. Vista Grande will not provide legal, financial or any other assistance to an individual accused of harassment once a legal complaint is filed.

Health Examinations

Employment with Vista Grande may be contingent on passing a physical / health examination at Vista Grande's expense. At any point during employment, employees may be asked to take a health examination (on company time and at Vista Grande's expense). A helath examination is to insure physical capability in handling tasks involved in the job position safely and without harm.

Vista Grande Introductory Period

The first (ninety (90)) days of employment at Vista Grande ie an Introductory Period. During the Introductory Period, employees will not accrue benefits unless otherwise required by law.
The Introductory Period will be a time for getting to know  fellow employees, the manager, job duties and Vista Grande's products and services. The Introductory Period is a try out time. Work habits, attitude, attendance or performance will be measured.

At the end of the Introductory Period, the manager will discuss job performance. The review is an annual job performance review.

Vista Grande Job Descriptions

Job descriptions prepared are in accordance with the Americans with Disabilities Act (ADA).

We maintain a job description for each Vista Grande position.  When duties and responsibilities are changed, the job description will be updated.

Vista Grande Policy

Knowledge Of Vista Grande

After having learned to competently perform job duties, the next step is to become familiar with other Vista Grande activities (cross training). Employees are encouraged to know about Vista Grande activity in other departments.

Non Compete Agreement

New employees, such as outside and field personnel, may be required to sign a Non Compete Agreement prepared by attorneys as a condition of employment.

Employment by Vista Grande in a full time position is expected to be the primary employment. Any outside activity must not interfere with ability to properly perform job duties.

Proof Of U.S. Citizenship And/Or Right To Work

The Immigration Reform & Control Act (IRCA) affects employees hired after November 6, 1986. For questions about IRCA, contact the Immigration & Naturalization Service (INS) by calling a help line at 1 800 777 7700. Write to INS in Washington, DC 20536.
Federal regulations require that:1) before becoming employed, applicants must complete and          sign Federal Form I 9, Employment Eligibility Verification       Form; and 2) applicants who are hired need to present documents of           identity and eligibility to work in the United States.

Relatives at Vista Grande

Should members of an immediate family are employed by Vista Grande, one may not supervise the other nor may they work in the same department. Immediate family includes spouse, children,  siblings, parents, grandparents. Also this includes spouse's children, siblings, parents and grandparents.Should two present employees marry or otherwise become closely related, they may not work in the same department. Employees working in the Personnel department may not be related to employees working outside that department.

Security Checks

Vista Grande will exercise its right to inspect packages and  parcels entering and leaving the premises.

Spouse Accepts Employment From A Competitor

Should a spouse accept employment with a competitor firm, Vista Grande reserves the right to terminate employment.

Spouse Works For A Competitor

Should a spouse be employed with a competitor firm, Vista Grande reserves the right not to hire or to terminate employment.

Vista Grande Standards Of Conduct

At Vista Grande, we hold ourselves to a high standard of quality where the rules and authority figures simply assure that quality is maintained.
Disciplinary ActionsUnacceptable behavior which does not lead to immediate dismissal may be dealt with in the following manner:                  ¨   Verbal Warning                  ¨   First Written Warning                  ¨   Second Written Warning                  ¨   Third Written Warning                  ¨   Dismissal

Written warnings will include the reasons for the manager's dissatisfaction and any supporting evidence. There is an opportunity to defend actions and rebut. The President or Senior manager will give a second opinion before dismissal.

Re: National Conference of Commissioners on Uniform State Laws at 676 N St. Clair Street, Suite 1700, Chicago, IL 60611, 312/ 921 0195

Vista Grande Wage & Salary Policies

Vista Grande has developed policies to insure wages and salaries comparable to those of other employees with similar jobs at Vista Grande and in the industry. The wage and salary policy is designed to attract and retain the best qualified people available.

Call Back Pay

State law may specify minimum call in / call back times. In some states, a minimum of 4 hours pay is required. Actual time worked may be less, and overtime rates may apply.

Staff may be asked to return to work after leaving for the day. For Calls back, there is a guarantee of a minimum of two (2) hours pay. For longer than two (2) hours, pay is for the time worked.

Computing Pay: policy applies to salaried employees only.

Should there be a salaried employee whose pay is not based on an hourly rate, there may be times when it is necessary to compensate for some daily or hourly pay. Vista Grande will compute the time using an eight (8) hour workday/ a forty (40) hour work week/ a fifty two (52) week work year/ a twelve (12) month work year].

Deductions From Paycheck (Mandatory)

Mandatory deductions include federal, state and local income tax withholding, certain state disability deductions, authorized deductions for health/life insurance, and tax deferrals.
Vista Grande is required by law to make deductions from the  paycheck (federal, state, local income taxes, Social Security). The W 2 form indicates precisely how much the earnings were deducted. Deductions will be itemized on the check stub.
Amounts of deductions depend on earnings and information furnished using a W 4 form regarding the number of dependents/exemptions claimed.
Changes in name, address, telephone number, marital status or number of exemptions must be reported to the personnel department. Other mandatory deductions to be made from the  paycheck, such as court ordered attachments will be explained by Vista Grande first.

Deductions (Other) / Direct Deposit

It is possible to authorize Vista Grande to make additional deductions from the paycheck, such as for Christmas Clubs, credit union loan payments and payroll savings plans or to deposit each paycheck directly into a savings or checking account at a participating bank.

Repayment Of Company Loan / Payroll Advance

Funds owed to Vista Grande may be deducted from current wages according to the terms and conditions agreed upon at the time of advance or loan.

Error In Pay

Every effort is made to avoid errors in the paycheck. If an error has been made, tell a manager.

Overtime Pay

This policy applies to non exempt employees only.

        As overtime pay for work in excess of 8 hours per day is only required in certain states, employees may have the option of a 4 day, 10 hour per day work week without overtime.

From time to time, it may be necessary to perform overtime work in order to complete a job on time. Overtime must be approved in advance.

There are two types of overtime work:

1. Scheduled Overtime: Scheduled overtime work is announced in advance. Overtime involves an entire department or operation. Overtime becomes part of the required workweek in the department or operation.

2. Incidental Overtime: Incidental overtime isn't scheduled, it  becomes necessary in response to extenuating circumstances.
Incidental overtime may become necessary when an illness or emergency keeps co workers from being at work.

Non exempt employees who perform overtime work will be paid one and one half (1 1/2) times the regular hourly wage for any time over eight (8) hours per day or forty (40) hours per week.

Work Performed On Company Holidays

Full time non exempt employees who work on a Company holiday will be deemed to have worked overtime on that day and will be paid their overtime rate for hours worked regardless of the number of hours they work that work week.

Pay Period & Hours

Our payroll workweek begins on Sunday at 12:01 a.m. and ends on Saturday at 12:00 midnight.

Pay Cycle

Fiscal Pay Period / Bi weekly: (26 pay periods per year)  Payday is normally on every other Friday afternoon for services performed for the two (2) week period ending the previous Saturday at 12:00 midnight.
Changes will be made and announced in advance whenever Vista Grande holidays or closing interferes with the normal payday.

Paycheck Distribution & Cashing Procedures

Paychecks are:

§        distributed by the manager or
§        available at the Cashier's window, at noon on payday or
§        mailed to a home address or
§        directly deposited to the checking or savings account.    
Paychecks may not be cashed at the Company.

Reporting Time Pay

In the event of inclement weather, power/utility failure, fire, or flood employees will receive regular pay for up to three workdays.

Shift Premium

Vista Grande assigns employees to work on a second or third shift operation. These people may be paid an additional amount per hour over and above the regular rate of pay for that job as a shift premium.

Termination & Severance Pay

Give at least two weeks notice in the event of intent to leave employ. Any accrued but unused vacation time will be paid at the time of employment termination.

Wage Assignments (Garnishments)

Should court ordered deductions be taken from a paycheck, the employee will be notified. According to the Federal Wage Garnishment Act, three (3) or more garnishments may be cause for dismissal.

Vista Grande Performance & Compensation Reviews

Performance Reviews

The manager is evaluating job performance continuously.  
To avoid incomplete evaluations, Vista Grande conducts a formal review once per year for each employee.

Performance reviews will be conducted annually at the employee's anniversary date. New employees may be reviewed more frequently. A review may also be conducted in the event of a promotion or change in duties and responsibilities.

During annual performance reviews, the managerwill consider the following:            * Attendance            * Initiative            * Effort            * Attitude            * Willingness            * Knowledge            * Quality            * Quantity            * Conditions

The reason for performance reviews is to identify strengths and weaknesses to reinforce good habits and develop ways to improve.
The review is to compare and document job performance with goals and job description.

Compensation Reviews

Wage and salary increases are based on merit alone, not length of service or cost of living adjustments (COLA). Having the compensation review does not necessarily mean an increase.
Vista Grande conducts compensation reviews annually on or about each employee's anniversary date, following their performance review. Wage or salary increases will appear in the pay period ending after the dates they are granted.

Vista Grande Work Schedule

The normal workweek consists of five (5) days, eight (8) hours long, Monday through Friday.

Absence Or Lateness

From time to time, it may be necessary to be absent from work. Emergencies, illnesses, or pressing personal business can't be foreseen. Sick days and personal days have been provided for this purpose.

If unable to report to work, or if late arrival, please contact the manager. Call at least one hour before scheduled work time. If calling to inform Vista Grande of an unexpected absence or late arrival, ask for the manager directly. Notifying the switchboard operator or a fellow employee is not sufficient.
Absence from work for three (3) consecutive days without notifying your manager or the personnel administrator will be considered a voluntary resignation.

Attendance

Vista Grande expects employees to be at assigned work stations   (ready to work) at the beginning of assigned daily work hours. Vista Grande expects employees to remain at assigned work stations until the end of assigned work hours, except for approved breaks and lunch. When work takes an employee away from the work station the manager needs to know where and how long.
Be aware that excessive time off could lead to disciplinary action.

Breaks / Rest Periods

Employees are entitled to two (2) fifteen (15) minute rest breaks each day. Rest breaks will be scheduled mornings and afternoons.

Closure After Starting Time

If severe weather conditions exist and the President decides to close Vista Grande for the remainder of the day, employees will be notified. If staff are sent home before having worked two (2) hours, staff would be paid for two (2) hours of work. If staff are sent home after working two (2) hours, staff will be paid for the time worked.
If the manager asks for work after Vista Grande has closed because of severe weather conditions, employees will be paid at time and one half for the remaining hours of work beyond the announced closing time.

Closure Prior To Starting Time

If due to severe weather conditions, Vista Grande would be closed, employees would be paid for two (2) hours of work for that day.

Excessive Absenteeism Or Lateness

In general, five (5) absences in a 90 day period, or a consistent pattern of absence, will be considered excessive, and the reasons for the absences be questioned. Tardiness or leaving early is as detrimental to Vista Grande as an absence. Three (3) such incidents in a 90 day period will be considered a tardiness pattern and will carry the same weight as an absence.

Lunch Period

If working longer than four (4) hours, employees will be given an unpaid lunch period. The time when lunch periods are scheduled varies among departments, depending on the needs of each department. The manager has the lunch period schedule.

Employees may leave the premises during your lunch period once  signing out. It is important to return to work on time and sign in.

Lunch Room Facility

Vista Grande provides a lunch room equipped with several machines, ample seating, microwave oven and a refrigerator for employees who want to bring their lunch from home. Please keep the lunch room clean and sanitary. Label stored food with name and date. Food stored in the refrigerator for more than 2 days will be discarded.

Record Of Absence Or Lateness

If absent due to illness for three (3) or more successive days, submit written documentation from your doctor. If absent five (5) or more days due to illness, provide written documentation from a doctor that you are able to resume normal work duties. You will be responsible for charges made by your doctor for documentation.

The manager will make a note of any absence or lateness in the personnel file. The attendance record will be considered when evaluating requests for promotions, transfers, leaves of absence, approved time off, and scheduling layoffs.

The Vista Grande Benefits Package

Eligibility For Benefits

Full time employees will enjoy benefits described in this manual after meeting eligibility requirements. Part time employees will have benefits required by law, after meeting the requirements set by law and the benefit plan. No benefits are available during the Introductory Period, except as otherwise provided by law. Temporary employees are not eligible for benefits.

Vista Grande Benefits
Eligibility For BenefitsPaid Leaves Of AbsenceHolidaysRecognized HolidaysHoliday PoliciesVacationsAmount Of VacationVacation PoliciesAccumulation RightsPayment In Lieu Of VacationOther Paid LeavesFuneral (Bereavement) LeaveJury DutyPersonal LeaveSick LeaveUnpaid Leaves Of AbsenceDisability Leave Of AbsenceEducational Leave Of AbsenceElection DayMilitary Leave Of AbsenceMilitary Leave Of AbsencePersonal Leave Of AbsenceReturning From Leave Of AbsenceAccepting Other Employment Insurance Premium Payment        Insurance CoverageGroup InsuranceDisability InsuranceHealth / Dental InsuranceLife InsuranceTermination Of InsuranceGovernment Required CoverageWorkers' CompensationUnemployment CompensationSocial SecurityProfit Sharing & RetirementProfit Sharing PlanRetirement PlanOther BenefitsAnnual Party Or OutingApprenticeship ProgramBlood Bank ProgramCredit Union MembershipEducation AssistanceEducation / TrainingEmployee Assistance ProgramEmployee Gift FundEmployee PurchasesFlower Policy

Paid Leaves Of Absence

Time off for any reason during a working day will count first against allotted sick days or personal days in hourly, quarter day, half day or full day increments. Once an employee has used earned sick or personal days, the time will be counted against earned vacation time. Thereafter, unless specifically excepted, any time off will be without pay.

Recognized Holidays

Company holidays include:  Good Friday, Day Before New Years, Washington's Birthday, Floating Holiday, Lincoln's Birthday, Columbus Day, Martin Luther King's Birthday, Employee's Birthday, Marriage Anniversary Day, Day Baby is Born, Jewish Holidays.

The following holidays are recognized by Vista Grande as paid holidays:Christmas Eve (1/2 day)Christmas DayIndependence DayLabor DayMemorial DayNew Year's DayPresident's DayThanksgiving Daythe Friday following Thanksgiving DayVeterans Day

Holiday Policies

Take time off for religious holidays. A day of unused (sick / personal) leave or a vacation day may be used, otherwise the time off is without pay. Notify the manager at least ten working days in advance. We schedule national holidays on the day designated by common business practice. If a holiday occurs during your scheduled vacation, you are permitted to take an extra day of vacation.

In order to qualify for holiday pay, employees work the scheduled workday immediately before and after the holiday. Only excused absences will be considered exceptions to this policy. Staff are not eligible to receive holiday pay when on a leave of absence.

Vacations

Regular full time employees are eligible for paid vacation from the completion date of the Introductory Period. Part time or temporary employee are not eligible.

Amount Of Vacation

Full time employees are eligible to accrue vacation for each calendar month of service from the completion date of their Introductory Period. The vacation accrual rate is based on length of employment, as follows:

Years Of Employment        Monthly AccrualRate (In Hours)        Total AccrualPer Year (In Days)
Less than five (5)                          6.66              10
Five (5) but less than ten (10)           10.00              15
More than ten (10)           13.33              20

If the Introductory Period completion date is within the first through the fifteenth of the month, vacation accrual is for that full month. If the Introductory Period completion date is within the sixteenth through the end of the month, vacation accrual would start on the first day of the following month.

Vacation Policies

Vacations cannot interfere with the department's operation and must be approved by the manager at least one (1) month in advance. If any conflicts arise in requests for vacation time, preference will be given for seniority.

If a company paid holiday falls during scheduled vacation period, staff will receive an additional day of vacation or holiday pay.

Accumulation Rights

Vacation time may be carried over and accumulated in subsequent calendar years to a total of 30 calendar days accumulation.

Other Paid Leaves

Bereavement Leave

Entitled: up to three (3) workdays with pay to attend a funeral and take care of personal matters related to the death of a member in the immediate family. (A parent, spouse, spouse's parent, child, spouse's child by a former marriage, brother or sister.)  One (1) day of paid funeral leave will be granted in the case of the death of a grandparent, a spouse's grandparent or sibling, or any member of the extended family living in an employee's home. Regular full time employees are eligible for paid funeral leave.

With a manager's approval, employees may take up to one full day without pay to attend funerals of other relatives and friends.  Unused personal leave or a day of earned vacation may be used for this purpose.

Paid time under this policy is given over and above any time allowed and earned under our Personal Leave policy.

Jury Duty

Time off is required by law.  No state or federal law requires pay Employees are allowed to keep the checks received for serving on a jury.

If called for jury duty,  Vista Grande allows necessary time off and wishes to help avoid financial loss because of such service. Upon completion of the Introductory Period, Vista Grande will reimburse for the difference between jury pay and regular pay, not to exceed eight (8) hours per day, for a maximum of ten (10) business days. Notify the manager within forty eight (48) hours of receipt of the jury summons.

On any day or half day staff are not required to serve return to work. In order to receive jury duty pay, present a statement issued by the court for jury service to the manager.

Personal Leave

Full time non exempt employees, after the Introductory Period is completed, are eligible to take five (5) days of paid personal leave during each calendar year. Use personal leave in units of no less than two hours at any one time. Personal leave time is to be used to accomplish  personal business that cannot be accomplished during time other than working hours. Request personal leave time from the manager in advance. Obtain approval. During the first calendar year, the earned personal leave time is prorated.

If required to take a disability leave of absence, accrued personal leave will be paid at the time the leave commences.

Employees going on unpaid required military leave of absence may apply personal leave at the time the leave commences.

If on an approved leave of absence for less than thirty (30)  days, personal leave eligibility will not be affected; should the leave extend beyond thirty calendar days, personal leave time will not continue to accrue.

Personal leave policy does not apply to exempt employees. Personal leave does not apply if needed as a result of self inflicted injury, illegal substance abuse or alcohol abuse, illness/injury incurred while in the act of committing a felony.

In the event of an illness or injury which is covered by workers' compensation insurance, this personal leave policy will not apply.

Personal leave time may be carried over and accumulated from year to year, up to a maximum of ten (10) days. At the time of termination of employment, any unused personal leave will be paid at the straight time rate.

Sick Leave

To qualify for sick leave: a full time employee and have completed the Introductory Period.
Time taken off before completion of the Introductory Period will be without pay. If absent from work because of a personal illness, staff are eligible to receive regular straight time pay, eight (8) hours per day, for up to six (6) days per calendar year. Use sick leave in units of no less than two (2) hours at any one time.

If employed for a full year with Vista Grande, an employee will be eligible for paid sick days (upon completion of the  Introductory Period) as follows: one half (1/2) day for each month from the time of completion of the Introductory Period through the end of the calendar year.

Sick leave is used for visiting a physician, dentist or other medical practitioners. Time may be used for tending to a serious illness suffered by a member of the immediate family.

Vista Grande requests proof of illness and uses a company appointed physician to examine the employee. Some states do not permit a company appointed physician to be used unless the employee willingly agrees.

If required to take a disability leave of absence, any accrued sick leave will be paid at the time the leave commences; should the leave extend beyond thirty (30) days, sick leave will not continue to accrue.

If on an approved leave of absence for less than thirty (30) days, an employee's sick leave eligibility will not be affected; should the leave extend beyond thirty (30) calendar days, sick leave time will not continue to accrue.

This sick leave policy does not apply to exempt employees. It does not apply if sick leave is needed as a result of self inflicted injury, illegal substance abuse or alcohol abuse, or illness or injury incurred while in the act of committing a felony.

In the event of an illness or injury covered by workers' compensation, this sick leave policy will not apply, but will defer to state statutes.

Sick days do not accumulate from year to year. If unused sick days are available at the end of the calendar year, or upon the termination of employment with Vista Grande, employees will be paid for that time at the regular base rate.

Unpaid Leaves Of Absence

For medical, personal, or other reasons, temporary release from job duties is allowed. Under such circumstances, there is potential eligiblity for unpaid leave of absence. An unpaid leave of absence may be granted for a minimum of thirty (30) days and a maximum of six (6) months.

Disability (Including Pregnancy) Leave Of Absence

The policy below is essential due to the terms of the Federal Pregnancy Act.

Vista Grande may grant an unpaid leave of absence for illness, disability  or pregnancy. To request a disability leave of absence from the manager, submit (or have someone submit for you) a statement of ill health or disability from a physician. (Pregnancy is treated, for the purposes of policy, the same as an illness or disability.) An approved disability leave may be granted for up to ninety (90) days. If necessary, there can be a request for extensions in thirty (30) day increments for a maximum of one (1) year. Whenever possible, staff are required to give as much notice as possible of pending need for a disability leave of absence. Job status is protected to the extent that Vista Grande will allow employees to return to former work, or similar work if available.

At the time the disability leave begins, any accrued personal leave or sick leave will be paid. Vacation time previously earned (but not used) at that time will also be paid. These benefits continue to accrue during a leave of less than thirty (30) calendar days.

Educational Leave Of Absence

An educational leave of absence may be approved if the desired curriculum is of mutual benefit to an employee and Vista Grande. Apply in the same manner as for a personal leave of absence.

Election Day

Vista Grande encourages exercising voting rights in local,  state, and national elections. Since the polls are open for long periods, employees are encouraged to vote before or after regular working hours. If it should be necessary, employees may take up to two hours leave from work to vote in a governmental election or referendum. Employees will be expected to notify a manager at least one week in advance. Staff will be paid for such time. Personal leave time, if available, may be used for this purpose.

Military Leave Of Absence

If Full time employees are inducted into the United States Armed Forces, they will be eligible for re employment after completing military service, provided:

1.   Orders are shown to a manager upon receipt.2.   Satisfactorily completion of active duty service.3.   Entrance into military service is direct from Vista             Grande employment.

Military Reserves Or National Guard Leave Of Absence

This policy is required under federal law for National Guard or Reserve Service.

Employees who serve in U. S. military organizations or state militia groups may take the necessary time off without pay to fulfill this obligation, and will retain all legal rights for continued employment under existing laws. Employees may apply accrued personal leave and unused earned vacation time to the leave. They are not under obligation. Notify the manager as soon as aware of the dates on duty so that arrangements can be made for replacement during the absence.

Personal Leave Of Absence

In special circumstances, Vista Grande may grant a leave for a personal reason (not for taking employment elsewhere or going into business). Request an unpaid personal leave of absence from the manager. A personal leave of absence must not interfere with the operations of Vista Grande. The manager will submit the  request to management for approval.

A personal leave of absence may be granted for up to thirty (30) days. If leave is extended for more than thirty (30) days, vacation and other benefits will no longer continue to accrue. Consult the group insurance booklet to determine insurance coverage during a leave of absence. Failure to return from a leave at the time agreed will result in termination of employment.

Returning From A Leave Of Absence

Notify Vista Grande at least fifteen (15) days prior to expected return date. If on a disability leave of absence, employees are required to submit a statement from a physician indicating that you are fit to return to normal duties.

Accepting Other Employment Or Going Into Business While On Leave Of Absence

If any employee accepts employment or goes into business while on a leave of absence from Vista Grande, the employee will be considered to have voluntarily resigned from employment with Vista Grande as of the day on which the leave of absence began.

Insurance Premium Payment During Leaves Of Absence

Vista Grande will continue to pay a share of insurance premiums for employee coverage and dependent coverage for a maximum of six (6) months while an employee is on a disability leave of absence. While on any other type of unpaid leave of absence from Vista Grande, an employee will be responsible for paying the total premiums for coverage and that of dependents while on leave. Failure may result in loss of coverage and possible refusal by the insurance carrier to allow coverage to be reinstated.

Insurance Coverage

Group Insurance

A comprehensive health and life insurance program is available for staff and families. Vista Grande provides group insurance underwritten by a national insurance carrier. After completion of ninety (90), your Introductory Period, employees become eligible for coverage. At that time, employees choose to accept the insurance coverage, or not. Becoming eligible does not necessarily mean becoming covered.

The following benefits are provided, as defined and limited in the literature provided by our insurance company:          *        Group Term Life Insurance          *        Accidental Death & Dismemberment Insurance          *        Major Medical and Surgical Coverage          *        Dental Care Coverage          *        Vision Care Coverage          *        Medical Health Care Coverage          *        Dependents' Health Care Coverage

When choosing insurance coverage, the insurance company provides a booklet describing the benefits: a copy of the booklet will be given to employeesu when joining the program.

Vista Grande pays 50% of the premiums for insurance coverage. Employees pay 50% of the insurance premiums for  coverage plus 100% of the premiums for insurance coverage of eligible dependents through payroll deduction.

We offer COBRA rights under federal law.

Portability: In the event of termination of employment with Vista Grande or loss of eligibility to remain covered under our group health insurance program, former employees and eligible dependents may have the right to continued coverage under Vista Grande health insurance programs at your own expense. (This does not affect the conversion privilege as stated in the insurance policy.)

Disability Insurance

Federal law requires leave of absence time for disability due to pregnancy to be equal to that allowed for disabilities that affect anyone.

If a regular full time employee of Vista Grande, employees are protected through a short term disability insurance policy from financial hardship if totally disabled because of illness or accident that is not job related.

Disability Insurance coverage includes    
hospital,    
medical,    
surgical,    
laboratory,    
x ray,    
major medical.

Total disability means that an employee can't perform any position that Vista Grande has available, that you are qualified for and normally able to perform. (Workers' Compensation benefits protect employees if involved in a job related sickness or accident.)

Optional Additional Coverage

Employeesu may obtain additional disability coverage for the family by making the appropriate application and agreeing to a deduction from the paycheck to pay additional premiums.

Health / Dental Insurance

We have selected the plan we feel provides the best coverage for our employees. Refer to the literature provided by our insurance company for details about health and dental coverage.

Life Insurance

If a regular full time employee of Vista Grande, employees are covered by our Group Life Insurance. Refer to the literature provided by the insurance company for details on life insurance coverage.

Termination Of Insurance

Your insurance will terminate when the insurance policy terminates, when you fail to make an agreed contribution to premium when due, when you cease to be eligible for coverage under the terms of our group insurance program, or when you cease to be employed as a regular full time employee eligible for the insurance.

Government Required Coverage

Workers' Compensation

The California] Workers' Compensation Law is a no fault insurance plan supervised by the State and one hundred percent (100%) paid for by Vista Grande.
The State law was designed to provide benefits for injury which is suffered in connection with employment. Under provisions of State law, if work injury occurs, an injured worker is eligible to apply for Workers' Compensation.

Workers' Compensation

Prior to State Workers' Compensation, the injured worker had to bring litigation against an employer to recover medical costs and lost wages. Lawsuits were not speedy. Courts had to decide fault and damages. In most cases, the injured worker was unable to recover damages.

Coverage

Every Vista Grande employee is protected by Workers' Compensation. Any injury is covered  caused by the job (not just serious accidents, but even first aid type injuries) may be covered if job related. Coverage begins immediately and continues when working for Vista Grande. Workers don't have to work a certain length of time. There is no need to earn a minimum amount of wages before protection occurs.

Injuries, no matter how slight, must be reported immediately to a manager to assure consideration under Workers' Compensation Insurance, should complications develop later. A manager will see that you receive medical attention.

There are no reports to complete; no forms to sign. Just tell the manager what, where, when, and how it happened    enough information so that the manager can arrange medical treatment and complete the necessary reports. In an emergency, an employee may go to one of the medical facilities nearby. Later, you may be required to furnish your manager with written statements regarding the on the job accident so that Vista Grande may document the incident, and so you may receive the benefits to which you are entitled. (Failure to do this could result in loss of benefits.)

Prompt reporting is necessary. Benefits are automatic but nothing can happen until your employer knows about the injury. Insure right to benefits by reporting every injury, no matter how slight.

Workers' Compensation Benefits

California law guarantees three kinds of workers' compensation benefits:

1. Medical care to take care of the injury, including doctor bills, medicines, hospital costs, fees for lab tests, x rays, crutches. There is no deductible. Costs are paid directly by the Workers' Compensation Insurance carrier.

2. Rehabilitation services: If the injury prohibits return to a usual and customary job, an injured worker may qualify for Vocational Rehabilitation and retraining. Costs are paid directly by Vista Grande through the Workers' Compensation Insurance carrier.

3. Cash payments for lost wages     The most common kind of payments, for temporary disability, would be made for as long as a physician says you're unable to work. Additional cash payments may be made after disability which is a permanent handicap.

Cash Payments:

Payments consist of two thirds of your average weekly wage, up to a maximum amount set by the State Legislature. The amount of the payments, and when and how they'll be paid, are regulated by State law. Workers' Compensation payments are tax free. There are no deductions for state or federal taxes or Social Security.
If you report the injury promptly, you should receive the first compensation check within 14 days. After that you'll receive a check every two weeks until the doctor says you're able to go back to work. For extremely serious injuries, the payments may continue for life.

Although Vista Grande will pay for the time lost because of a work related accident during the remainder of the normal workday in which the accident occurs, Workers' Compensation payments for lost wages aren't made for the first three days you're unable to work including weekends. However, if you're hospitalized or off work more than 21 days, payments will be made even for the first three days.

Appeals

Fortunately, most claims    better than 9 out of 10    are handled routinely. Workers' Compensation benefits are automatic and in the amounts are set by the Legislature. If you think you haven't received benefits due, please contact your manager at Vista Grande.

If you're not satisfied with your manager's explanation, get advice from the nearest office of the State Division of Industrial Accidents. If the problem still can't be resolved, it may be necessary to file an Application for Adjudication with the Workers' Compensation Appeals Board.

The Appeals Board is a court of law. You can represent yourself  but you may want to hire an attorney. If you do, the fee, about $630 on the average, will be deducted from any benefits awarded you by the Appeals Board.

If it's necessary to appeal to resolve the case, one year from the date of the injury, or one year from the date of your last medical treatment is the limitation. Time is of the essence: waiting longer than a year could mean losing the right to benefits.

Other Benefits

If the injury is very serious    one where you won't be able to work for a year or more    you may be eligible for additional benefits from Social Security. For information contact the nearest office of the Social Security Administration, or discuss your situation with the claims representative of Vista Grande's Workers' Compensation Insurance carrier.

Unemployment Compensation

Vista Grande pays a percentage of its payroll to the Unemployment Compensation Fund according to Vista Grande's employment history. If you become unemployed, you may be eligible for unemployment compensation, under certain conditions, for a limited period of time. Unemployment compensation provides temporary income for workers who have lost their jobs. To be eligible one must be willing and able to work. One should apply for benefits through the State Employment Office.

Vista Grande pays the entire cost of Unemployment Compensation Insurance.

Social Security

The United States Government operates a system of contributory insurance known as Social Security. As a wage earner, employees are required by law to contribute a set amount of the weekly wages to the trust fund from which benefits are paid. As your employer, Vista Grande is required to deduct this amount from each paycheck  you receive. In addition, Vista Grande matches your contribution dollar for dollar, thereby paying one half of the cost of your Social Security benefits.

Vista Grande Profit Sharing & Retirement

Profit Sharing Plan

According to the Vista Grande Profit Sharing Plan, Vista Grande may grant a profit sharing award determined by Vista Grande's profitability. The amount of award represents a fixed percentage of eligible base earnings.

Regular full time employees and part time employees who work at least one thousand (1,000) hours per year are eligible to participate in the Profit Sharing Plan once they have completed six (6) months of employment. Federal law requires that part time employees who work at least 1,000 hours per calendar year be eligible to receive profit sharing benefits. Eligible employees who are on the payroll on the last day of the fiscal year will receive an award if one is granted, provided they remain on the payroll on the payment date of the award. Eligible base earnings begin to accrue on the pay period following the completion of six (6) months of employment, and continue to accrue for the remainder of the fiscal year. Payments for any overtime, commissions, bonuses are not included in eligible base earnings.

The Vista Grande Retirement Plan

Federal law requires that part time employees who work at least 1,000 hours per calendar year be eligible to receive retirement benefits. (Employee Retirement Income Security Act (ERISA)
The Vista Grande Company has an Employees' Retirement Plan to provide eligible employees (who have completed sufficient service) with a monthly pension benefit upon retirement. The Plan includes provisions for normal retirement at age sixty five (65), and early retirement or disability retirement benefits for employees meeting qualifications.

Regular full time employees and part time employees who work at least one thousand (1,000) hours per year are eligible to participate in the Employees' Retirement Plan. Participation in the Plan begins on the first day of the month following the initial hire date.

The details regarding Vista Grande and employee contributions, vesting, administration, investments are provided in the separate literature for the Employees' Retirement Plan, which was given with this Manual when you were hired.

Statement Of Employee Retirement Income Security Act (ERISA) Rights. As a participant in the Vista Grande Employees' Retirement Plan, you are entitled to examine the Plan documents and the annual report and plan description filed with the U.S. Department of Labor. This inspection may be made during normal business hours.

The Vista Grande Annual Party

Vista Grande sponsors at least one annual party. Watch the bulletin board for details.

The Vista Grande Apprenticeship Program

Vista Grande has established a free Apprenticeship Program. It involves an approximate four (4) year commitment but requires no prior experience or training. Participants must complete 8,000 hours of paid on the job training and 144 hours of classroom instruction at designated schools.

The Vista Grande Blood Bank Program

Vista Grande offers free membership in the group Blood Bank Program. A membership covers each employee and dependents from enrollment. There is no age or physical requirement for membership.

The Vista Grande Credit Union Membership

Employees of Vista Grande are eligible for membership in the Credit Union. Membership can enable employees to borrow money at low interest rates. One may save money and maintain an IRA account with the credit union.

Services include:

        *        Share Accounts
        *        Share Drafts
        *        Individual Retirement Accounts (IRA)
        *        Certificates of Deposit
        *        Christmas Clubs
        *        Payroll deductions
        *        Loans
        *        Accidental Death & Dismemberment Insurance
        *        Financial counseling
        *        Family memberships

Savings accounts may be opened through a minimum payroll deduction of $5.00 per week. What you save is up to you; you are in control. Ask your manager for details on how to join the credit union.

Vista Grande Education Assistance

Employees pay for the class themselves, then are reimbursed when the class is completed. Full time employees may continue education in a related field. Vista Grande will reimburse all or part of the registration and tuition costs. Courses must be pre approved. Once the course is completed, submit a certified transcript of grades, with receipts for expenses. Vista Grande will reimburse as described below for the portion of the registration and tuition that is pre approved. Incentives have been established to reward better then average performance.

To qualify for this Education Assistance benefit:

        1.        Advise Vista Grande prior to enrolling for the class.

        2.        The course must be job oriented and offered by an approved    educational institution.

        3.        The amount of course reimbursement is based on the final        grade you receive for the course, as follows:

        A = 100%        B = 80%        C = 50%         D., F. = 0%

        4. One (1) full year of service with Vista Grande is required.

        5.        If employment with Vista Grande terminates within one (1)       year after completing the course Vista Grande must be paid      back.

        6.        If you are eligible to receive educational benefits from        other sources, such as the Veterans Administration, Vista       Grande will not reimburse your educational expenses.

Education/Training (Attending Seminars/Training Sessions)

From time to time, Vista Grande may arrange to have both formal and informal training programs to enable you to progress in your technical knowledge of our business. Several times a year, employees are selected to attend schools, workshops, or training programs. You will receive a normal paycheck while attending these schools or workshops. All or a portion of the expenses for off premises training will be paid for by Vista Grande depending on the nature of the course.

Vista Grande Employee Assistance Program

Vista Grande provides an Employee Assistance Program (EAP) which is designed to provide a confidential service for our employees whose personal problems are affecting their abilities to function at top efficiency. This service is available to full time employees and immediate families. Arrangements will be made for a professional who is specially trained in the problem area, including:

        *        Alcoholism
        *        Domestic violence
        *        Drug dependency
        *        Eating disorders
        *        Emotional illness
        *        Family problems
        *        Financial problems
        *        Legal problems
        *        Marital conflict

Confidentiality is one aspect of the program. No information concerning the nature of an employee problem will be released without employee's written consent. Participation in the Employee Assistance Program will not affect future promotional opportunities. Vista Grande assumes the costs for the Employee Assistance Program assessment and referral. Other costs, such as  treatment, are generally covered in part or in full by the group insurance plan.

Other Vista Grande Policies

Vista Grande Bonuses

It has been a practice of Vista Grande to distribute annual merit bonuses when profits permit. Bonuses are determined on the basis of attendance, attitude, cooperation, efficiency, initiative, knowledge, performance, salary and length of service.

Bulletin Boards

Bulletins and bulletin board(s) are Vista Grande's way of keeping employees informed about new policies, changes in procedures and special events. Authorized personnel are permitted to post, remove or alter notices on bulletin boards.

Community Activities

Vista Grande encourages and supports participation in service activities that contribute to the community. We will reimburse up to three (3) hours per month at your regular hourly rate, and allow you to take three (3) hours of normal work time to participate in an approved community service activity.

For reimbursement, provide your manager with a voucher from the community organization where you served, indicating the date and amount of time contributed. Some eligible service activities might include:Blood driveCommunity health screeningCommunity clean up projectsBig Brothers/Big Sisters activitiesFood drivesToys for TotsUnited Way drivesCommunity recycling centerLocal museumRed CrossAssisting physically challenged or confined individuals(This must be through a community organization.)Assisting elderly citizens(This must be through a community organization.)

Company Meetings

On occasion, we may request that you attend a company sponsored meeting. If this is scheduled during your regular working hours, your attendance is required. If it is held during your non working hours and you decide to attend, you will be paid for the time you spend traveling to and from the meeting as well as for time spent at the meeting, but only if you are one of our non exempt employees.

Computer Software (Unauthorized Copying)

Vista Grande does not condone the illegal duplication of software. The copyright law is clear. The copyright holder is given certain exclusive rights, including the right to make and distribute copies. Title 17 of the U.S. Code states that "it is illegal to make or distribute copies of copyrighted material without authorization" (Section 106). The only exception is the users' right to make a backup copy for archival purposes (Section 117). For more information contact: The Software Publishers Association, 1730 M St., NW, Suite 700, Washington, D.C. 20036, (202) 452 1600, Piracy Hotline 1 800 388 7478

Contributions

Vista Grande makes donations to worthwhile charities and colleges in its own name. Contributions considered worthwhile include health drives and community youth activities. Contributions are made only in communities where we have a store location or where our employees benefit from these contributions. We make no contributions to churches or other organizations where such contributions will only benefit the members of that organization.
Conversion Privileges

At your exit interview or upon dismissal, you will learn how you can continue your insurance coverage and any other benefits you currently enjoy as an employee that are eligible for continuation. (COBRA law applies.)

Department Meetings

From time to time, your manager will schedule department meetings before, during, or after work. It's to your advantage to be at these meetings. If your attendance at Department Meetings is mandatory, you will be informed in writing. Failure to attend may involve a penalty.

Personal Appearance

Please understand that you are expected to dress and groom yourself in accordance with accepted social and business standards. Each manager or department head is responsible for establishing a reasonable personal appearance code appropriate to the job you perform.

Employee Referral / Recruitment Bonus

Open positions will be posted on our bulletin board. You are encouraged to recommend and refer qualified candidates for employment with Vista Grande. If you know of someone who would like to work here, we will be glad to consider them for appropriate openings. Should your candidate be hired by Vista Grande to a full time position, and that person satisfactorily completes six (6) months of employment, you will receive a bonus amount for an exempt position referral or a bonus amount for a non exempt position referral.

Entry After Hours

You are not allowed to enter Vista Grande property after normal working hours for any reason without the express approval of your manager or the manager on duty.

Exit Interviews

In instances where an employee voluntarily leaves our employ, Vista Grande management would like to discuss your reasons for leaving and any other impressions that you may have about Vista Grande. If you decide to leave, you will be asked to grant us the privilege of an exit interview. During the exit interview, you can express yourself freely. Information will be kept strictly confidential and will in no way affect any reference information that Vista Grande management will provide another employer about you.

Expense Reimbursement

You must have your manager's written authorization requisition prior to incurring an expense on behalf of Vista Grande. To be reimbursed for authorized expenses, you must submit an expense report accompanied by receipts and approved by your manager. Submit your expense report each week.

If you are asked to conduct company business using your personal vehicle, you will be reimbursed at the rate of $.24 (mileage reimbursement rate) per mile. Please submit this expense on the expense report.

Fire Drills

We schedule drills throughout the year for employee safety. Your manager can answer any questions you may have about what to do.

First Aid

Required OSHA posters are on display in company facilities. Occupational Safety & Health Administration offices in Washington, D.C. at (202) 523 9667.

Federal law (OSHA) requires that we keep records of illnesses and accidents which occur during the workday. The California state Workers' Compensation Act requires reporting illness or injury on the job, no matter how slight. If you fail to report an injury, you may jeopardize your right to collect workers' compensation payments as well as health benefits. OSHA also provides for your right to know about any health hazards which might be present on the job.
Gifts

Advance approval from management is required before an employee may accept or solicit a gift of any kind from a customer, supplier or vendor representative. Employees are not permitted to give gifts to customers or suppliers.

Grievances & Suggestions

To provide for prompt, efficient evaluation of and response to grievances/suggestions, Vista Grande has established a formal Grievance/Suggestion Procedure for employees. It is Vista Grande's policy to give full consideration to every employee's opinion. There will be no discrimination against or toward anyone for his or her part in presenting grievances/suggestions.

Under this policy, a grievance is defined as any event, condition, rule, or practice which the employee believes violates his or her civil rights, treats him or her unfairly, or causes him or her any degree of unpleasantness or unhappiness on the job. A grievance may also deal with an attitude, a statement, or an opinion held by a manager or fellow employee.

The Grievance/Suggestion Procedure is:

1. See Your Manager First.

If you feel that any working condition, policy, practice, or action by Vista Grande or by any member of management is unjust, you should tell your manager about it and discuss the matter confidentially and in private. Stay in your workplace and contact your manager or other manager. Establish with your manager an appropriate time and place to discuss your concern.

2. Put It In Writing.

Explain the present situation, the desired condition, and your proposed solution/suggestion. Submit this completed form to  management.

If, after discussion with your manager, the situation remains unsettled, the matter should be referred to senior management. Describe the situation or problem, name any witnesses if applicable, and be sure to mention any times, dates, and places. Also, include a summary of your communications with your manager on the subject. Put this information into an envelope, seal it, mail or deliver it to the immediate manager of your manager.

3. Grievance/Suggestion Conference.

Your manager's immediate manager will review the grievance/suggestion and call you in for a scheduled conference. In most cases, the matter will usually be resolved at this stage.

If you are still displeased with the decision rendered, you should bring the problem directly to the President. The problem will be discussed and a final decision rendered. The President's decision will be binding.

Inspection Of Packages

Vista Grande reserves the right to inspect packages or closed containers brought into or taken out of the work area.

Open Door Policy & CounselingYou will be expected to use the Grievances/Suggestions Procedure outlined prior in this Employee's Manual to resolve a problem. However, if the problem or complaint is of a personal nature, or a very delicate matter, you may meet first with any member of management, including the President, to discuss it.

Personal Phone Calls & Mail

Please keep personal phone calls to a minimum    they must not interfere with your work. You are permitted to make limited local area calls on company telephones for essential personal business during lunch or break periods. Emergency calls regarding illness or injury to family members, changed family plans, or calls for similar reasons may be made at any time. Incoming urgent calls will be directed to you. Please don't use Vista Grande as a personal mailing address, and do not put personal mail in the stacks that are to be run through the postage meter.

Personal Property

Due to the strict liability guidelines of our insurance carrier, you are not to keep personal equipment or vehicles on Vista Grande property where damage or fire could result. Vista Grande cannot assume any responsibility for loss or damage to personal property of any employee.

Promotion Policy

It is policy to advise employees about advancement opportunities by means of bulletin boards or other suitable methods. Please submit your request for consideration for a specific position directly to your manager.

Recycling, Waste Prevention & Conservation

Vista Grande actively recycles as many materials as possible:
You will be given two small containers (one for white paper and one for computer paper) to go on or near your desk. When you're through using any paper, simply put it into the appropriate container instead of the trash can. When either of your containers is full, empty the contents into one of the central containers stationed on your floor.

Restricted Areas

In the interest of safety and security, certain portions of Vista Grande's facilities may be restricted to authorized personnel only. Such areas will be clearly marked.

Safety Rules

Required OSHA posters are on display in the facility.
Safety is everybody's business. Safety is to be given primary importance in every aspect of planning and performing Vista Grande activities. We want to protect you against industrial injury and illness, as well as minimize the potential loss of production.

Please report injuries (no matter how slight) to your manager immediately, as well as anything that needs repair or is a safety hazard. Below are some general safety rules. Your manager or department head may post other safety procedures in your department or work area:

*        Avoid overloading electrical outlets with too many             appliances or machines.
*        Use flammable items, such as cleaning fluids, with             caution.
*        Walk    don't run.
*        Use stairs one at a time.
*        Report to your manager if you or a co worker becomes ill       or is injured.
*        Ask for assistance when lifting heavy objects or moving         heavy furniture.
*        Smoke only in designated smoking areas.
*        Keep cabinet doors and file and desk drawers closed when        not in use.
*        Never empty an ash tray into a waste basket.
*        Sit firmly and squarely in chairs that roll or tilt.
*        Wear or use appropriate safety equipment as required.
*        Avoid horseplay or practical jokes.
*        Start work on any machine only after safety procedures          and requirements have been explained.
*        Operate motorized equipment if authorized by your               manager. Operators must be certified by Vista Grande.
*        Keep your work area clean and orderly, the aisles clear.
*        Stack materials only to safe heights.
*        Watch out for the safety of fellow employees.
*        Use the right tool for the job. Use it correctly.
Occupational Safety & Health Administration offices are in Washington, D.C. at (202) 523 9667.

        Security
Maintaining the security of Vista Grande buildings and vehicles is every employee's responsibility. Develop habits that insure security as a matter of course.For example:          *        Always keep cash properly secured. If you are aware that     cash is insecurely stored, immediately inform the person     responsible.          *        Know the location of alarms and fire extinguishers,       and familiarize yourself with the proper procedure for        using them, should the need arise.          *        When you leave Vista Grande's premises make sure that    entrances are properly locked and secured.

Seniority

Many of your benefits, like vacations, are determined by seniority. Also, seniority is one of the factors recognized when making promotions. Therefore, seniority is very important to you as an employee.

You must complete an Introductory Period when you are hired. During this period, you carry no seniority rights. If you are retained after the Introductory Period, you will be credited with seniority. Your seniority will reflect your length of employment beginning on the date on which you began work (Anniversary Date).

Smoking

Please don't smoke in areas where you are directly serving customers and where it may be offensive to your co workers. If you smoke, there are a variety of places appropriate for you to enjoy a short break. Please do not smoke in restricted areas.

Solicitations & Distributions

Solicitation for any cause during working time and in working areas is not permitted. You are not permitted to distribute non company literature in work areas at any time during working time. Working time is defined as the time assigned for the performance of your job and does not apply to break periods and meal times. Employees are not permitted to sell chances, merchandise or otherwise solicit money or contributions without management approval. Persons not employed by Vista Grande are prohibited from soliciting or distributing literature on company property.

Substance Abuse

You are expected to be in suitable condition while at work, allowing you to perform your job effectively and safely.

Theft Property theft of any type will not be tolerated by Vista Grande. We consider property theft to be the unauthorized use of company services or facilities or the taking of any company property for personal use. Unauthorized possession or removal of company property is a serious offense. Employees violating this policy will be subjected to discipline up to and including possible dismissal and prosecution.

Use Of Company Vehicle

Traffic Violations

If you are authorized to operate a company vehicle in the course of your assigned work, or if you operate your own vehicle in performing your job, you will be considered completely responsible for any accidents, fines or traffic violations incurred. Your manager will advise you on what to say and do (and what not to say and do) in the event of a vehicular accident.

If you are authorized to use a Vista Grande vehicle for company business, you must adhere to the following rules:

        1. You must be a licensed driver.

        2. You must maintain weekly mileage reports.

        3. You are responsible for following the manufacturer's recommended maintenance schedules to maintain valid warranties, and for following the manufacturer's recommended oil change schedule.

        4. You are responsible for paying any moving violation tickets. Also, please park appropriately    parking violations will not be paid by Vista Grande.

        5. You must keep the vehicle clean. You will be reimbursed for reasonable expenses. Retain a receipt for reimbursement.

        6. Do not allow persons not authorized or employed by Vista Grande to operate or ride in a company vehicle.

        7. Prior to operation of any company vehicle, the manager will train you on the appropriate steps to take if you are involved in an accident    filling out the accident report, getting names of witnesses.

Visitors to Vista Grande

Our insurance prohibits unescorted visitors in our facilities. Visitors are not permitted on Vista Grande property without prior permission; no visitors are permitted in working areas. If you are expecting visitors, please request permission from your manager and ask your visitors to see your manager when they arrive.

Disclaimer:  The Employee's Manual is taken from a computer program format. The entirety had to be rewritten (it was so bad) but there may be inadvertent phrases retained.

CREDIT FOR PAST EXPERIENCE:

7. Coursename: "Clinical Psychology: History and Systems"                
Organizational Behavior Systems

        P U B L I C   A D M I N I S T R A T I O N
        AND
        VOCATIONAL REHABILITATION
        A Laboratory

EXPERIENCE:              
PROGRAM EVALUATION              
TEAM BUILDING                                                      ROLE CLARIFICATION                                                 GROUP FACILITATION                                                 MANAGEMENT DEVELOPMENT

             Additional information is being provided for:              
SURVEY METHODOLOGY              
WORK DESCRIPTION              
WORK MEASUREMENT              
PERFORMANCE REPORTING SYSTEMS              
COST BENEFIT ANALYSIS            

EDUCATION:              
Further information is being provided for:              
BUSINESS EXPERIENCE: REAL ESTATE              
FINANCE              
OFFICE ADMINISTRATION              
ECONOMICS              
PRINCIPLES              
PRACTICE              
APPRAISAL              
PROPERTY MANAGEMENT              
LEGAL ASPECTS              
NOTARY PUBLIC

        PAST EXPERIENCE DESCRIPTIONS:

PROGRAM EVALUATION:

Statement of the Organizational Problem: A government funding source (State of Maryland, Department of Health) needed a first 100 day evaluation to justify continuation of a crisis intervention program (Grassroots, Inc., Columbia, Md.).

2.) My role in resolving the problem using this method (Program
Evaluation).I was hired for one year as the evaluator for the
program. Statistical Analysis was to be the method using a
questionnaire for employees to fill out.  The purpose was a. to
quantify the work and b. to record information in
concrete, observable terms.  For this, I designed, implemented     and evaluated a questionnaire report form.

The organization was a Crisis Intervention Center (a Social Program) and the form was filled out each time a call was received from a client. The results of the study, presented in narrative and  graph form,showed that the organization was doing what it had      proposed it could do and the program became fully funded.  This    program still exists to this day some twenty years later.          Without that initial organizational effectiveness study, the       program wouldn't have lasted further than the initial 100 days.  

EMPLOYER'S NAME:Grassroots, Inc. funded by The State of Maryland  
DATES OF EMPLOYMENT:  1971 1972                                  HOURS PER WEEK:       40
JOB TITLE:           Statistical Evaluator

TEAM BUILDING

1.) Statement of Organizational problem: The department being    
evaluated had deficient work output.

2.) My role in resolving this problem using this method of
(Team Building)/The first step was to interview key personnel      to identify and define the problem area. What was reported was that the major difficulty was in lack of trust leading to a sociometric disintegration of the group. The second step was to design and implement an intervention which consisted of an instructional program for trust building and a discussion group for practice     application. This program became known as the "T Group" as it followed a number of the principles of the creator of the method: The National Training Labs. My role was to design the team building program, teach and lead the practice group. The result was that the group achieved cohesion which they took to the overall department to teach.Results were formally evaluated as well in the form of narrative reports (trainer) and papers (students).

EMPLOYER'S NAME: CROWNSVILLE HOSPITAL CENTER

DATES: 1980 1986
HOURS: 40/wk.
JOB TITLE: HOSPITAL FACULTY

ROLE CLARIFICATION:

1.) Statement of Organizational problem:    
Management roles were unclear.  Employee roles were    
undefined.                                                      
2.) My role in resolving this problem using this method of         Role Clarification:The first step was to clarify the policy and    procedure that the company followed.  It was observed there was    no policy manual or employee handbook.  Steps were implemented     to design  clarification.  A second step was undertaken to         modify office procedure through improvement of a daily office      procedure log known as "the UP BOOK" (ie: The main duty officer    of the day was known as being the one who is "up".) Further        steps were taken to create several office resource books so        that role clarification policy was close at hand. My role in       this was to design the processes for the creation of these         employee "tools". . The result was that the roles were clarified and resources were created to implement the roles.  The Role Clarification was reported on four Cable Television programs (Los Alamitos Cable 4.).

EMPLOYER'S NAME: Joseph Dean Klatt, Inc. (The client was Klatt,                
Inc., however, this work was done for Hathaway                     and Assoc.in Los Alamitos as a Management                          Consultant.)                                      
DATES:           1988 1990                                         HOURS:           4.0+/wk.Hathaway and 40+\wk Klatt                 JOB TITLE:       Consultant                                                

SMALL GROUP FACILITATION:

1.) Statement of Organizational problem: The program was suffering      from poor goal clarification.                                  
2.) My role in resolution of the problem using this method of      Small Group Facilitation: I worked as an external consultant in    two ways.  The first was to design educational materials to        assist staff in defining goals.  The second was to lead groups     and teach staff how to direct groups. The major method was to      use Role Training and Role Playing as defined by                   Psychodramatist J.L.Moreno, M.D. I have extensive training in      this field (ie: over ten years training.) Thirty of my students    received certification from this program (small group              facilitation /auxiliary level. My role was to design and           teach.I have performed in this capacity on any number of           occasions over a twenty year career. Results were presented at     Goucher College, at international conferences in New York City,    Washington,D.C. and Los Angeles. As well, results were             presented on Baltimore Television Channels 11 and 45.  

EMPLOYER'S NAME: SPRING GROVE HOSPITAL CENTER        

DATES:1980 1984                                                   HOURS: 14.2/wk                                                     JOB TITLE: External Consultant                                  

__________________________________________________________________
MANAGEMENT DEVELOPMENT:

1.) Statement of Organizational problem: Medical Records were not  passing J.C.A.H. accreditation2.) My role in the resolution of     this problem using this method of    Management Development        Presentations were made to managers using video techniques.        These classes were designed and made by this applicant using a     three camera closed circuit television station managed by the      applicant.  The major method was a lecture style with              discussion following.  The lectures were on tape done by higher    management and the discussion was taped for "instant replay"       feedback.  The result was that the staff passed the next           accreditation review.                                        

EMPLOYER'S NAME: Springfield Hospital Center

DATES:1974 1976
HOURS: 40/wk
JOB TITLE: Station Manager

SURVEY METHODOLOGY:

1.) Statement of Organizational problem: Surveys were needed in    Labor Market Analysis for the Department of Labor, Insurance       companies and the State of California according to new             legislation.

2.) My role in resolving the problem using this method of Survey   Methodology:The Labor Market Survey is an established method       for the determination for worker placement in the marketplace.     However, the Federal government (1992) established new             parameters for reporting.  My role was to redesign the existing    survey system.  Part of that was to design and implement two       new forms.  One was for State government and the other for         Federal. Another part was to test the new system in practice.      I drew on my extensive background in system design.  The result    was an acceptable instrument.This survey system was backed up      using computerized job development and description1.               (Dictionary of Occupational titles based "Quest" computer          studies) and U.S. Census Wage and Salary information.

EMPLOYER'S NAME: Robert Hall and Associates                  

DATES: 1991 1992                                                 HOURS: 30/wk                                                       JOB TITLE: Job Developer                                           Description: prepared Labor Market Surveys,                                     assisted in new employee placement, job                            development, transferable skills analysis                          for employees disabled on the job.                  

WORK DESCRIPTION:

1.) Statement of Organizational problem The County of San Mateo         requested proposals for a new clinic and service delivery           system.

2.) My role in resolving the problem using this method of Work     Description. The first step was to create a Mission Statement.     The second was to write Job Descriptions (J.D.s), Staffing         Schedules and Organization/Process Flow charts.  Both were         related to staff utilization and budgeting which was included      in the proposal.  My role was to write the narrative               report.                                                

EMPLOYER'S NAME: Linde Institutes (Vista Grande Center)

DATES: 1980 1981                                                          HOURS: 40/wk                                                     JOB TITLE: Chief Financial Officer                                
__________________________________________________________________
WORK MEASUREMENT:

1.) Statement of Organizational problem: The organization needed  Job Analysis (J.A.) including: Worker Functions, Work Fields, Machines/tools/equipment/ work aids (MTEWA),  materials/ products/ subject matter/ services (MPSMS), and Worker Traits.                                                        

2.) My role in resolving this problem using the method of Work     Measurement: My role was to gather data in the various fields      needed through the Interview method in a group setting. The        scientific method used was Sociometry which is the measurement     of social inter action using group techniques and diagram\graph    presentation techniques.  My role was as evaluator/interviewer.    The result was a new interview and data system known as Mandala    Notes. From this device, a formal Job Analysis could be            written.                                                      

EMPLOYER'S NAME: Moreno Institute West (University of  Redlands)  
DATES: 1976 1978                                                 HOURS: Variable (20 40/wk)                                       JOB TITLE: Assistant Director

PERFORMANCE RATING SYSTEMS:

1.) Statement of Organizational problem: The organization needed   Diagnostic methods and other evaluation tools to determine the     level of performance of employees in an organizational training    program.2.) My role in the resolution of this problem  using       this method of Performance Rating: Evaluation was conducted      over a six months study using interview, workshop and surveys      to determine why the employees in this Finance Department          should be kept or cut from the budget. My role was to design,      implement and evaluate the system, provide special reports and     conduct workshops and presentations with groups.      

EMPLOYER'S NAME: M.C.I. PHONE COMPANY, SIGNAL DIVISION, FINANCE DEPARTMENT                                            

DATES: 1985 1986                                                 HOURS: Variable days and hours (2.0 hrs./wk.)                    JOB TITLE: External Consultant

__________________________________________________________________
COST BENEFIT ANALYSIS:

1.) Statement of Organizational problem: A Cost benefit analysis        was needed to determine staff utilization patterns to see if        additional funding was necessary or justifiable.

2.) My role in resolving this problem using the method of Cost benefit analysis. What had happened was that this applicant, in the role of Program Director, had doubled the size of the program in terms of people served.  The first step was to assess new program needs, the second to design and implement a cost
effective new program.  The first was accomplished by a telephone survey using existing staff in contacting the client base.  The results were then evaluated and presented in the form of special reports, training workshops, papers and group presentations.  The result was a design of a new organizational development training program for new and existing employees.  My role was to design, implement and evaluate the initial assessment, to write the training manual, to teach the training program and to justify      the expenditure through statistical methods.              

EMPLOYER'S NAME: City of San Bernardino (The employer was the Mental Health Association of San Bernardino but this work was done for the City of San Bernardino under a grant, so the City was the  ultimate employer. The point, here, is to show familiarity with City government and to present a more complete truth.)            
DATES: 1977 1978
HOURS: 40/wk
JOB TITLE: Program Director.

ADDITIONAL INFORMATION:

Describe any additional experience, coursework, or training which you have had.                  

Additional Experience:

It is critical to note that most employees base their
work on a 40 hour work week in one place. My life has been based on a 60 80 hour workweek with travel in addition in multiple places.  Thereby, I have more life experiences than the average employee.  

Additional Training, Practicum/Internship:  

Altogether, I can document 8 full time years of formal education (Riverside City College, Humboldt State University, California State University at Los Angeles and the University of Redlands' Johnston College) and 10 part time years of Institute education (Role Training and Psychodrama at the Moreno Institute in Beacon, New York, at the Moreno Institute-West in Redlands, California, at the Haskell Institute in Long Beach, California, at the Patton State Hospital, at the Wickersty Institute and the Psychological Associates in Maryland. Altogether, the work represents over 3,000 hours of supervised training in Psychology and/or Marriage, Family and Child Counseling. The work constitutes a Practicum/Internship.). Transcripts are available upon request.

Additional Education:

             Anthony Schools of San Diego:

In that my emphasis in Public Administration has an interface with the field of Business, I am including eight Business courses I took prior to entering Union. These courses are in the "Private Sector"
but contain many of the same Business principles embraced by Public Administration. Transcripts are available upon request.

1. REAL ESTATE PRINCIPLES:                           Grade: "89%"
2. OFFICE ADMINISTRATION:                            Grade: "A"
3. FINANCE:                                          Grade: "A"
4. PROPERTY MANAGEMENT:                              Grade: "A"
5. LEGAL ASPECTS:                                    Grade: "B"
6. PRACTICE:                                         Grade: "A"
7. ECONOMICS:                                        Grade: "A"
8. APPRAISAL:                                        Grade: "A"

9. NOTARY PUBLIC
In conjunction with the above, I was examined by the State of California for NOTARY PUBLIC and was, successfully, commissioned between September 1, 1988 and August 31, 1992 as a practicing Notary Public in the office of Joseph Dean Klatt, Inc. of La Jolla, California. As such, I participated in documents pertaining to many kinds of businesses. En toto, I participated in the notarization of 916 business documents including but not limited to: Power of Attorney, Affidavits, Applications, Releases, Statements of Fact, Deeds, Disclosures, Mandates, Participation Agreements, Lost Initial Instruments, Proof of Loss, Leases, Correction Descriptions, Delayed Certificate of Birth, Declarations, Quitclaims, Affidavit of Death of Joint Tenant, Sworn Statements, Spousal Consent and Waver, Annuity Forms, Bills of Sale, Depositions, Partnerships, Subscription Documents, Wavers, Transfer Documents, Executor's Bonds, Corporate Acknowledgements, Low Income Certification, Election Forms, Signature Cards, Owner's Certificates, Title, Covenant and Waranties and other agreements, contracts and claims.

Copr. 2003 Eric J. Lindblom PhD

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PSYCHOLOGY:

HISTORY AND SYSTEMS

OF AGGRESSION

Alternate Title: Psychology: History and Systems of Conflict

Eric J. Lindblom San Francisco, California September 2003

© 2003 Eric J. Lindblom

Abstract Eric J. Lindblom

  The primary goal was to understand the history of psychology and the systems in the discipline. Stimulated by Ludwig von Bertalanffy’s general system theory, a methodological explanation was applied using systems concepts. The result of the inquiry was a progressive understanding of history and systems in context. The combination of history and general systems theory contributes to an important understanding of history in context and provides a unified model for future investigations.

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PSYCHOLOGY:

HISTORY AND SYSTEMS

OF AGGRESSION

Alternate Title: Psychology: History and Systems of Conflict

Eric J. Lindblom San Francisco, California September 2003

© 2003 Eric J. Lindblom

Abstract Eric J. Lindblom

  The primary goal was to understand the history of psychology and the systems in the discipline. Stimulated by Ludwig von Bertalanffy’s general system theory, a methodological explanation was applied using systems concepts. The result of the inquiry was a progressive understanding of history and systems in context. The combination of history and general systems theory contributes to an important understanding of history in context and provides a unified model for future investigations.

DEDICATION

 
Dedicated to  without whom this book would not have been possible.

ACKNOWLEDGMENTS

To: E. (Ch.) G.

     
Intense, potent, and passionate gratitude toward collaborators, colleagues, mentors, friends, and assistants, I recognize, treasure, and admire with singular recognition the members of the Saybrook Graduate School and Research Center dissertation committee: Stanley Krippner, Ilene Serlin, and Bela A. Banathy, Jr.      

, I hereby acknowledge an interdisciplinary representation including theoretical foundations in humanistic psychology, analytical, psychoanalytical and systems theory. There may be an acknowledgment issue. I feel that theorists are not always recognized, credited, and praised. (Several of the following theorists and colleagues have complained bitterly about the issue.) Thereby, I gratefully acknowledge John Dewey, Carl G. Jung, Sigmund Freud, Jacob L. Moreno, and Ludwig von Bertalanffy without whom this book would have been inconceivable.

Contents

Chapter Page

1 INTRODUCTION

2 METHOD

3 ANALYSIS

4 DISCUSSION

5 RESULTS References

Behaviorist Scientific Psychology Analytical Psychology

INTRODUCTION:

      This introduction shall attempt to compare and contrast two leading history and systems viewpoints within Psychology: Science and Psychoanalysis.

A BEHAVIORIST SCIENTIFIC VIEWPOINT:

      Is the self immersed in the brain?      
anything more than the computed result      
of the brain's software?      
Is the mind anything more      
than the computational activities      
of that brain?"      
(Lilly, John, The Scientist, J.B. Lippincott Company      
New York, 1978)

     
The Beginnings of a Scientific Movement:

Wilhelm Wundt (and his students: Tichner and Witmer) was credited with opening the first psychological laboratory (Germany, 1879). From Wundt's, Tichner's and Witmer's beginnings in Scientific Psychology, further work using the Scientific Method was possible in the relatively new field of Psychology. The method was to begin with a hypothesis, just as in traditional Science, find Subjects, manipulate dependent and independent variables, gather data (using experimental and control groups) and correlate the results using established statistical procedure.

Wundt's orientation was toward such scientific structures as atoms, molecules and cells. In the case of human behavior, the structures, for Wundt and his student E.B. Tichner (and Tichner's student: Lightner Witmer), were in the gage of subject's reactions in terms of the structures of excitement, pleasure, relaxation, sensations and feelings based on memory images and emotions. "Tichner listed 44,000 different sensory qualities..." (Ibid. from Tichner, E.B., An Outline of Psychology, McMillan and Co., New York, 1896.) Witmer, Tichner's student, is credited with founding the first formal psychological laboratory for children in 1896. Wundt believed that just as concepts could be broken-down into component parts in the sciences (biology, physics and chemistry) the person's personality could be broken-down into component structures in psychology. (McMahon, Frank B. and Judith W. McMahaon, Psychology: The Hybrid Science, The Dorsey Press, Chicago, 1986.)

The accomplishments of Wundt et al. set the stage for Scientific Psychological study. The function had some legitimacy. In 1906, Ivan Pavlov (Russia) "was able to demonstrate that through the simultaneous presentation of an unconditioned stimulus (meat paste) and a conditioned stimulus (sound from a tuning fork), the conditioned stimulus would eventually come to elicit a response (salivation)..." (Hall, Calvin S. and Gardner Lindzey, Theories of Personality, John Wiley and Sons, New York, 1957.) What Pavlov was able to show is that objective psychology (an essential to Scientific study) was possible. Here-to-fore, the study of Psychology was vague at best even with Wundt's best efforts. With Pavlov's study, the results were reproducible as well by other scientists such as the American Psychologists J. B. Watson (Behaviorism) and Edward L. Thorndike (The Law of Effect) who formulated Stimulus-Response Theory (S-R), the first solidly scientific study of Psychology (1911, 1916).

From Pavlov's beginning, Watson and Thorndike were able to formulate Scientific study which stimulated others (i.e.: Tolman (cognitive map latent learning), Hull (reinforcement), Guthrie (association), and later: Skinner (operant conditioning) to create "Learning Theory". Where Pavlov demonstrated that psychology could be an objective science, Watson/ Thorndike et al. showed that living beings respond to observable and measurable physical law. The Science of Psychology was born and was a Physical Science.

It wasn't clear, however, how well the infant science of psychology described human beings. Mowrer and Sears (1938), and Dollard and Miller (1939), provided a remedy. The group published "Frustration and Aggression". (Dollard, J., L.W.Doob, N.E.Miller, O.H. Mowrer and R.R. Sears, Yale University Press, New Haven, 1939.) Later work (1951) confirmed that Psychological determinants could be studied scientifically. (An example is in the Miller study on approach-avoidance behavior.)

Neil Miller used what he called the approach avoidance tendency in human beings. Such study had been shown earlier but only in other animals. Miller was able to demonstrate using scientific means that "the avoidance tendency may be higher or more intense than the approach response near to the goal...but when the subject has moved away a certain distance (in the diagram to a point beyond the intersection of the gradients) the approach response will be stronger than the avoidance response..." (Hall, Calvin S. and Gardner Lindzey, Theories of Personality, John Wiley and Sons, New York, 1957.)

The 1951 Miller work confirmed that which had been suspected earlier beginning with the groundbreaking Miller and Dollard et al. monograph, "Frustration and Aggression". The scientists had said that "The learner must be driven to make the response and rewarded for having responded in the presence of the cue. This may be expressed in a homely way by saying that in order to learn one must want something, notice something, do something, and get something." (Ibid.) The factors toward that end are drive, cue, response and reward but the groundbreaking difference in Miller and Dollard et al. is that other factors such as "wanting, noticing, doing and getting" are incorporated into Science.

The objective criteria Miller and Dollard made was history making. Science had never treated such issues. Prior, such issues were considered unobservable and unempirical and, therefore, could not be studied in any scientific way. Miller and Dollard changed that stance forever.

What Miller and Dollard had done was to combine Science with Psychoanalysis. John Dollard was not only an Experimental Psychologist but also a member of the Western New England Psychoanalytic Society. Dollard was a Freudian and a Scientist. Miller was also analytically trained (Vienna Institute of Psychoanalysis). "This work not only illustrates the integration of s-r concepts, psychoanalytic formulation , and anthropological evidence but it also provides evidence for the fruitfulness of this union, as it has led to a host of related empirical studies." (Ibid.)

If Miller and Dollard showed Science and Psychoanalysis can be combined then just what is the Psychoanalytic viewpoint?

A PSYCHOANALYTIC VIEWPOINT:

      "And every chambered cell,      
Where its dim dreaming life was wont to dwell...      
Its irised ceiling rent, its sunless crypt unsealed!"      
Oliver Wendell Holmes      
"The Chambered Nautilus"      
(Ellmann, Richard (ed.)      
The New Oxford Book of American Verse      
Oxford University Press, New York, 1976)

Sigmund Freud was born in Moravia on May 6, 1856 but is known, primarily, for his work in Vienna. Freud's background began in neurology, especially in child anatomy. Sigmund Freud was a Scientist and a Medical Doctor. As Freud became more exposed to the developing field, he became interested in nervous disorders and began to speculate upon the origns. To that end, Freud went to France to study. Freud studied, for example, with the noted French psychiatrist for a year: Jean Charcot. Later, Freud collaborated with a friend and collegue in Vienna, Joseph Breuer, in developing a technique following some of Charcot's thinking regarding hypnosis and a technique of "talking" about problems (1895). (Freud, Sigmund, Collected Papers, Hogarth Press, London, 1909.) Sigmund Freud started to become well known in 1900 with the publication of his work: The Interpretation of Dreams. With that work, the psychoanalytic revolution began.

It may be, also, that in Freud's work with Breuer (especially in the case of their patient Anna O.) that Freud's theoretical start was stimulated by sexuality conflicts. There is an alternative story, perhaps even true, that when Freud saw the Greek play Oedipus Rex he began wondering how the persoanlity structure of Oedipus was formulated. From that series of insights, Freud began to formulate a theory. It may be that in Oedipus Rex, were the beginnings of Freud's theory. It could be there were several kinds of beginnings. Whatever the very beginning, a notable theory was being recognized.

      Freud's Theory

Freud, an anatomicist in his early career, recognized that there is a personality structure (perhaps similar to an anatomical structure, he thought) which is a mediator between an individual and reality. When there is a mediator breakdown (ie: similar to the medical model of physical illness), there is also a breakdown between an individual and reality or, rather, an Ego breakdown. (The word "ego" is greek for "I".)

Specifically, the breakdown of the Ego is in the presence of a noxa, an injurious agent or noxious introject (again, similar to a medical model conception where a foreign organism invades the body). In some cases, the noxa can provoke neurosis which could manifest as the psychical disorders of:

  actual neuroses (neurasthenia),    

transference (hysteria, obsession and compulsion), narcissistic neuroses (schizophrenias and manic-depressive psychoses) and traumatic neuroses. (Ibid.)

Freud was, also, interested in the less extreme case where the patient could be treated in a clinic (such as Freud's office) rather than in a full service hospital where the patient would be incarcerated. This interest was practical in Freud's case as the larger hospitals were not always available to a man of a Jewish ethnic background as was Freud's. (Vienna, unfortuantely, was extremely racist.) Thereby, it was a natural progression for Freud to be interested in the more subtle and less extreme case which would not be assigned, most likely, to one of Vienna's large institutions controlled by the racist majority.

In those cases, the noxa can produce various Defense Neuro-Psychoses in the repression (or other defense mechanism) of an intolerable idea painful to the individual Ego.

     
An Example of a Defense Mechanism:

The causal factors resulting in the initiation of a "Defense Mechanism" could stem from a physical and/or psychological trauma such as that resulting from violence, for example (Coleman, in Coleman, James C., Personality Dynamics and Effective Behavior, Scott, Foresman and Company, Chicago, 1960., refers to the violence scenario as "Task-oriented attack" which is when adjustive demand does not lie within the individuals adjustive resources, Ibid.). When "attack" is assault, the injury can be channeled onto the society. It is in this way that violence toward the individual can become a legacy of violence channeled from the individual with a suitable catalyst then a conversion (a somatic seizure, Ibid.) could occur. The common, lay term for the conversion reaction such as in the case of violence is "acting-out" and may be, in actuality a reaction formation (as "Acting-out" is more a Neo-Freudian Psychoanalytic concept as it is modified from the indications Sigmund Freud left). "Acting Out" does have a purpose for the Ego.

The purpose for the individual ego (in "Acting Out") is to produce a catharsis or purge of tension anxiety and allow the individual to resume a more healthy ego functioning. The purpose is, often, subverted. This purpose is not always successfully completed hence a result could occur and be launched in an unhealthy manner toward the society (a Antisocial, Disocial, or Deviation Reaction for example, Ibid.). For example, the individual may not have what Freud called "a complete Oedipus" due to an inadequate relationship with parental figures and the result is an inverted Oedipus rather than a healthy balance with adequate ego control.

Thereby, the "acting-out" may not be adequately cathected (fixed to the appropriate object such as the mother or father feelings) and violence, for example, may erupt and be directed toward another party. Psychoanalysis sees this as inadequate control of the instinctual personality structure, the "Id". (Ibid.) Society sees this "acting-out" as senseless violence. In addition, with loss of ego control, boundaries disintegrate, devaluating anxiety arouses and the third personality structure falters: the "Superego" (ie: ethics, conscience and morality, Ibid.) Acting-out is pathological when ethical controls breakdown. "This is not usually possible unless his ethical controls are relatively weak, since he would otherwise subject himself to devaluating and anxiety-arousing guilt feelings that would be worse than the original anxiety." (Coleman, James C., Personality Dynamics and Effective Behavior, Scott, Foresman and Company, Chicago, 1960.) The Ego's purpose is to purge tension anxiety and allow the individual to resume a more healthy ego functioning. The purpose is subverted in a breakdown.

      Ego Breakdown

      "I am terrified by this dark thing      
That sleeps in me;      
All day I feel its soft, feathery turnings, its malignity."      
Sylvia Plath      
"Elm"      
(Ellmann, Richard (ed.)      
The New Oxford Book of American Verse      
Oxford University Press, New York, 1976)

When ego breakdown occurs, the id impulses can break through toward manifestation upon the external world. The result is in anxiety, tension, ethical problems (a moral conflict) and symptoms of mental collapse. Freud detailed how the process happens.

  "According to Freud, a certain amount of anxiety is natural. However, when unacceptable id impulses buried in the unconscious try to break through, massive anxiety is generated.  Such anxiety creates problems and symptoms.  The symptoms that appear express two things: (1) They represent        the undesirable impulse itself...or (2) the energy that is connected with the undesirable act finds an outlet in physical pains, nervous symptoms, and so on.  Abnormal behavior is thus symbolic in the sense that it represents what is going on beneath the surface; it externally represents a seething cauldron of unacceptable energy impulses trying to free themselves"  (Brill, 1938).

As Freud began to detail his conception of how the personality operates, a theory began to form. It was a new theory of personality.

     
A NEW THEORY OF PERSONALITY

So, what if there was to be a new theory of personality? What would such a theory contain? At some point, every budding Psychologist has, perhaps, asked that question.

"What am I as a human being and what kind of individual am I?" (Berrill, N.J. Man's Emerging Mind, Dodd, Mead and Company, New York, 1955.) A beginning to answering the Berrill question is to try to rephrase the Platonic question "Who am I?" Carl Rogers (in Rogers, Carl, Client Centered Therapy, Houghton Mifflin Company, Boston, 1951.) lists several factors in the development of a Rogerian theory of personality beginning with the self (the "I") as center. The Rogerian question would be: "Who is my self." In the Rogerian conception, the self is not a thing, per se, but a moving, evolving and emergent person. (Where Frued was more object oriented, Rogers was more process oriented.)

"In my attempt to discover who I am, I often find the object of my search is a moving target. There is no 'thing' to find. It is seldom possible to create a still camera shot of my being. The discovering is the significant aspect - not the discovered." (Gibb, Jack, Trust, A New View of Personal and Organizational Development, The Guild of Tutors Press, Los Angeles, 1978.) It could be that a new Rogerian theory of personality would be an action oriented philosophy instead of an object oriented approach.

Rogers thought that a new discipline, labeled Humanistic Psychology, could be created to combine, compare, contrast and ignore parts of Science and Psychoanalysis. The conception began to be known as "the Me-Generation". The idea was that since self is the center then the client is the center of the therapeutic treatment modality. The approach became known as Client-Centered Therapy. Later, the concept was known as "Rogerian".

Curiously, Rogers disliked the Rogerian approach (known by this author from personal contact) and said that if he had it all to do over again, Rogers would begin with Transpersonal thinking. The Rogerian approach was a step in the right direction, for Rogers, but did not go far enough. There were aspects of human behavior which bothered Rogers and which were not covered adequately by Rogerian theory. An example was in that Rogers was fascinated with the idea that friends and family at home reported they knew when their loved ones were in extreme trouble on the Titanic as the ship was sinking. Rogers, however, was stuck in the reputation that Rogerian thinking had. Rogers said that he would not publish in the Transpersonal arena as he feared that whatever reputation he had established would lose its credibility. Others would have to lead the way. Carl Rogers friend and colleague, Abraham Maslow, did not have those particular qualms and published a book late in life about higher consciousness (Maslow, Abraham, The Higher States of Consciousness, Harper and Row, New York).

This means that even though Rogers and Maslow created (with others) a major school of Psychology to follow Science and Psychology, they were ready to deviate. Thus, the Third Force in Psychology (Humanistic) became closely followed by a fourth school: The Transpersonal School of Psychology. (Transpersonal Psychology can, for this point, be defined as "Trans" meaning beyond and "Personal" meaning the person.)

Transpersonal is a psychology where the self is not the center but relies, rather, in a transcending of self to a higher state of consciousness. In this effort, part of the various schools of psychology sought in the 1960s to integrate Science plus Eastern and Western thought into the West. "I have a deep conviction that science, as a method of sharpening and refining knowedge, can be applied to the human experience we call transpersonal or spiritual, and that both science and our spiritual traditions will be enriched as a result. In particualr, we will create a scientific transpersonal psychology, or psychologies, a truly Western understanding of the spiritual. " (Tart, Charles, Transpersonal Psychologies, Harper Colophon Books, Harper and Row Publishers, New York, 1975.)

Since the publication of Tart's Transpersonal Psychologies, there has been further development. Curiously, the term "Transpersonal Psychology" has not even been heard of late. Perhaps it was the Fourth Force in Psychology or, as Tart suggests, the new creation may be "or psychologies" and Fifth, Sixth, Seventh, Eighth Forces are being created. The possiblity would be in keeping with the explosion of the Information Age and the rise of societal diversity and polarization. The direction may not be in creating new schools of psychology but in creating new technologies.

The current rage is not creation of new theory, per se, but in creating new technology. The trend is toward an integration of person and machine (in "cyberspace" ). The object is to create a space which is both person and machine: a "Virtual Reality". In that combination Science and the Personality are combined into one unit. The unit would be a cyborg living in cyberspace:

  "Oh look,' she said to no one in particular. ' Its Miss             Finland.  Wow, look at that red dress.' For an instant, Mrs.        Tredgrove forgot that only she could see the televised beauty        pageant.  Pulling off the visor, as test model of a new            product called Virtual Vision Sport, she laughed.  'Its hard        to remember that you're the only one watching,' she said."         (Chartrand, Sabra, New York Times, June 20, 1993)

The above is not a new technology of the future, it is a new technology of now. Virtual Vision is in stores such as The Sharper Image. While it may be true that Mrs. Tredgrove is not a cyborg (consisting partly of biological and partly of mechanical parts), she does have most of her consciousness hooked to a machine even though she was strolling in a shopping mall at the time. Perhaps, Mrs. Tredgrove has a pacemaker, a prosthetic leg, false teeth, a wig, a painted face and so on. Which part is human and which part is "man made"? Is this Transpersonal? Where is her center? The appearance is that the center of Mrs. Tredgrove is in "Cyberspace". The technological process changes the question of "Who am I?"

Since the early days of Wundt's there was an interest in scientific structures as atoms, molecules and cells. In the case of human behavior the structures, for Wundt, were in the gage of subject's reactions in terms of the structures of excitement, pleasure, relaxation, sensations and feelings based on memory images and emotions. The concerns of the future follow the same kinds of paradigms but the emphasis is different. Wundt believed that concepts could be broken-down into componient parts in the sciences person's personality could be broken-down into component structures. (McMahon, Frank B. and Judith W. McMahaon, Psychology: The Hybrid Science,The Dorsey Press, Chicago, 1986.)

  The question "What am I as a human being and what kind of          individual am I?" (Berrill, N.J., Man's Emerging Mind, Dodd,       Mead and Company, New York, 1955.) takes on a new meaning with       electronic gagetry".

In the future, the same kind of thinking about breaking-down concepts into component parts applies to new concerns. The subject of the future would be linked to electronic gagetry. The difference between Wundt and future technology is in that one of the components is plugged into an electronic power supply. What this means for the human mind, using techniques such as Virtual Reality, is that part of the question of "Who am I?" will be technological. Literally, part of the human being will be technological. Where electronic devices, such as a pacemaker, are common now in limited uses, the future may bring electronic human components into high use. It would be common for the person of the future, thereby, to be partly biological and partly machine.

HISTORY AND SYSTEMS:

      PSYCHOLOGICAL THEORY,      
AND AGGRESSION

7. Coursename: "Clinical Psychology: History and Systems" a. Systems: Behaviorist psychology/ Behavior Modification Analytical psychology Humanistic psychology Transpersonal psychology * Applied Psychological Systems Theory AGGRESSION....................7. Hist ....

INTRODUCTION: Psychologically, several approaches can be cited to explain the violence in society and human behavior (including Scientific Behaviorist, Psychoanalytic, Humanistic and Transpersonal thinking). The fundamental characteristics of the person and society can illuminate the study of violence and aggression by "explaining the seeming diversity in human nature by showing how development and behavior (structure and functioning) are shaped by the combined influence of genetic factors, environmental influences and the unique self-structure which each individual gradually develops." (Coleman, James C., Personality Dynamics and Effective Behavior, Scott, Foresman and Company, Chicago, 1960.) This paper shall examine the major history and systems within the field of psychology, then cite societal manifestations (Case Studies).

      OVERVIEW

INSTINCTTHEORY >>> Aggressive Instinct >>>>>>>>>>>>>>>> >>> Aggressive Behavior DRIVE THEORY >>> Frustration >>> leads to Aggresive Drive >>> Aggressive Behavior

                      >> Dependency

SOCIAL LEARNING THEORY >>> leads to Emotional Arousal >>Achievement

      Aversive Experiences        >>> leads to          Reinforcement-     Based              Motivation        >>Withdrawal & Resignation      
Anticipated Consequences                >> Aggression                      
>>Psycho-Somatic                      
>>Self- Anaethetizationwith Drugs and Alcohol                      
>>Constructive Problem Solving      
Diagrammatic  repmotivational  detaggression in  indrive, and socialand social  learn        resentation oferminants ofstinct, reactive drive,ing theories.                              

(Modified from: Bandura, Albert, Aggression a Social Learning Analysis, Prentice Hall, Inc., New Jersey, 1973.)

     
CONTENTS:

  I.  Psychological Theoretical Underpinnings    

II. Case Studies

     
PSYCHOLOGICAL THEORETICAL      
UNDERPINNINGS TO AGGRESSION

A PSYCHOANALYTIC VIEWPOINT:

     
AGGRESSION:

      "But every now and then      
everything went Kraut und Ruben,      
topsy-turvy. One was Erschuttert, shocked; perhaps cried,      
Verdammt, Damn!"

      Irving Stone,      
The Passions of the Mind,      
A Novel of Sigmund Freud,      
Doubleday & Company, Inc.,      
Garden City New York, 1971.

INSTINCT THEORY: Sigmund Freud recognized that there is a personality structure which is a mediator between an individual and reality. "We call this organization his 'I' [Ego]." (Hinsie, Leland E. and Robert J. Campbell, Oxford University Press, 1960.) Thereby, when everything goes "Kraut and Ruben" (topsy-turvy), there is an aggressive breakdown between an individual and reality or, rather, an Ego breakdown. Specifically, the breakdown is that of a noxa, an injurious agent or noxious introject, sending the personality structures topsy-turvy. In extreme cases, the noxa can provoke neurosis which could manifest as the psychical disorders of actual neuroses (neurasthenia), transference (hysteria, obsession and compulsion), narcissistic neuroses (schizophrenia and manic-depressive psychoses) and traumatic neuroses. (Ibid.)

      Misdirected vs. Adaptive Mechanisms

In less extreme cases, the noxa can produce various Defense Neuro-Psychoses in the repression (or other defense mechanism) of an intolerable idea painful to the individual Ego. This could be seen as aggression turned inward if the defense is misdirected rather than adaptive to a realistic stimulus. Several analytical defenses are proposed to account for mechanisms of Ego protection:

     
Analytical Defense MechanismsRationalization:    imputing logical motivation to                             behavior.Projection:         placing the blame on the "other"                           (person or object).Compensation:       substitution of rewarding traits for                       ones which make an individual feel                         inferior.Regression:         an unconscious retreat from the                            present into the past.Denial:             a refusal to face a real situation.Fantasy:            imagination of things as one would                         like them to be.Displacement:       shift of emotion/meaning to the other                      (person or object).Acting Out:         quick, direct expression sans ethical                      considerations.Repression:         tensions blocked from consciousness.Reaction formation: development of opposite actions to                         repressed anxiety.Undoing:            negating action toward disapproved                         desire.Emotional Insulation: withdrawal from stress through                    reduction in emotional involvement.Intellectualization:   rational explanations are used to                       defuse the emotional charge.Identification:     status enhancement through reliance                        for adequacy from the other.Introjection:       internalization of opposing attitudes                      to survive.(Modified from: Coleman, James C., Personality Dynamics and Effective Behavior, Scott, Foresman and Company, Chicago, 1960.)

The causal factors resulting in the initiation of a defense mechanism could stem from a physical and/or psychological trauma such as that resulting from aggression (Coleman refers to the aggression phenomenon as "Task-oriented attack" which is when adjustive demand does not lie within the individuals regulatatory resources, Ibid.). When "attack" is assault, the injury can be channeled onto the society. It is in this way that aggression toward the individual can become a legacy of aggression channeled from the individual with a suitable catalyst then a conversion (such as a somatic seizure, Ibid.) could occur. The common, lay term for the conversion reaction such as in the case of aggression could be "acting-out" and may be, in actuality a reaction formation (as "Acting-out" is more a Neo-Freudian Psychoanalytic concept as it is modified from the indications Sigmund Freud left). This does not mean, however, that acting-out is not purposive. "Acting Out" does have a purpose if adaptive. The adaptive purpose for the individual ego (in "Acting Out") is to produce a catharsis or purge of tension anxiety and allow the individual to resume a more healthy ego functioning. This purpose is not always successfully completed (ie: when misdirected) hence a topsy-turvy result (such as "Acting-Out" inappropriately) could occur and be projected in an unhealthy manner toward the society (ie: a Antisocial, Disocial, or Deviation Reaction, Ibid.). For example, the individual may not have what Freud called "a complete Oedipus" due to an inadequate relationship with parental figures and the result is an inverted Oedipus rather than a healthy balance with adequate ego control. This is a misdirected defense. Thereby, the inappropriate variety of "acting-out" may not be adequately cathected (fixed to the appropriate object such as the mother or father feelings) and violent aggression, for example, may erupt and be directed toward another party (such as another person, place or thing). Psychoanalysis sees this as inadequate control of the instinctual personality structure of the "Id". (Ibid.) Aggression is a societal definition of the concept. Society sees this misdirected "acting-out" as senseless aggression. In addition, with any further loss of ego control, boundaries disintegrate, devaluating anxiety arouses and the third personality structure falters: the "Superego" (ie: ethics, conscience and morality, Ibid.) Thereby, "Acting-out" is misdirected and ultimately pathological when ethical controls breakdown. "This is not usually possible unless his ethical controls are relatively weak, since he would otherwise subject himself to devaluating and anxiety-arousing guilt feelings that would be worse than the original anxiety." (Coleman, James C., Personality Dynamics and Effective Behavior, Scott, Foresman and Company, Chicago, 1960.)

The Seething Cauldron of the Id

      "I am terrified by this dark thing      
That sleeps in me;      
All day I feel its soft, feathery turnings, its malignity."      
Sylvia Plath      
"Elm"      
(Ellmann, Richard (ed.)      
The New Oxford Book of American Verse      
Oxford University Press, New York, 1976)

When ego breakdown occurs, the id impulses can break through toward manifestation upon the external world (such as in the misdirected Acting-Out). The result is in more anxiety rather than the desired catharsis, problems (a moral conflict), somatic difficulty and even more pathological symptoms. Thereby, the representation of the seething cauldron upon the external environment can erupt in such behavior as aggression when the ego system is topsy-turvy.

  "According to Freud, a certain amount of anxiety is natural.        However, when unacceptable id impulses buried in the unconscious try to break through, massive anxiety is generated.  Such anxiety creates problems and symptoms.  The symptoms that appear express two things: (1) They represent        the undesirable impulse itself...or (2) the energy that is connected with the undesirable act finds an outlet in physical pains, nervous symptoms, and so on.  Abnormal behavior is thus symbolic in the sense that it represents what is going on beneath the surface; it externally represents a seething cauldron of unacceptable energy impulses trying to free themselves."

(Sigmund Freud, The History of the Psychoanalytic Movement in A.A. Brill (ed.) The Basic Writings of Sigmund Freud, New York, Random House, 1938, and F. Fromm-Reichmann, "Psychiatric Aspects of Anxiety" in C. Thompson, M. Mayer and E. Witenberg (eds.), An Outline of Psychoanalysis, New York, Random House,1955.)

      Further than Freud

Freud stimulated an entire host of others to pursue what came to be known as Neo-Freudian Psychology. It is unclear just where to draw the line between the Freudians and the Neo-Freudians. One theorist on the line is Carl Jung who, though Swiss, was close to Sigmund Freud for a time and then experienced a schism. They reason may have been that Jung and others added to the basic theory Freud had proposed and Freud responded in anger: "No one need be surprised at the subjective character of the contribution I propose to make here to the history of the psychoanalytic movement, nor need anyone wonder at the part I play in it. For psychoanalysis is my creation; for ten years I was the only person who concerned himself with it..." (Freud in Stone, Irving, The Passions of the Mind, Doubleday and Company, New York, 1971.)

The Freudians and Neo-Freudians persisted anyway, despite the objections of the master. One of those who studied beyond Freud was Carl Jung. Freud had developed an interest in Totem and Taboo arguing that every tribe had its totem and "This totem, Sigmund suggested, became the common ancestor of each clan; it was also the guardian spirit...(Ibid.). Freud's reason for the study of totems was to integrate Psychoanalysis with anthropology, philology and folklore to make Psychoanalysis more universal. Freud wanted to show that violation of the totem was a form of neurotic behavior (as in the case of sexual deviation). Jung's orientation to the concept was radically different.

      A Host of Related Psychoanalytic Studies

Carl Jung Jung saw the totem as a focus for identity (Jungian ego), of the individual and/or of the group. Later in Jung's work, the totem concept formed a cornerstone for the Jungian concept of the archetype. For example, not only animals could be used as a totem, as in many primitive tribes, but such more Western concepts as "the hero myth" (an archetype) can be a totem. (Jung, Carl G., Man and His Symbols, Doubleday and Company, New York, 1964.) Thereby, a totem is an expansive symbol not just, for example, a favored animal. Jung's contribution was to make the totem concept more comprehensive. Essentially, what Jung did (much to the consternation of Freud) was to expand the totem to be more inclusive. "Further, it can be seen that from the totem as the underlying identity of a group, a concept of an underlying unconscious could be created since Jung thought of the underlying identity as a collective." (Ibid.) Freud didn't have the same kind of impression. Freud thought of the totem as being representative of the rules (taboos especially) of the group where Jung conceived of the totem as a representative symbol for the consciousness of the group. In reading Jung, the symbol and that for which the symbol is a representation have the appearance of being the same thing. Freud would not have had that idea. Jung's example is in the illustration of using religious symbols which become the unconscious totems. (ie: In a Christian church, the parishioners might pray to the cross, kiss it, put it in the place of the deity such as on an altar etc.) Parishioners might think of the figure on the cross at the head of the church as being the deity. Where, initially, the figure would be a representative symbol for the consciousness of the group; fondness for the symbol could propel it into becoming a relic where the symbol stood for more than the obvious and immediate meaning. (Ibid.). This is to say the object is seen as more than just an object. At the juncture where Jung moved into symbolism, he may have left Freud. It would be unclear, at that point, if Jung was a Freudian.

      Freud and Jung: the schism

So, is Jungian analysis a Freudian concept? Originally, that might have been true but history prevailed and the concepts expanded greatly (and not just based on the Freudian totem which is only one illustrative example of many). "A strong personality like that possessed by Freud often attracts and then repels other strong personalities. such is the history of Carl Jung's relationship to Freud and his ideas." (Ibid.) This schism was not only true ideologically (Jung developed his own theory: Jungian Analysis) but personally as well: the two didn't appreciate each other. It may be that Freud; drove Jung over the edge. Jung was, at one time, feeling that Freud drove him insane (literally).

     
Jung, totems and symbols

Jung became fascinated with symbols, not just Freudian totems. His concept was that a symbol stood for more than the obvious and immediate meaning. (Ibid.) The symbol, in other words, was the representation of the unconscious. This made the Jungian symbol ripe for study since the symbol is a direct access to the unconscious, both personal and collective. Where Freud was interested in the individual (and was, perhaps, myopic), Jung was interested in "multiplicities". (Deluze, Gilles, and Felix Guattari, A Thousand Plateaus, University of Minnesota Press, Minneapolis, 1987) Deluze, in his criticism of Freud, used Freud's famous case of the Wolfman (perhaps Freud's most aggressive symbol) as an example of Freud's myopic approach. Where the patient described a pack of wolves (which would have been a representative symbol of the Self to Jung), in a reductionistic manner Freud discounted the totem to one wolf, further to one dog and then treated only intra-psychically. What Freud appears to have done is to depreciate the totem until it was useless even to its owner. Jung would d the multiplicities. Freud virtually ignored the multiplicities. Jung, on the other hand, was not reductionistic but was an expansionist. Jung believed: "The Self is often symbolized as an animal, representing our instinctive nature and its connectedness with one's surroundings." (Jung, Carl G., Man and His Symbols, Doubleday and Company, New York, 1964.) The Wolfman, as the example, may not have been a symbol of misdirected aggression in Freud's patient at all (according to Jung). Even if the wolves were an aggressive symbol for the patient, they would not automatically be cause for misdirected Acting-Out. If the wolves were cause for aggression, the image could have been rechanneled into something positive instead of extinguished leaving the patient unconnected. (This would have been the Jungian approach rather than a Freudian pansexualist extinction of the image.) Freud was not interested in connectedness to self or surroundings but, according to Jung, mostly in Pansexualism which Jung deemed inadmissable. (Hall, Calvin S. and Gardner Lindzey, Theories of Personality, John Wiley and Sons, New York, 1957) The issue of self and surroundings was not the only point of disagreement between Freud and Jung.

      Other Differences Between Freud and Jung

There are other differences between Freud and Jung. Two views common to Jung revolve around teleology and causality. The person, according to Jung, is influenced by his individual and racial history (causality) and by aspirations (teleology). These views are more insistent on the role of destiny or meaning than Freud's concept of instinctual drives which, almost, predetermine the individual's life reactions. In Freud, there is no true creativity whereas in Jung, the yearning is paramount. This creative yearning may even transcend current life back into the misty beginnings of the ancient and mystical past. Where Freud might go back to acknowledge the infantile, Jung would embrace the primitive, the archaic, and the ancestral as a guiding memory. Jung felt that "...there is a racially preformed and collective personality which reaches out selectively into the world of experience and is modified and elaborated by the experiences that it receives." (Ibid.) This is not pure Freudian structuralism. The concept is pure Jung. It is not the only pure Jung concept to confront the psychoanalysts. To Psychoanalysis, or perhaps in spite of it, Jung added the personal and collective unconscious, self-actualization, complexes (a constellated feeling, thought, perception and memory), archetypes, the persona, anima and animus, the shadow, extraversion, introversion and functions of intuition, sensing, feeling, and perceiving. These Jungian conceptions do not appear in Freud.

      Carl Jung, the Scientist

Carl Jung was, also, a scientist and conducted many behavioral studies beginning with his Galtonic word association test (1918) which included observation and measurement. Jung's study was inspired by Wilhelm Wundt, the father of Scientific Psychology.

"In Jung's experiments, changes in breathing were measured by a pneumograph strapped to the chest of the subject and changes in the electrical conductivity of the skin by a psychogalvanometer attached to the palm of the hand." (Ibid.) Jung conducted case studies as well as experiments. Some of the most famous are in the Dream Series Method, the Active Imagination Method, in Comparative Studies with backup from literature, mythology and religion. Jung's empirical study and documentation are exhaustive. Carl Jung was a behavioral scientist. Jung was not, however, a behaviorist.

A BEHAVIORIST SCIENTIFIC VIEWPOINT:

      "Its webs of living gauze no more unfurl;      
Wrecked is the ship of pearl!      
And every chambered cell,      
Where its dim dreaming life was wont to dwell,      
As the frail tenant shaped his growing shell,      
Before thee lies revealed, -      
Its irised ceiling rent, its sunless crypt unsealed!"      
Oliver Wendell Holmes      
"The Chambered Nautilus"      
(Ellmann, Richard (ed.)      
The New Oxford Book of American Verse      
Oxford University Press, New York, 1976)

      The Beginnings of a Scientific Movement:

Wilhelm Wundt was credited with opening the first psychological laboratory (Germany, 1879). Wundt believed that just as in biology, physics and chemistry, the person's personality could be broken-down into component structures much as the many chambered Nautilus (described above). Wundt's orientation was toward such scientific structures as atoms, molecules and cells. In the case of human behavior, the structures for Wundt and his student E.B. Tichner were in the gage of subject's reactions in terms of the structures of aggression, excitement, pleasure, relaxation, sensations and feelings based on memory images and emotions. "Tichner listed 44,000 different sensory qualities..." (Ibid. from Tichner, E.B., An Outline of Psychology, McMillan and Co., New York, 1896.) The work was a beginning.

From Wundt's and Tichner's beginnings in Scientific Psychology, further work using the Scientific Method was possible in the relatively new field of Scientific Psychology. The method was to begin with a hypothesis, just as in traditional Science, find Subjects, manipulate dependent and independent variables, gather data (using experimental and control groups) and correlate the results using established statistical procedure. Wundt was a scientist.

The accomplishments of Wundt et al. set the stage for Scientific Psychological study. (The function of Psychology may have had some legitimacy in Science due to Wundt.) The interest in science set the stage for Ivan Pavlov. In 1906, Ivan Pavlov (Russia) "was able to demonstrate that through the simultaneous presentation of an unconditioned stimulus (meat paste) and a conditioned stimulus (sound from a tuning fork), the conditioned stimulus would eventually come to elicit a response (salivation)..." (Hall, Calvin S. and Gardner Lindzey, Theories of Personality, John Wiley and Sons, New York, 1957.) What Pavlov was able to show is that objective psychology (an essential to Scientific study) was possible. Here-to-fore, the study of Psychology was vague at best even with Wundt's best efforts.

With Pavlov's study, the results were reproducible, for example, by other scientists such as the American Psychologists J. B. Watson (Behaviorism) and Edward L. Thorndike (The Law of Effect) who formulated Stimulus-Response Theory (S-R), the first solidly Scientific study of Psychology (1911,1916). From Pavlov's beginning, Watson and Thorndike were able to formulate Scientific study which stimulated others (ie: Tolman (cognitive map latent learning), Hull (reinforcement), Guthrie (association), and later: Skinner (operant conditioning) to create "Learning Theory". Where Pavlov demonstrated that psychology can be an objective science, Watson/ Thorndike et al. showed that living beings respond to observable and measurable physical law. The Science of Psychology was born and was a Physical Science.

      Frustration and Aggression

      Is the self immersed in the brain      
anything more than the computed result      
of the brain's software?      
Is the mind anything more      
than the computational activities      
of that brain?"      
(Lilly, John, The Scientist, J.B. Lippincott Company      
New York, 1978)

It wasn't clear, however, how well the infant science of Psychology described human beings. Mowrer and Sears (1938), and Dollard and Miller (1939), provided a remedy. The group published "Frustration and Aggression". (Dollard, J., L.W. Doob, N.E. Miller, O.H. Mowrer and R.R. Sears, "Frustration and Aggression", a monograph, Yale University Press, New Haven, 1939.) Later work (1951) confirmed that Psychological determinants can be studied Scientifically. An example is in the Miller study on approach-avoidance behavior.

What Neal Miller was trying to describe is represented in the following graph (see below). He used what he called the approach avoidance tendency in human beings. Such study had been shown earlier but only in other animals. Miller was able to demonstrate using Scientific means that "the avoidance tendency may be higher or more intense than the approach response near to the goal...but when the subject has moved away a certain distance (in the diagram to a point beyond the intersection of the gradients) the approach response will be stronger than the avoidance response..." (Hall, Calvin S. and Gardner Lindzey, Theories of Personality, John Wiley and Sons, New York, 1957.) These kinds of results are within the realm of accepted science.

      Frustration and Aggression        Graphic Representation of Conflict Situations        Neal E. MillerStrong approach           *    *                     *   *                                *   *                                          *  *Strong avoidance                                 *  *            *                                          *  *               *                   *                        *                          *Weak approach                *                *                 *                        *              *                              *              *                                  *                *Weak avoidance                         *                              *                              *                   *                                   *                     *                         *                             *--------------------------------------------------------------Near                  Distance from              Far                       feared goal(Modified from: Miller, N.E., "Learnable Drives and Rewards", J. McV. Hunt (ed.), Personality and the Behavior Disorders, Ronald Press, New York, 1944.)

The 1951 Miller work confirmed that which had been suspected earlier beginning with the groundbreaking Miller and Dollard et al. monograph, "Frustration and Aggression". The scientists had said that "The learner must be driven to make the response and rewarded for having responded in the presence of the cue. This may be expressed in a homely way by saying that in order to learn one must want something, notice something, do something, and get something." (Ibid.) The factors toward that end are drive, cue, response and reward but the groundbreaking difference in Miller and Dollard et al. is that other factors such as "wanting, noticing, doing and getting" are incorporated into Science. For the first time, such factors were considered objective and, thereby, fit for science. The objective criteria Miller and Dollard found was history making. Science had never treated such issues. Prior, such issues were considered unobservable and unempirical and, therefore, could not be studied in any Scientific way. Miller and Dollard changed that stance forever.

What Miller and Dollard had done was to combine Science with Psychoanalysis. John Dollard was not only an Experimental Psychologist but also a member of the Western New England Psychoanalytic Society. Dollard was a Freudian and a Scientist. Miller was also analytically trained (Vienna Institute of Psychoanalysis) and was, also, a Freudian and a Scientist. Their study not only integrated science with Freudianism but led to further work. "This work not only illustrates the integration of s-r concepts, psychoanalytic formulation , and anthropological evidence but it also provides evidence for the fruitfulness of this union, as it has led to a host of related empirical studies." (Ibid.)

      A Host of Related Empirical Studies

SKINNER:

      "If we are to use the methods of science      
in the field of human affairs      
we must assume that behavior is      
lawful and determined."      
(Skinner, B.F. Science and Human Behavior,      
Macmillan and Co, New York, 1953.)

Burrhus Frederic Skinner

Part of the whole host of related empirical studies stimulated by the work of Miller and Dollard was in the work of B. F. Skinner. Skinner said all events that are acceptable for psychological study must be externally measurable. Skinner's work, in this respect, is close to Miller and Dollard's search for objective criteria but takes it a step further. Skinner believed that, in Psychology, objective criteria were the only arenas worth study and that work in Psychology must be able to be externally validated (ie: that internal states both in the subject of an experiment or in the scientist are largely irrelevant in that such states produce no certainty in any experiment).

Skinner made his objectives very personal in that he was willing to raise his own daughter in a specially constructed environment often erroneously known as a "Skinner Box". (The actual Skinnerian term is "Air Crib" as the box was reserved for animal experiments where rats, for example, would push bars to produce food in response to scientific demand.) With the Skinner Box, experimentation on operant conditioning (ie: the conditioning of operations or actions in the subject, such as producing food by pressing a bar in a Skinner Box, in specific, measurable ways). Skinners specific, measurable ways involved reinforcement (both positive and negative reinforcement schedules), partial reinforcement (in both variable interval and fixed ratio scenarios), generalization, discrimination, shaping behavior, chaining behaviors together, extinction of behaviors, punishment, and behavior modification. Together, the above specifics are known as "Analysis of Schedules".

The overall purpose of the various schedules is to control the subject of the experiment by modifying the subjects actions or, rather, "operants". The manner in which the behaviors are modified is in the use of traditional Pavlovian laboratory methods (as described above) in that the subject's operation (actions) are conditioned through manipulation and measurement by the scientist. Thereby, "In general, animals and human beings will learn in order to either obtain something good or to stop something bad." (Ibid.)

The process is conditioned learning and is the center of Skinner's approach.

     
Aggression and Punishment

The only major problem Skinner had, it appears, was in the problems with punishment. Even Behavior Modification programs use systems of reward and punishment rather than positive and negative reinforcement (from personal experience by the author at institutions of the Department of Health and Mental Hygiene, State of Maryland). Skinnerian terms are not well understood. Following is a description of four often misunderstood terms. The error seems to occur when the following are taken to mean the same things rather than quite different processes.

Skinnerian schedules: Positive Reinforcement: a presentation following a response that increases the likelihood the subject will repeat the behavior. Negative Reinforcement: a presentation which is taken away or stopped following a specific response. Reward: application of pleasurable consequences in order to strengthen a response. Punishment: application of adversive consequences in order to weaken a response. (Modified from: Skinner, B.F., Walden Two, MacMillan, New York, 1948.)

Skinner stimulated a host of related research from many behavioral scientists (ie: Hall, Bindra, Lorenz, Gould, Olton, Whitham etc.). Konrad Lorenz is an example of a tangential research concept which is partially reliant on instinctual ideology and partially reliant on hard science. This is to say that aggression can be an instinct but can also be explained in scientific behavioral terms. Lorenz posed a more social way (in reference to the behavior of wolves) of conceptualizing Watson, Skinner et al. and demonstrated that between the Stimulus and the Response there was a social interface. (Lorenz, Konrad, On Aggression, Harcourt, Brace and Jovanovich, New York, 1966.) Lorenz' work, albeit perhaps not that scientific, paved the way for a social learning concept in which one researcher, Albert Bandura, stands out from all and deserves special mention here for a Social Learning Theory.

Albert Bandura

      Aggression is a learned behavior.

Just as Miller and Dollard (in that they were Psychoanalysts) introduced a more social way of conceptualizing behaviorists such as Watson, Thorndike and Skinner; Bandura and Walters demonstrated that between the Stimulus and the Response was a very complex "Inner Person" (Bandura, Albert and R. Walters, Social Learning and Personality Development, Holt Rinehart and Winston, New York, 1963.) They termed their theory: "social learning". This is to say that a lot of human learning can be gained from noting behaviors of one's social environment: parents, family, friends and associates. Thereby, human learning is observed and social in nature according to Bandura and Walters.

They found that such social learning does not necessarily illicit a response. A human being, also, does not require a specific reinforcement (such as a reward or punishment) to learn. (Bandura, A., "Behavioral Modification Through Modeling Procedures", Research in Behavior Modification, Krasner, L. and l.P. Ullman (eds.), Holt, Rinehart and Winston, 1965.) For example, in a famous Bandura experiment, it was demonstrated that aggressive parents raised aggressive children. Aggression is a learned behavior.

There is some considerable evidence that children presented with violent images do exhibit more aggressive behavior. The following Bandura chart shows children's responses to live models, film models, cartoon models, nonaggressive models and no model. "As shown in Figure 2.2, children who were exposed to the aggressive models subsequently exhibited substantially more total aggression than children in the nonaggressive model condition or the control group." (Bandura, Albert, Aggression a Social Learning Analysis, Prentice Hall, Inc., New Jersey, 1973.)

     
BANDURA, THE PRESENTATION OF VIOLENCE      
A PSYCHOLOGICAL QUESTION

25 20 15 10 05 00 Fig.2.2 Livemodel Filmmodel Cartnmodel Nonag.model Nomodel

It follows that human behavior is so complex that not all of it can be either observed or measured in a behaviorist's laboratory. It can be further argued that some of the kinds of human learning which wouldn't fit into Skinner's strict definition for acceptability may be of interest to a Psychologist, especially a Social Psychologist. Albert Bandura's interest in aggression is a case in point.

CASE EXAMPLES:

      AGGRESSION:

      "The goal of all life is death."      
Sigmund Freud      
(Hall, Calvin S. and Gardner Lindzey,      
Theories of Personality,      
John Wiley and Sons, New York, 1957.)

Freud believed that "Aggressiveness is self-destruction turned outward against substitute objects. A person fights with other people and is destructive because his death wish is blocked by the forces of the life instincts and by other obstacles in his personality which counteract the death instincts." (Ibid.) The thinking behind this hard ball Freudian concept is that it is the nature of the world to try to revert to the constancy of inorganic, quiescent material. Thereby, it is not the purpose of life to die but a goal in another sense. The goal is a matter of fate. Death is an inevitability: dust to dust, ashes to ashes. Aggression is the push toward that fatalistic destiny, a death wish.

      ***

The Case Of Sylvie Greil

      Sylvie Greil    

"Who are we to cry? Is it true? Are we the first generation not to live as well as our parents did? Are we struggling for survival or is it only some moral dilemma over leisure time? How right is it to worry that I might never be able to afford a house, medical insurance, or a retirement fund? Should I desire travel, movies or braces for a child not yet born? As I look at our world, which is rife with inequality, poverty pollution, recession and city slums, I wonder how to justify my want of such things." (Greil, Sylvie, student: San Diego State University, The Daily Aztec, October 6, 1993.)

Sylvie Greil exemplifies the push toward that Freudian fatalistic destiny, perhaps overstated as a death wish. How is it that a student at a State University appears to have a grasp of the problem yet the general public is in denial? How is it that the powerless seem to know. What kind of life does Sylvie feel she has in the future? It is obvious she feels she is not going to get what she wants. Would those thoughts bring Sylvie to violence? It is probable her thoughts would not. She would just suffer as one of the silent majority on a Freudian path to destruction. However, if Sylvie had grown up in South Los Angeles like the teenager, Sam, who killed Christopher Hackworth in his first six weeks, the story would be different. Sam lived the inequality, poverty, pollution, recession and city slums until he exploded. Sam had a different environment than did Sylvie. (Even "The Brady Bill", probably, wouldn't have stopped him. Sam didn't use a gun. He found other weapons easily.) Neither Sylvie nor Sam are alone in their awareness.

However, Sylvie isn't the only one who has an awareness of violence. The awareness goes all the way to the top. "I did not live and die to see 13-year-old boys get (guns) and gun down 9-year-olds just for the kick of it." (Clinton, Bill, "I have a dream..." from the President's speech November 13, 1993 in Memphis.) President Clinton, like Sylvie and like Sam, is aware of the problem. The President spoke of a big article on the front page of the Washington Post where an 11-year-old child was planning her funeral: "These are the hymns I want sung; this is the dress I want to wear; I know I'm not going to live very long." (Ibid.) Its not just young girls who die either as gunfire is the leading cause of death for young men (according to President Clinton in the same speech). What is different now from way back then when Martin Luther King was alive? Then we had "coherent families". We had "coherent communities". What we did was to "abuse our freedom". (Items in quotes, above, are from the Memphis Presidential speech.) The problems are of families and communities not a matter of more police, more prisons etc. If Martin Luther King was still alive, what would we tell him now?

What would we say to Martin Luther King now if he showed-up and asked about the children? What would we tell Dr. King about a young girl, the 11-year-old who is planning her funeral and what would we tell Dr. King about Sam who shot young Christopher? "But how would we explain to him all these kids getting killed and killing each other? How would we justify the things that we permit that no other country in the world would permit?" (Ibid.) We would have to tell Dr. King that we abused our freedom, that we allowed the killing and that we are going to try the same old plans again which have failed in the past. We would have to tell Dr. King that we are going to do it all again and the violence statistics will double then double again according to our abuse. "Unless we recognize that it's due to the breakdown of the family, the community and the disappearance of jobs; and unless we say some of this cannot be done by government because we have to reach deep inside to the values, the spirit, the soul and the truth of human nature, none of the other things we seek to do will ever take us where we need to go." (President Clinton, Ibid.)

      TOPSY-TURVY

The Problem: the breakdown of the ego the breakdown of the family, the community and the disappearance of jobs.

The Solution:

       reach deep inside to the values,          

the spirit, the soul and the truth of human nature.

We are going to have to tell Dr. King that we know the problems and the solutions not only at the grassroots level but at the highest forms of government and that we are going to ignore what we know and vote for more police and more prisons and a Brady Bill, and regulating guns and sex and so on. We will, in other words, refuse to reach deep inside and, instead, we will reach deep outside to any external we can find and place the blame on anyone else we can.

The problem can't be REDEFINED away from reality and formulate a societal ego breakdown. Certainly it is easy, too easy. "It is much easier and more comfortable to redefine a problem as some new kind of status quo, in the name of keeping up with the times, than it is to admit that your social institutions are failing." (Burton, Linda, The Wall Street Journal, December 1, 1993.) There is no denial of broken families, stagnation, slow growth, divorce, multiple marriages, joblessness (which certainly sounds like unemployment), the erosion of the American Dream, reinventing government, investing (taxing), violence and trickle down economics.

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      "There's still to much violence and not enough hope in too many places."

  "For 30 years family life in America has been breaking down. For 20 years the wages of working people have been stagnant or declining.  For the 12 years of trickle-down economics, we built a false prosperity on a hollow base as our national debt quadrupled. From 1989-1992, we experienced the slowest growth in a half-century.  For too many families, even when both parents were working, the American Dream has been slipping away." (Clinton, William, State of the Union, 103rd Congress, Federal News Service, January 25, 1994.)

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      IS IT TRUE?

So, Sylvie Greil's question is appropriate: "Is it true? Are we the first generation not to live as well as our parents did?" (Greil, Sylvie, student: San Diego State University, The Daily Aztec, October 6, 1993.) The reasons for the decline, the stagnation, the slow growth are known. In the case of Sylvie, there is also a name for her condition: "GENERATION X". This group is loosely defined as that group of people too young to have fought in Viet Nam. (Snow, David, "Finding Generation X", The UCSD Guardian, October 18, 1993.) Gen X is the post baby boom generation, the baby busters, that group between 18 and 29, the MTV generation, or (simply) the "Slackers" (Ibid.). Paul Dean is one of those slackers. He, unlike Sylvie, lives in troubled South Los Angeles.

      ***

The Case of Paul Dean (Age 15)

I am empty of ways to keep us from harm.

“In my 15 years in Los Angeles, crime has advanced faster than I have moved addresses to stay safe. Last weekend, violence was twice at my door. One day, I know, it will crash through to slash at me or those I love, and I am empty of ways to keep us from harm."

      (Dean, Paul, "I Don't Know What to Do to Stay Alive",      
First Person, Los Angeles Times, November 29, 1993.)

Paul Dean lives in the neighborhood (Reseda, South Los Angeles) where volunteers were distributing pamphlets begging for any sign of Nicole Parker (Age 8) until Nicole's body was found adding to some crime statistic somewhere. The somewhere of which Paul Dean wrote was not the slum of South Los Angeles but next door in affluent Woodland Hills. Nicole's body was found one door away from her father's view home ("new, gated, pleasant...terraces of cube homes in Santa Fe pastels..." Ibid.) Paul Dean has noticed that violence is moving, it seems, to the suburbs. Violence has, also, moved to rich neighborhoods (Beverly Hills), the beaches (Ventura, Malibu), resorts (Rancho Santa Fe), rural areas (Santa Paula. "And finally, irrevocably, location no longer matters." (Ibid.) Paul sees a total societal ego breakdown where the Id is king. It is not just Watts anymore. It is not just Rodney King and Reginald Denny anymore. It is the Mom and Pop who used to run the corner grocery in Paul's old neighborhood.

      Bernie and Lea Graf

  Its Mom and Pop.  "Ten days ago, it took them.  Two men were waiting in the dark when Bernie and Lea left the store.  One began shooting to obtain, or to prove, God only knows what. Lea, 61, was killed.  Bernie, also 61, was wounded." (Ibid.) Mom and Pop's grocery did not open the following day.

Paul Dean's world is confusing. He is afraid. He lives in the broken-down world of dead Lea and wounded Bernie. All the graffiti on every surface makes him angry. People getting hurt makes Paul Dean think of all of Los Angeles as a toilet. Everything is topsy-turvy. He is angry at the Mayor and the President (who lives in "the drive-by shooting capital of America" Ibid.). He is sick of being anxious at the beach, of having to lock his car from the inside when driving through his own neighborhood, of seeing criminals laughing at their victims on the television news, of hesitating to use an automated teller machine, of having a cellular phone for security not convenience and of people who say his neighborhood is no better than anywhere else. Paul Dean knows his place is actually better than many! At the bottom of his problems, he doesn't know what to do to stay alive. (Ibid.)

This is a lot of thinking for a 15 year old to have to do. Shouldn't he be thinking of school, of doing his homework, of going to college someday, of raising a family? Should Paul Dean spend all that energy thinking of guns and murder? What is wrong with this picture? It gets worse.

The Worst Case of Baby Christopher and Betsy Porter:

      Death in Los Angeles

Baby Christopher was born in Los Angeles, California on Christmas day but died six weeks after birth from a crushed skull. A South Los Angeles teenager (lets call him Sam) has been charged with the murder of the very young.

Baby Christopher was not alone in death in Los Angeles. Violence strikes the very old as well. Betsy Porter, a 90 year old woman was found beaten to death in her Pasadena home. These two joined over 2,100 other Los Angelenos in death and over 23,000 nationwide in 1993 (1992 was worse with 24,703 violent deaths). "Even accounting for population growth, Americans are 50 percent more likely to be slain today than they were in 1967." (Pringle, Paul, Copley News Service, The San Diego Union-Tribune, January 24, 1994.) Perhaps in 1967 (the year of "the summer of love") either Christopher or Betsy would have lived but not here not now.

That is, unless they lived in the nation's capitol which has more murders per capita (75 per 100,000) than any other city in the world (Los Angeles County where Christopher and Betsy lived has 25 per 100,000). There are places worse than Los Angeles (in death rate per 100,000).

      1993 Homicides        for major metropolitan areas                                       Total           Rate per                                                       100,000Washington, D.C.                        460            75Detroit                                 550            54Atlanta                                 215            47Dallas                                  320            32Houston                                 500            31Philadelphia                            485            30Chicago                                 860            30New York                              1,950            27Los Angeles County                    2,100            25Miami/Dade County                       555            24San Diego County                        250            11Source: The San Diego Union-Tribune, January 24, 1994.)

Aggression is on the rise. The U.S. Department of Justice began compiling special statistics on violence in 1975 and has noted an actual decrease in crime. The public, thereby, hears that crime is down. However, the rise is in violence not crime. Violent crime has risen from a low of 23% to a high of 43%. (Parade Magazine, January 23, 1994.) Perhaps because of the calming statistics from the Department of Justice, the public is not as concerned about violence as the case would warrant. Tell that to Christopher and Betsy. Would jail help?

The public thinks gangsters can be thrown in jail and the problem will be solved. "But 'lock 'em up' isn't working. It's a gut reaction bereft of careful thought." (Gogek, Jim, The San Diego Union-Tribune, January 17, 1994.) John Vasconcellos, Assemblyman for the State of California, thinks differently. Vasconcellos believes that there is too much emphasis on imprisonment and not enough stress placed on treatment and training. His concept is to let prisoners go when they have been rehabilitated. (What a concept!) However, "Given the prevailing atmosphere, there likely will be a tendency to dismiss his proposals as coming not only from one of the Legislature's most liberal members, but one who often is viewed as something of a touchy-feely flake." (Endicott, William, The Sacramento Bee, January 24, 1994.) Vasconcellos wants to SOLVE the crime problem not just reassure the fears of the public with candy-coated euphemisms. "I abhor violence and those who perpetrate it and abhor, almost as much, politicians who would pander to people's fears with simplistic, ineffective slogans and nonsolutions, he said." (Ibid.) Unfortunately, the nonsolutions appear to be just what appeals to the public.

The people are asking for simplistic slogans and will drive someone out of office who says otherwise. This kind of a public IS the problem. It is why we have the problem. The public wants someone else to blame.

      Who to Fear, who to blame?

      "A majority of Americans reported that      
what they feared the most was having cold      
popcorn in the movie theater."      
Buchwald, Art,      
"Here is what Americans really think",      
Opinion Section, The San Diego Union-Tribune      
January 26, 1994

The public wants to find someone to blame. It must be drugs, sex, rock and roll, the kids, the media! Worst of all, it must be the media. The public, in its ignorance, thinks that it must be the messenger which is at fault. In Albuquerque's first Town Hall meeting (Las Cruces, October 1993), the mass media was blamed for almost everything becoming the most identifiable villain. "For instance, the Town Hall report makes clear that the primary demon roaming the landscape is the dominant media culture, an accusation also made on a daily basis by Rush Limbaugh who agrees with the Town Hall that what's wrong with America is the "dominant media culture." (Belshaw, The Albuquerque Journal, October 24, 1993.) with Rush Limbaugh at the helm, it is no wonder there is a problem! The public has the problem topsy-turvy It is doubtful that even the mass media with all it's power has enough to be the sole villain. Besides, "If the American people don't like what journalism has become, then we should find ways to restore higher values to the procession instead of 'redefining' journalism to include the right of the press to violate the public trust." (Burton, Linda, The Wall Street Journal, December 1, 1993.)

To add to the list, the public thinks that more police, more prisons, less drugs, less sex and less Television violence is going to solve the problem. So what is the problem: why is the public complaining?

     
The complaint      
The Call of the Wild?

     
It comes as no surprise that whenever urban life      
begins going to hell,      
we look around for something to kill."      
(Martinez, Al, "Howl of the Wild",      
Metro News, Los Angeles Times      
November 27, 1993.)

The topsy-turvy society is looking for anything to kill, anything to blame, anything to eradicate. In Los Angeles, everyone knows, the problem is a small canine animal, the "Coyote". Los Angeles doesn't have a drug problem, a sex problem, problems with fires and earthquakes, crime and riots....Oh No! The problem, you see, from us out here in denial land is this damned pooch. "Coyotes, of course, have nothing to do with urban violence. They do not pack automatic rifles or handguns...and do not deliberately seek out anything they can't eat." (Ibid.) Only human beings do that.

However, human beings in their blood lust kill Coyotes. The little canines are shot, poisoned, trapped, bulldozed, burned-out and, generally, hunted down like animals (which, of course, they just happen to be.) The Coyote, from ancient times, is also a metaphor.

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      CONCLUSION:      
The Coyote Metaphor        

The tale of societal aggression ends with a parable, a metaphor of the Coyote. In our response to the animal, Our natures can be seen complete from breakdown of the ego to breakdown of the collective. "Now the Youngman could see Coyote, and he followed him onto the Prairie. But soon the trails Coyote led the Youngman upon crossed and recrossed and ran off in every direction. "You have tricked me!, the Youngman exclaimed. "No," answered Coyote, "I have not tricked you." (Storm, Hymeyohsts, Seven Arrows, Ballantine Books, New York, 1972.)

Why is the Coyote a metaphor? In the case of Los Angeles, according to writer Al Martinez in "Howl of the Wild", the Coyote is a symbol of misplaced aggression. We have tricked ourselves. The above quote from Native American writer Hymeyohsts Storm makes the same point in parable. If so, then what do the crossing and recrossing trails mean? In the case of the Los Angeles Coyote, it means that when people kill the Coyotes, then rats multiply. Is this a trick? It is not. With rat overpopulation comes the deadly hantavirus according to Michael Bell of the Wildlife Protection League. Hantavirus kills people. This process is the crossing and recrossing of trails so that what one's deeds recross back to haunt the doer. It is a topsy-turvy way of saying "Do unto others as you would have done unto you." The Coyote, in his parable, is there to teach personal responsibility. The unsaid, but definitely implied, is that the Coyote is not the trickster but that "Young man's" own lack of self leadership caused him to trick himself. No one but a fool would follow a Coyote. No one but a fool would ignore "The Golden Rule" (This is, of course, unless one lived in the topsy-turvy world of Los Angeles).

Thereby, when everything goes "Kraut and Ruben" (topsy-turvy), there is an aggressive breakdown between an individual and reality or, rather, an Ego breakdown. Specifically, the breakdown is that of a noxa, an injurious agent or noxious introject (such as the Coyote?), sending the personality structures topsy-turvy. In extreme cases, the noxa can provoke neurosis which could manifest as the psychical disorders of actual neuroses (neurasthenia), transference (hysteria, obsession and compulsion), narcissistic neuroses (schizophrenia and manic-depressive psychoses) and traumatic neuroses. (Hinsie, Leland E. and Robert J. Campbell, Oxford University Press, 1960.) So, where is the complaint when the protagonist has only himself to blame? Where are the cheap excuses, the simplistic slogans and the nonsolutions then? Where is the personal responsibility?

      ###

7. Coursename: "Clinical Psychology: History and Systems" Major emphasis areas: c. Organizational Behavior Systems Intro: | Scope of Public Administration and Public Health ________________________________________________________________

Federal | Methods of Analysis in Public and Urban Affairs | Research Methods in Public Administration/Health | Quantitative Approaches to Public Admin./Health __________________________________________________________________

            |  Public Administration and Health Administration              

| Administrative Theory | Administrative Behavior

            |  Public Personnel Administration              

| Organization Development in the Public Sector State | | Collective Bargaining in the Public Sector _________________________________________________________________

            |  Public Financial Management              

| Public Policy Development Local | | Administrative Law | | Management of Urban Governments | The Metropolitan Area

            |  Problem Analysis: The San Diego Police Department

_________________________________________________________________

     
PUBLIC ADMINISTRATION

INTRODUCTION:

Scope of Public Administration and Public Health

Public administration is, generally, divided into Federal, State and Local governments. (Albeit, there are some quasi-government organizations which set public policy. An example would be The Federal Reserve Board.)

Public health issues within Public Administration are assigned by the Constitution of the United States of America, the Congress, State legislatures and Local county and city governments. This paper shall explore, in the context of an historical perspective, the rise of Public Administration in the United States and some examples of how Public Administration impacts upon Public Health. There shall be an emphasis on those public programs which impact on Vocational Rehabilitation in a Public Administration paradigm.

THE FEDERAL GOVERNMENT:

Methods of Analysis in Public and Urban Affairs: The best method of analysis in public and urban affairs is to go to the source material. This would mean consultation of the formulative documents in the provision and promotion of Public Administration and Public Health known as "General Welfare". For the consultation, first the Constitution of the United States of America would be the starting point. The Constitution is the prime analysis and primogenitor for Public Administration in the United States. No other document provides such a formidable and complete analysis.

     
The Constitution of The United States of America

      "Article 1      
Section 8      
Clause 1      
"The Congress shall have the power to lay and collect      
taxes, duties, imposts and excises, to pay the debts      
and provide for the common defense and general welfare      
of the United States..."

      THE ANALYSIS:

THE GENERAL: In regards to the public health provision of public administration, it is the Congress of the United States which has the power to provide for the "general" welfare. (Findlay, Bruce Allyn and Esther Blair Findlay, Your Rugged Constitution, Stanford University Press, Palo Alto, 1952.) The term "Welfare" has been debated since the Constitution was written. In the test case of Wiseman v. Tanner (D.C. Wash, 221 F. 694, 698), it was found that welfare meant well doing or well-being and that welfare was "the enjoyment of health and common blessings of life" which was defined as prosperity or happiness. (Black, Henry Campbell, Black's Law Dictionary, West Publishing Co., St. Paul, 1968.) The pursuit of happiness, in particular, was seen as an unalienable right. The "general welfare" is defined as that provision for all the people in all localities such as in a general law. This is opposed to special or limited jurisdiction. Public Health, thereby, is a general right guaranteed by the Constitution for all of the people of the United States. In the light of current Healthcare legislation, the Constitutional provision is profound. In terms of Public Administration, the power is very clear. It is said that Gouverneur Morris of Pennsylvania wrote the words beginning with "We The People of the United States" and added that the general welfare is not only provided but promoted. Mr. Morris, with his withered right arm (from an accident involving boiling water when he was a child) and with "a big, clanking wooden left leg, the consequence of a riding accident" was a great man and had a way with words. (Michener, James, Legacy, Random House, 1987.) At the Constitutional Convention, it was Gouverneur Morris who spoke more than anyone else. He made at least five separate speeches in the three nights and two days of the convention. What Morris did, apart from his several accomplishments, was to take the rambling wording of the twenty-three disjointed articles and shape them into a whole. Morris rewrote the Constitution. "Right at the start he wanted the world to know that we meant business." (Ibid.) To that end the many rambling articles became seven solid pieces of legislation. As a result, on a Monday in September (September 17, 1787), the forty-one constitutional delegates met for the last time and passed the document just after the General Washington speech. Everyone thought Alexander Hamilton of New York would abstain from the vote but he signed after hearing Washington speak. Only three delegates, Elbridge Gerry of Massachusetts, Edmund Randolf of Virginia and George Mason of Virginia refused to sign the Constitution. James Madison (Virginia) looked at the symbol behind the President's chair as he was following Doctor Franklin's gaze. He saw that Benjamin Franklin was looking at the sign of the sun on the chair. James Madison, later that night, penned these words: "...but now at length I have the happiness to know, that it is a rising, and not a setting, sun." (Ibid.)

THE PUBLIC: The rising sun was the formulation of a new, public government, and a rejection of a King who "has refused his assent to laws, the most wholesome and necessary for the public good." (from "The Declaration of Independence" in Brown, Willie L. for the California Legislature Assembly, The Constitution of the United States of America and the Constitution of the State of California, Sacramento, 1987.) The new American government reestablished the abolished free system of English laws suspended by the King and declared the former government "unfit to be the ruler of a free people." (Ibid.) This was the beginning of a truly public administration. The reason it was a public government was that the rulers must derive their power from the consent of the governed. The consent was not evident under the English King but was under the thirteen United States of America. (Note: "A distinction has been made between the terms 'public' and 'general'. They are sometimes used as synonymous. The former term is applied strictly to that which concerns all the citizens and every member of the state; while the latter includes a lesser, through still a large, portion of the community. 1 Green.Ev. #128." Black, Henry Campbell, Black's Law Dictionary, West Publishing Co., St. Paul, 1968.) Thereby, the public is defined as all the people where government is open to all. The term "general" refers to that portion of the public over which the Federal Government has domain. The strong implication is that there is a portion of the public over which the individual states have reign. To see the genesis of the movement from total central power (such as that of a King) to a more decentralized form of government (ie: a democracy), the Articles of Confederation of 1778 show the beginnings of the democratic forms of thinking; "Each state retains its sovereignty, freedom and independence, and every power, jurisdiction and right which is not by this Confederation expressly delegated to the United States in Congress assembled." (from the "Articles of Confederation" in Brown, Willie L. for the California Legislature Assembly, The Constitution of the United States of America and the Constitution of the State of California, Sacramento, 1987.) Public Administration, thereby, is that form of governance which recognizes a division in power between the central government and sovereign states. The division of power was referred to as a league of friendship for "their mutual and general welfare" (Ibid.) | Research Methods in Public Administration/Health | Quantitative Approaches to Public Admin./Health

      "RES ACCESSORIA SEQUITUR REM PRINCIPALEM...      
The accessory follows the principal."      
(Black, Henry Campbell, Black's Law Dictionary,      
West Publishing Co., St. Paul, 1968.)

Research in Public Administration follows the principal of the formulative documents which preceded it: The Constitution, the Articles of Confederation. Thereby, since the Constitution is the format for analysis, subsequent research can do no less but to modify and define that Constitution. Public Administration is the offspring of the Constitution and so is Public Administration research.

To that end, Public Administration research should be scientific and objective. It should reflect a further definition of the general welfare. An excellent example would be in how an individual State responds to the further definition of public policy under the Constitution. The State of California has been selected.

Research in Public Administration could be done at the State level. State government is a further definition of the general welfare and is a center for what could be called "the public".

      A CASE FOR ANALYSIS:

STATE GOVERNMENT: | Public Personnel Administration | Organization Development in the Public Sector Introduction: State Constitutions modify the Constitution of the United States and set Public Administration policy for the individual state. The State of California sets policy by means of a Constitution. Under the California State Constitution, laws are enacted. California is somewhat unusual from most state governments in that California is said to be "a codified state". This is to say that most all policy and procedure is written into law (ie: codes). One example of a codified organization set by law in California is the Department of Rehabilitation (set under The Welfare and Institutions Code). The Department is an excellent case in point of how constitutional law is followed through codified public policy setting. A research analysis is presented, following, detailing how the California State Department of Rehabilitation functions.

     
"All people are by nature free and independent      
and have inalienable rights."

      Constitution Of The State Of California      
May 7, 1879    

The people of the State of California, in order to respect the inalienable rights of the citizenry, has established by matter of public policy a series of programs "to assist and encourage handicapped individuals to attain their maximum usefulness and self-sufficiency" (State of California Welfare and Institutions Code # 19000). (West's Annotated California Codes, West Publishing Company, St. Paul Minnesota, 1991.)

      THE DEPARTMENT OF REHABILITATION

Under the Constitution and by appointment of the Governor, a Director of the Health and Welfare Agency the Department of Rehabilitation is engaged to provide services to "any individual who is under a physical or mental disability which constitutes a substantial handicap to employment..." (Ibid.) _________________________________________________________________

      Rehabilitation Services Provided by Law

__________________________________________________________________________________________________________________________________ Evaluation Counseling Training services Reader (blind) Guidance Placement Interpreter (deaf)services Recruitment especially in: Rehabilitation Health Welfare Public Safety Law Enforcement Other service employment Job coaching On the job skill training Worksite observation/supervision Consultation Integrating assistance Destination training Help with public support agencies Provider consultation Other job support

Physical restoration services Maintenance Occupational licenses, tools, equipment and initial stocks and supplies Small business assistance Rehabilitation of a group of individuals Transportation Other goods and services Service to families __________________________________________________________________________________________________________________________________ (State of California, Welfare and Institutions Code, Section 19150) _________________________________________________________________

The Process of the department of Rehabilitation:

  1. Eligibility determination    

2. Case is opened 3. Functional Limitations established 4. Aptitude determination 5. Work history 6. Vocational plan 7. Appeals process (if necessary).

     
Specific Rehabilitation Issues:

Severely Handicapped

In the law, the term "severely handicapped" appears several times which is taken to mean, in terms of vocational capability, to be a condition which limits an individual with a recognized disability from performing a substantial part of the essential job duties required by the employer.

Handicapped vs. Disabled The term "individuals with disabilities" is preferred to "handicapped" because it has been found that an individual with a disability is not necessarily handicapped in that he/she may be able to perform all essential job duties quite well especially if an "ACCOMMODATION" or adaptive device is offered. In addition, the word "handicapped" has an unnecessary and misleading stigma attached so that an alternative concept is preferable.

Accommodation [By federal law (Americans with Disabilities Act), the employer may offer an accommodation device to the employee such as special equipment so that the job may be performed. The intent is not to offer an unreasonable hardship to the employer (accommodation has to be reasonable) but to find a way the employee can perform with reasonable assistance.] Several examples of how the ACCOMMODATION process works follow. Examples are in the discipline known as Ergonomics and the field known as Rehabilitation Engineering. Typical accommodations offered by Ergonomics Science and Rehabilitation Engineering are pieces of equipment such as a wrist rest for a computer keyboard, perhaps a specially made chair, special lighting, or assistance equipment for lifting heavy objects.

Following the concept that a disabled person is not necessarily handicapped, in that he/she may be able to engage in gainful employment ("remunerative occupation" Ibid.), a program of rehabilitation may be undertaken where eligibility is tied to impediment of employment. If there is such an impediment establishing eligibility, the California State Department of Rehabilitation is available to be of assistance in opening a case.

Opening the Rehabilitation Case The case opening is, traditionally, determined by means of a medical examination to establish eligibility but, currently, the work of beginning the opening of the case can pre-date the medical exam. For example, if the Vocational Rehabilitation Counselor can see that a potential client is missing a leg, the medical examination would support the Counselor in the determination rather than vice versa. The difference may sound subtle, but the change speeds the rehabilitation process considerably. The Department of Rehabilitation is known for trying new ideas that work.

Prior to the examination of the client's work history, a full assessment of Functional Limitations is available as well as a full battery of psychological testing if necessary (including, but not limited to, such traditional testing as the Weschler Adult Intelligence Survey, the Nelson-Denny, the Minnesota Multiphasic Personality Inventory, Cattell's 16 Personality Factors and the Wide Range Achievement Test. New employment is explored based on what the client enjoys doing and in consideration of:

      1. the Disability      
2. Training and      
3. the Job Market.

Toward the goal of remunerative employment, the client may engage in an assisted Labor Market Survey to see what possibilities exist while the Counselor designs and writes a Vocational Plan (I.W.R.P.) where the concept is not to find someone a job but to assist the individual with a disability to form the skills necessary to find a job. The idea is that if one gives a fish to a person they will eat for one day but if the person is taught fishing, they will eat for a lifetime.

The Rehabilitation Plan The Rehabilitation Plan (Vocational Plan) consists of major areas of the 1. Objectives, 2. the Responsibilities and 3. the Evaluation. Emphasis is placed, in the Plan, on limitations, the labor market, training program availability, dates and timelines, transportation, clothing, accommodations and job leads. To assist the Counselor with the plan the State has a Field Computer System (F.C.S. 482) which is located in Sacramento and is processed through Los Angeles to a terminal in the Counselor's office. Typically, the client is initiated into a training program and/or a job placement program offered by a Community College, a State contracted foundation or by the State itself. It is estimated that 40-50% of the clients would be in a training program and the percentage will, most likely, rise to between 80-90% in the near future. After or during the last part of the training segment of the Rehabilitation Plan, all clients receive placement services.

Success After the placement part of the plan is successful, the client is engaged in new, remunerative work where, despite functional limitations, the client can perform well in all the areas of essential job duties. The California State Department of Rehabilitation reflects a further definition of the general welfare under state public policy. An excellent example is in how an individual State responds to the further definition of public policy under the Constitution. The State of California was selected to illustrate the point as a case for analysis.

Local governments, also, set public policy. Sometimes, the hierarchy of policy is seen as Federal, State and Local. However, the Constitution does not mention local governments. What has happened is that State governments have given charters and powers to counties, towns and cities. (Findlay, Bruce Allyn and Esther Blair Findlay, Your Rugged Constitution, Stanford University Press, Palo Alto, 1952.) In the example of California, the state has given the responsibility for public safety to the localities. Some have said that public safety is a public health issue. The point is debatable. (For example, the police often put the mentally ill in jails rather than hospitals. The reason is that the mentally ill pose a threat to public safety. It is clear that, in the case of the mentally ill, that public safety and public health are linked.)

THE LOCALITIES: In their charge to protect the public safety, localities have formed various kinds of Police Departments. The most common are City Police and County Sheriffs. The City of San Diego is an excellent example of how a locality provides a police force.

      THE SAN DIEGO POLICE DEPARTMENT

In 1885, San Diego was a lawless railroad town. There were no Police in the city. Prior, there had been Native American government and Spanish military lawmen. In July of 1846, San Diego became an American town with the changing of the flags from that of Mexico to that of the United States. Three years later, California became a state and state law provided for a county sheriff, some constables, a city marshall and some deputies. (Material facts on the history of the San Diego Police Department are from: Castanien, Pliny, To Protect and Serve: A History of the San Diego Police Department and its Chiefs, The San Diego Historical Society, San Diego, 1993.) Thereby, in terms of Public Administration, the first law was state law once the San Diego pueblo had been admitted into the United States. It wasn't until 1888 that San Diego, tired of the lawlessness, created a municipal Police force to replace the old marshall system. A new San Diego charter was accepted by the state in 1889. The new Police force came onto the scene just in time to see the great railroad boom of the 1880s collapse. The city was out of control. Chief Joseph Coyne was the first public administrator for the new Police department. Coyne's administration is an excellent example of how a new organization evolves. At first, there was not even the concept of what law enforcement should be in San Diego. The popular conception was that the Police Department should have a primary responsibility of collecting taxes, selling foreclosed property and that the policeman was in a lower position for the purpose of future advancement in city government. (Material facts are from Ibid.) Coyne had a different concept. His primary responsibility was in arresting criminals. Toward that goal, Coyne's first act was to hire eleven deputy marshalls who were at least five feet eight inches in height and at least 150 pounds in weight. This set the stage. As well, the policemen were to be paid $80.00 per month. In 1889, the monthly salary would have been considered quite high (as, for example, the typical cowboy received only $20.00 per month paid as a single gold, double eagle coin).

The first Police issue (How much money do Police cost?): Under Chief Coyne's administration, Officer C.J. Evert fell asleep at his post. While Evert was sleeping, another officer removed the sleeping officer's badge and returned it to Chief Coyne. The next day Evert reported for duty without his badge. The story he gave was that he lost it while chasing a Chinaman. Chief Coyne had the missing badge in his own possession. It was a moment of high drama. Evert was suspended. The drama didn't stop there, however, as Evert was a friend of Police Commissioner E. F. Goddhard. What had happened was that the Chief had acted without any investigation. While falling asleep at one's post is a problem, the lack of investigation is an issue. The public became involved and the whole town was in an uproar: Coyne was being tried by the media. With the first Police issue, which was essentially a power struggle over costs, a foreshadowing of the future of Law Enforcement in San Diego was established. (Material facts are from Ibid.)

Soon, the public reacted by pointing to how much money Police cost. The reaction is also a foreshadowing: when there is trouble with the Police Department the cost is questioned. Typically, there is some kind of financial retaliation. Such a reaction happened in the case of the suspension of Evert by Chief Coyne. A suggestion to cut the size of the Police force was made by the Police Commission in closed session. It passed. Further, the Police Department was to be investigated which resulted in the suspension of an additional five officers. (As the hearings were in closed session, the reasons for the suspensions were never published but were assumed to be for political reasons.) The final result of the scandals was that the Police Commission would receive a report of all Police Department actions and that the Chief could make Departmental decisions without first consulting the Commission. Thereby, the Chief could suspend officers and report such acts monthly. The protocol continues to this day. (Material facts are from Ibid.)

Chief Coyne, because of the political uproar, found the Department without sufficient funds. A dog tax was proposed and passed. Out of the first Police issue came the first animal control program. In addition, with the dog tax money, Coyne planned better jails for women and the sick. Coyne began the first Public Health treatment for the sick. (Material facts are from Ibid.) Police cost continues to be an issue. One of the most expensive Police issues was for the beating of Rodney King in Los Angeles in March of 1991. "King was beaten in suburban Lakeview Terrace on March 3, 1991, as officers attempted to arrest him after a freeway chase. A video tape of the incident made by an amateur photographer was broadcast worldwide, sparking an international debate about police treatment of urban minority residents. " (Holland, Gale, "Price tag for federal trial in King beating: $9.4 million", The San Diego Union-Tribune, June 24, 1993.) The figure released for the King related trials did not include the costs for National Guard troops and for the U.S. Marshall's Service public relations management. Total costs including those related to riots reached into the billions of dollars stemming from just one Police incident involving excessive use of force. The question has been raised: When can force be used? The issue is an old one.

The second Police issue (When may deadly force be used?): The second San Diego police Department Chief, W. H. Crawford formerly of the U.S. Marshalls Service, held the position only three months because of several highly questionable Police practices. The first was in the casual use of deadly force. It seems there were Police problems with sailors who refused to return to their ships after liberty in San Diego's famous "Stingaree District". (There was a lot of tension in the Navy anyway as the Spanish American War was beginning to show signs of being a hot one.) Technically, AWOL sailors were the domain either of the Navy ship's captain or the U. S. Marshalls Service. After the Navy ship, U.S.S. Charlestown, docked in San Diego there were several AWOL sailors reported. The U.S. Marshalls went to arrest the sailors. Chief Crawford was nearby (in a buggy) but did not participate in the arrest. One of the sailors, Joey Brown, was killed with a billy club in the ensuing scuffle over arrest. The Police Chief was blamed for the incident as he had given four billy clubs to the U.S. Marshalls. The charge against the Chief was excessive use of force. The use of deadly force continues to be a Police issue to this day. As a case in point, a Federal commission has been appointed (modern times) to study the ongoing problem of excessive force. The Christopher Commission was stimulated by the March 3, 1991 beating in Los Angeles of Rodney G. King who was injured seriously by the use of billy clubs. (Metropolitan Digest, Los Angles Times, March 16, 1994.) It can be seen that the issue of excessive force still exists in the 1990s as it did in the Gay Nineties of the 1800s.

A second excessive force issue was (in the 1890s) in the discharge of Police weapons in public. Bystanders were being shot. There was to be a crackdown on the Police. The same need exists today. In 1990 alone, Police killed nine people and wounded fourteen others in Police shootings. "Among those killed were men wielding a garden tool, a trowel and a baseball bat. Another man was unarmed." (Granberry, Michael, "Bystander Killed; Police Bullet Blamed", The Los Angeles Times, January 13, 1994.) In 1994, an innocent bystander, Gina Kisielius, was shot by San Diego Police. Curiously, she lived in a turn of the century hotel only a block from the original Police station. Police were only ten feet away from an armed criminal they were attempting to arrest when one of the Police weapons missed it's target and hit Kisielius who was thirty feet away. Police discharged at least fifteen rounds hitting the criminal only three times. (Thornton, Kelly and Dwight C. Daniels, "Stray bullet killed mom in case heavy with irony", The San Diego Union-Tribune, January 13, 1994.) The irony is that one of the officers in the Kisielius killing was the son of retired Les Oberlies who was discharged after the killing of the unarmed man cited above in one of the 1990 Police killings. The implication is that the problem is familiar. It is still being debated over whether deadly force is a Public Health issue. If the Police are killing the public, then the debate stands a chance of being raised to the level of public health. The third Police issue: City Police run the Jail. It has been a long held idea that the Jail should be run by some other public body but, at present, the Jail is run by Police Officers which function in the following capacity:

      A City Police Officer      
(at the Jail)

      JOB ANALYSIS

1. JOB TITLE: Senior Police Officer: Jail

      D.O.T. No.:                        195.107-046

      MPSMS:                                949 - Police Services

      WORK FIELDS:                271 - Investigating

      INDUSTRY:                        705 - Professional &             Kindred

2. SOURCE:

3. JOB SITE: City Jail

4. INTRODUCTION:

      A.        REASON FOR ANALYSIS:  The Job Analysis was conducted in order to clarify the physical job duties required by the Senior Officer.

      B.        METHOD OF ANALYSIS:  A Job Analysis was conducted by an on-site visit to ..............  Both the supervisor and the worker were present for the Job Analysis.  Since several activities that a Senior Officer does are only done during certain times of the day or on as-needed basis, many of the job duties were not able to be observed.  However, the physical facilities utilized were observed and simulation of the specific activities was done whenever possible.

5. COMPANY'S OVERALL OPERATION: ............. is a holding facility for ........................., aged .. to ... Occasionally, some as young as .. or .. years old and occasionally some .. years old. They are housed at the facility while awaiting trial and placement. It is seldom used as a commitment facility. The majority of the detainees are arrested for felonies.

6. DESCRIPTION OF WORK SITE: .............. is a locked facility in a semi-residential area. There are eight separate units. There is a school in the facility. There are, on an average, 350 to 425 prisoners. There are 1 to 5 individuals housed in one room. Each unit consists of a front desk with storage area and a kitchen as well as eating tables. There are bathroom facilities and then separate rooms for the prisoners. There are also recreational facilities for physical education purposes.

7. JOB DESCRIPTION:

      A.        QUALIFICATIONS:  

              1.        Educational Requirements:  Bachelor's degree.

              2.        Specific Vocational Preparation:  One year experience.

              3.        Special Licenses, Certifications, or other                      
Qualifying Documents:  Class II Driver's License.

              4.        Types of Machines, Tools and Special Equipment 2Utilized:  Telephone, two-way radio, intercom, keys, different locking mechanisms, handcuffs, restraining equipment, van, athletic equipment, pen, logbook, and miscellaneous office supplies to perform shift leader duties.

      B.        ESSENTIAL JOB TASKS:

              1.        Function as the Unit Shift Leader.  This means being responsible for all final decisions made in the unit.  The Senior Officer approves and is in charge of the Shift Program with the responsibility for ensuring all policies and procedures are followed.

              2.        Assure that the daily unit functions are accomplished.

              3.        Oversee the inspection of sleeping quarters, building, and grounds.

              4.        Orient newly admitted prisoners and assign work tasks.  

              5.        Help to resolve routine staff and detainee problems, as well as informal grievances.

              6.        Be familiar with all departmental procedures and cognizant of all changes and/or new procedures.

              7.        Attend unit/general staff meetings and in-service training sessions as scheduled.

              8.        Provide individual/group counseling.  Direct and supervise the daily unit activities (i.e., school movements, medications, unit cleaning, etc.)

              9.        Direct supervision of volunteers in Police (Cadets) assigned to the unit.

              10.        Reviews available criminal histories; leads individuals in small group discussions; assist minors in gaining self-insights and insights into family, peers, and other relationships.

              11.        Observes and records information on prisoners behavior, attitude and appearance, interest, and skills.

              12.        Takes appropriate action in emergency situations.

              13.        Takes corrective action and makes recommendations to the supervising officer when irregularities within the unit occur.

              14.        Maintain security and safety within the institution; is alert to potential problem areas and takes steps to alleviate potential problems.

              15.        Maintains unit logs and makes necessary reports as indicated by departmental policy or procedure.

              16.        When circumstances dictate, or in the absence of other supervisory personnel, is responsible for making judgements and taking necessary action for the proper operation of the institution.

              17.        During a medical emergency, perform any immediate acute medical care (CPR, assistance to suicide attempts) and contact nursing supervisor for medical assistance.

              18.        In the event of a fight, first give a verbal command to the fighting parties, and verbally direct and secure other residents in the unit.  If necessary, directly intervene in the fight; and assist other staff members to break up fights.

      C.        MARGINAL or NON-ESSENTIAL JOB TASKS:

              1.        Paperwork activities involved in reviewing a case or making recommendations, i.e., filing and writing.

              2.        Utilizing keys to open and close doors continually throughout the day.

              3.        When necessary, may be designated to perform duties and act in the capacity of a supervising  officer on a temporary basis.

8. TYPICAL DAY:

      Morning shift works from 6:25 A.M. to 2:30 P.M.  The typical activities that occur during this time period are as follows:

      A.        Check/count the prisoners in the unit.

      B.        Talk to late night staff or update on the occurrences for that evening.

      C.        Read the log.

      D.        Talk to co-workers and discuss the program for the day.

      E.        Get prisoners up from 6:45 A.M. to 7:00 A.M.

      F.        Supervise as the prisoners wash up and clean their rooms and make their beds.

      G.        Do hall checks regularly (every 10 to 15 minutes).

      H.        Supervise breakfast set-up and then breakfast.      

      I.        Lecture for approximately 10 minutes on rules and behavior expectations.

      K.        Medication call (outside nurse comes in to administer medications).

      L.        Prisoners are excused to their rooms during breakfast cleanup: supervision required by staff.

      M.        The prisoners are excused to off premises jobs.  Some are excused or on bed rest and are still on the unit.

      N.        Conduct suicide watch when needed. Done every five minutes.

      O.        Class change occurs.

      P.        Physical education (which often occurs outdoors and is supervised by the Officers).

      Q.        Lunch set-up and lunch.

      R.        Lunch cleanup.

      S.        Afternoon medication call.

      T.        Lecture again for approximately 5 to 10 minutes.

      U.        Prisoners are excused to their rooms.

      V.        Prisoners are to return again by 12:15 P.M.

      W.        Pick up and return prisoners to the unit.

      X.        Class change.

      Y.        Bathroom and water call.

      Z.        Prisoners return to their rooms.

      AA.        Shift change.

      BB.        Speak with afternoon staff and update.

      CC.        Incident reports will have been filled out and the logs entered in the logbook.

      DD.        Behavior of the prisoners is to be graded.

      EE.        Any disciplinary actions that were to have occurred need to be passed on to the afternoon shift.      

8. (CONT.) ADDITIONAL COMMENTS: Generally, the Senior Officer supervises and directs the unit activities. Work is delegated to other staff members. The logbook is used to document the count and location of residents in the unit movements. Room searches need to be documented. Occasionally, calisthenics are directed during the recreation period. No active staff participation is allowed for recreational sports activities. Depending on the activities of the day, the Senior Officer could intervene with unit emergencies such as fights, escape attempts, and medical emergencies.

9. JOB SPECIFIC INFORMATION:

      Work Hours:                        6:30 A.M. to 2:30 P.M on a five-day per week basis or occasionally 6:30 A.M. to 10:30 P.M. for a four-day per week work schedule.

      Days Per Week:                4-5 days depending upon scheduling.

      Overtime:                        Not required; however, the Senior Officer can work as many hours overtime as they wish to request.

      Salary Range:                Not available.

      Union Affiliation:        County Employees' Association                                                      

                                              Service Employees' International Union

10. SPECIFIC PHYSICAL REQUIREMENTS:

      The following is a list of activities utilized by the Department of Labor to assist in describing the physical demands of a particular work setting when appropriate.  The definition of each physical activity will be noted according to the following categories:

      (NEV)        NEVER                        0      
(RAR)        RARELY                        Less than 1% of the day      
(INF)        INFREQUENTLY            Less than 5% of the day      
(OCC)        OCCASIONALLY            33% or less of the day      
(FRE)        FREQUENTLY                33% to 66% of the day      
(CON)        CONSTANTLY                66% and above of the day

I. ACTIVITIES OF MOVEMENT:

      A.        WALKING:  Walking is conducted frequently throughout the day while doing hall checks and walking from one area of the unit to the other.

      B.        CLIMBING:  Rarely is climbing required on the job. Occurs if climbing on a fence during an escape attempt.  There are also times when climbing may be required to reach things placed high in a closet.

      C.        CRAWLING:  Never, unless a detainee would be escaping underneath a fence and the Officer would need to crawl under the fence to chase the detainee.

      D.        DRIVING: Occurs infrequently when driving prisoners to and from school. May not always be done by the Senior Officer.

II. STATIONARY POSITIONS

      A.        STANDING:  The Senior Officer stands momentarily to supervise or direct the unit activities or while supervising recreation activities. Occurs frequently throughout the day and occurs intermittently in conjunction with walking.

      B.        SITTING:  Sitting occurs while doing paperwork and lectures. Occurs on an occasional basis.

      C.        STOOPING/BENDING:  Occurs infrequently to look under a bed or reach lower shelves of the cabinet.

      D.        KNEELING: Occurs rarely when showing the prisoners how to do a game, or again, checking under a bed.

      E.        CROUCHING/SQUATTING:  Again, this may occur; however, it, on an average basis, occurs rarely throughout the day.

III. ACTIVITIES OF STRENGTH AND EXERTION

      A.        LIFTING:  

              1.        Above Shoulder:  None identified.

              2.        Shoulder Level: Occurs when a suicide hanging attempt has occurred.  The suicide victim would need to be held up by the Officer until another  Officer would arrive to assist.

              3.        Waist Level:  When setting up and cleaning up for meals the tables and chairs are lifted.  The Senior Officer may assist.  The tables would require about 25 lbs. per person to be lifted. Wax containers that hold 5 gallons are also lifted. Paperwork, pens, pencils, keys, and lighter weight objects. Occurs infrequently to occasionally throughout the day.

              4.        Below Knee:  Rarely.

      B.        CARRYING:  Not applicable.

      C.        PUSHING:   To open and close doors, which requires 25 lbs. of push/pull, and drawers within the unit.  At times, to assist in breaking up a fight which uses a pushing force with the arms and body to physically restrain residents.  An exercise mat is brought out two times per day.  It requires approximately 40 lbs. of push/pull.  A gurney may be used to transport a detainee. The gurney alone requires 8 lbs. of push/pull. These occur rarely to infrequently throughout a work day.

      D.        PULLING:  As with pushing, this is used to open and close doors and drawers and to assist in breaking up a fight.  Pulling is also used to occasionally pull prisoners out from underneath their beds.  As with pushing, these occur on a rarely to infrequently basis throughout a work day.

      E.        THROWING:  In the recreation time, a Officer may show how a sports activity is conducted.  During this time, sports equipment might be thrown. Occurs rarely throughout a work day.

IV. DIFFERENTIAL BODILY MOVEMENTS

      A.        HEAD & BODY:

              1.        Balancing:  A Officer needs to always be alert and ready to move when needed.  Because of this, balancing is very important to maintain at all times.  Therefore, the individual needs to be balancing frequently to constantly throughout the day.

              2.        Stretching:  Stretching would be needed to reach objects in a cupboard, filing, or assisting in breaking up a fight or catching a detainee who is escaping. Occurs on a rarely to infrequent basis.

              3.        Twisting:  To continually be alert and checking all areas of the facility to be aware of all that is occurring; the Officer is twisting on a constant basis throughout the day.

              B.        ARMS, HANDS & WRISTS:

              1.        Reaching:  Occurs on an infrequent to occasional basis throughout the day in handling and reaching paperwork as well as prisoners and objects used in the daily activities of the prisoners.

              2.        Rotating:  Unlocking doors and manipulating paperwork. Occurs rarely to infrequently throughout the day.

              3.        Handling/grasping:  

                      a.        Pinching:  None identified.

                      b.        Power Grasp:  When assisting in lifting tables, the wax container, or the exercise mat.  This is also used when assisting to restrain a detainee.  These occur on an infrequent basis throughout the day.

                      c.        Regular Grasp:  Papers, pencils, logbooks, etc., utilizes grasp.  These are handled occasionally throughout the day.

              4.        Fingering:  Operating buttons at front desk to open unit doors.

              5.        Feeling:  None identified.

              6.        Pressing:  None identified.

      C.        LEGS & FEET:

              1.        Bracing: Occurs when restraining prisoners. Occurs rarely throughout the course of a work day.

              2.        Pressing:  Occurs as with bracing and occurs on a rarely to infrequent basis.

V. ACTIVITIES OF COMMUNICATION AND SIGHT (Vision, Hearing, & Speech)

      A.        ENVIRONMENTAL FACTORS:

              1.        Lighting:  Both artificial indoor and outdoor natural lighting are utilized.

              2.        Noise/Vibration:  None identified.

              3.        Dust/Fumes/Vapors:  Bleach and dust were identified as being present on an occasional basis.

              4.        Temperatures:  Temperature within the unit is regulated.  When participating in outdoor recreation, the Officer is subject to environmental conditions.

              5.        Ventilation:  The Jail is undergoing renovation and ventilation in the new area is adequate.

              6.        Dampness/Humidity:  This is regulated while the Officer is inside.  While outdoors, the  Officer is subject to environmental conditions.

              7.        Terrain:  While indoors, standing and walking are on linoleum covered concrete.  Outdoor activities are on asphalt, concrete, grass and flat or uneven terrain.

VI. AREAS OF POSSIBLE OF JOB MODIFICATIONS:

VII. COMPARISON TO DICTIONARY OF OCCUPATIONAL TITLES

      A.        DATA, PEOPLE, THINGS:              
high = 0 - 1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 = low

              1.  Data:          1, Coordinating.  Organizing things.  Planning projects.  Deciding in which order things must be done.  Checking to be sure the steps are done on time and correctly.

              2.        People:  0, Mentoring.  Helping people deal with problems.  May give legal, scientific, clinical, spiritual, or other professional advice.

              3.        Things:  7, Handling.  Moving or carrying things.

      B.        ACADEMIC AND VOCATIONAL SKILLS:              
high = 9 - 8 - 7 - 6 - 5 - 4 - 3 - 2 -1 - 0 = low

              1.        Reasoning Development:  Level 5.  Defining problems, collecting data, and drawing conclusions about all kinds of problems.

              2.        Mathematical Development:  Level 3.  Using algebra, geometry, or shop math.

              3.        Language Development:  Level 5.  Understanding and enjoying literature or poetry, or making speeches.

     
C.        PHYSICAL DEMANDS:

              1.        Sedentary (10 pounds maximum).

              2.        Hearing and/or talking are required for the job.  

              3.        Seeing and being continually observant and alert are required.

              4.        Handling, reaching, fingering and/or feeling are also required for this type of work.

11. COUNSELOR'S COMMENTS:

      Although the Dictionary of Occupational Titles designates the Officer as sedentary work, the Officer is required to react appropriately for whatever circumstance arises.  This includes responding to fights, assisting when there has been a suicide attempt, and chasing an escaping detainee.  Any number of physical positions could occur during these circumstances.  The general day-to-day activities of supervising, counseling, and monitoring the unit are sedentary in nature.

     
CONCLUSION

Public administration is, generally, divided into Federal, State and Local governments. (Albeit, there are some quasi-government organizations which set public policy. An example would be The Federal Reserve Board.) Public health issues within Public Administration are assigned by the Constitution of the United States of America, the Congress, State legislatures and Local county and city governments.

This paper has explored, in the context of an historical perspective, the rise of Public Administration in the United States and some examples of how Public Administration impacts upon Public Health.

7. Coursename: "Clinical Psychology: History and Systems"

  Major emphasis areas:          

c. Organizational Behavior Systems Public Administration Scope of Public Administration and Public Health

      PUBLIC ADMINISTRATION LABORATORY

      VOCATIONAL REHABILITATION      
EMPLOYEE'S MANUAL

Purpose:

In customary business practice, several major documents which reflect administrative policy and procedure are developed. One of those documents is the Employee's Manual. The California State Department of Rehabilitation has such a manual. Presented, below, is an alternative to that manual, for a privately owned but publicly administered company: the hypothetical Vista Grande Company. The Employee's Manual for Vista Grande is written purely for academic purposes to provide a "hands on" experience in dealing with administrative material as no such company exists (yet). The usual, in the writing of a manual, is to begin with a computer program (such as "Employee Manual Maker", Jian Publications, Los Altos, California, 1991-1992) which guides the writer in the writing of the manual. Such a program is of particular importance as the Employee's Manual has legal implications. For example, if a particular portion of the manual is omitted (such as the Occupational Safety policy), an organization could face civil litigation if not government intervention. Thereby, the Employee's Manual is a specific legal document and specific guidelines are imperative. The following is an Employee's Manual written for the hypothetical "Vista Grande Company" which provides Vocational Rehabilitation services to referred public clientele. Vista Grande, also, sells Vocational Rehabilitation information as a product. Below are the particulars for a manual for the Vista Grande Company.

Introduction:

      THE VISTA GRANDE COMPANY      
CONTRACTOR IN VOCATIONAL REHABILITATION SERVICES

A Vocational Rehabilitation company, such as the hypothetical Vista Grande Company, contracts to the State of California and operates under the laws and guidance of Federal and State government. In the case of Vista Grande, referrals are made from Public Administrations to the private company. Clients referred are processed through a specific Vocational Rehabilitation regimen and reports are sent back to the State. The specific Vista Grande process is in the private sector but, overall, the Vocational Rehabilitation process is a Public Administration. The Vocational Rehabilitation process begins with California State government. Under the provision of the United States Constitution, those functions which are not, specifically, assigned to the Federal Government are the domain of local government (in this case the state government). These functions are regulated by a State Constitution and legislative codes.

STATE GOVERNMENT: | Public Personnel Administration | Organization Development in the Public Sector State Constitutions modify the Constitution of the United States and set Public Administration policy for the individual state. The State of California sets policy by means of a Constitution. Under the California State Constitution, laws are enacted. California is somewhat unusual from most state governments in that California is said to be "a codified state". This is to say that most all policy and procedure is written into law (ie: codes). One example of a codified organization set by law in California is the Department of Rehabilitation (set under The Welfare and Institutions Code). The Department is an excellent case in point of how constitutional law is followed through codified public policy setting.

      "All people are by nature free and independent      
and have inalienable rights."      
Constitution Of The State Of California      
May 7, 1879

  The people of the State of California, in order to respect the       inalienable rights of the citizenry, has established by matter       of public policy a series of programs "to assist and encourage       handicapped individuals to attain their maximum usefulness and       self-sufficiency" (State of California Welfare and                 Institutions Code # 19000).  (West's Annotated California          Codes, West Publishing Company, St. Paul Minnesota, 1991.)

      THE DEPARTMENT OF REHABILITATION

Under the Constitution and by appointment of the Governor, a Director of the Health and Welfare Agency the Department of Rehabilitation is engaged to provide services to "any individual who is under a physical or mental disability which constitutes a substantial handicap to employment..." (Ibid.) _________________________________________________________________

      Rehabilitation Services Provided by Law

__________________________________________________________________________________________________________________________________ Evaluation Counseling Training services Reader (blind) Guidance Placement Interpreter (deaf)services Recruitment especially in: Rehabilitation Health Welfare Public Safety Law Enforcement Other service employment

Job coaching On the job skill training Worksite observation/supervision Consultation Integrating assistance Destination training Help with public support agencies Provider consultation Other job support

Physical restoration services Maintenance Occupational licenses, tools, equipment and initial stocks and supplies Small business assistance Rehabilitation of a group of individuals Transportation Other goods and services Service to families __________________________________________________________________________________________________________________________________ (State of California, Welfare and Institutions Code, Section 19150) _________________________________________________________________

     
The Process of the Department of Rehabilitation:        Public and Private Administration     1. Eligibility determination (Public Administration)     2. Case is opened (Public)     3. Functional Limitations established (Private sector)     4. Aptitude determination (Private)     5. Work history (Private)     6. Vocational plan (Private)     7. Appeals process (if necessary). (Public)

     
Specific Rehabilitation Issues:

Within the process of the Department of Rehabilitation, from time to time, the functions after a case is opened are contracted to a private company which reports to the Department. For example, as outlined in the above process, functional limitations could be established by a private company by means of administration of psychological testing. It may be, as well, that aptitude determination could be contracted to a private company, such as the hypothetical Vista Grande Company. Another company could receive the completed testing materials from Vista Grande and report a work history and vocational plan to the California State Department of Rehabilitation. Public contractors, such as the hypothetical Vista Grande Company, are run by people who are health care service providers. Usually, health care professionals (such as Vocational Rehabilitation Counselors) do not have a background in business. The experience, often, is one of being suddenly in business where formats and protocols such as an Employee's Manual are necessary. The following is one of those formats and protocols used in the business of administering a public program which is contracted to the private sector.

     
The Vista Grande Company

      Employee      
Manual

     
Welcome To Vista Grande

       This Manual provides answers to most of the          

questions about Vista Grande's benefit programs, policies and procedures. (From time to time, the information included in the Employee Manual may change.)

¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ The Vista Grande Company Overall Goals: ¨ ¨¨ 1. To provide customers with the best quality ¨ ¨ services at the best price. ¨¨ ¨¨ 2. To provide employees with comparable wages ¨ ¨ and benefits. ¨¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨ ¨

At Vista Grande, it is safety first. The company believes it is a duty to provide a safe workplace. For protection, Vista Grande has an in house safety inspection program and enlists the services of outside safety consulting firms.

Employee Selection:

Employees are selected through written application, personal interview and reference checks. After available information is evaluated, an employee is selected to become a member of the Vista Grande team.

The selection process helps Vista Grande to find and employ people who are concerned with their own personal success and the success of Vista Grande; people who want to do a job well and who perform with skill and ability; and people who are comfortable with Vista Grande and who can work well with the team.

The major qualification required for employment, compensation, advancement, and benefits are performance and a good team attitude. Employment at Vista Grande is at will. No one will be denied opportunities or benefits on the basis of age, sex, color, race, creed, national origin, religious persuasion, marital status, political belief, or disability that does not prohibit performance of essential job functions.

      Benefits With         The Vista Grande Company)These are some of the benefits Vista Grande provides for employees each year:Annual Vista Grande PartyCredit Union MembershipDental InsuranceDisability Leave Of AbsenceEducation AssistanceEmployee Assistance ProgramBereavement LeaveGroup Term Life InsuranceHealth Care InsurancePaid HolidaysPaid VacationsPersonal Leave Of AbsenceVista Grande Profit Sharing PlanRetirement PlanService AwardsShort Term Disability InsuranceSick LeaveSocial SecurityUnemployment Compensation InsuranceWorkers' Compensation Insurance

Purpose Of This Manual

This Vista Grande Manual has been prepared to inform employees about Vista Grande's philosophy, practices, and policies, the benefits provided to employees as a valued employee and the conduct expected from employees.

It is hoped the Vista Grande Manual will help employees feel comfortable with the company. Vista Grande depends on the employees. Management will answer any questions employees may have: please don't hesitate to ask.

Vista Grande's policies, benefits and rules, as explained in this Manual, may be changed from time to time. When policy is changed, employees will be given replacement pages for those that have become outdated. A copy will be placed on the bulletin boards.

      Table Of Contents      
Vista Grande

1. Employment

      Personnel Administration            

Personnel File

      Employment Classifications              
Full Time Employees              
Part Time Employees              
Temporary Employees              
"Non Exempt" And "Exempt" Employees              
Employment Policies              
Anniversary Date              
Aptitude & Ability Tests              
At Will Employment              
Bonding Requirement              
Business Hours              
Confidential Information              
Credit Investigation              
Customer Relations              
Driver's License & Driving Record                
Equal Employment Opportunity              
Former Employees              
Harassment              
Health Examinations              
Employee Selection              
Introductory Period              
Job Descriptions              
Knowledge Of Vista Grande . . . . . . . . . . . . . . .      
Non Compete Agreement              
Outside Employment              
Proof Of U.S. Citizenship And/Or Right To Work              
Relatives              
Salesperson Agreement              
Security Checks              
Spouse Accepts Employment From A Competitor              
Spouse Works For A Competitor        

      Standards Of Conduct        

2. Compensation & Performance

      Wage & Salary Policies              
Call Back Pay              
Computing Pay              
Deductions From Paycheck (Mandatory)              
Deductions (Other) / Direct Deposit              
Docking From Wages              
Error In Pay              
Overtime Pay              
Pay Period & Hours              
Reporting Time Pay      
Shift Premium              
Termination & Severance Pay              
Time Cards / Records              
Wage Assignments (Garnishments)              
Performance & Compensation Reviews              
Performance Reviews              
Compensation Reviews              
Work Schedule              
Absence Or Lateness              
Attendance              
Breaks / Rest Periods              
Closure After Starting Time              
Closure Prior To Starting Time              
Excessive Absenteeism Or Lateness              
Lunch Period              
Lunch Room Facility              
Record Of Absence Or Lateness        

3. Benefits

      The Benefits Package              
Eligibility For Benefits              
Paid Leaves Of Absence                
Holidays              
Recognized Holidays              
Holiday Policies              
Vacations              
Amount Of Vacation              
Vacation Policies              
Accumulation Rights              
Payment In Lieu Of Vacation              
Other Paid Leaves              
Funeral (Bereavement) Leave              
Jury Duty              
Personal Leave              
Sick Leave              
Unpaid Leaves Of Absence              
Disability (Including Pregnancy) Leave Of Absence              
Educational Leave Of Absence              
Election Day              
Military Leave Of Absence              
Military Reserves Or National Guard Leave Of Absence              
Personal Leave Of Absence              
Returning From A Leave Of Absence              
Accepting Other Employment Or Going Into Business        
While On Leave Of Absence              
Insurance Premium Payment During Leaves Of Absence              
Insurance Coverage              
Group Insurance              
Disability Insurance              
Health / Dental Insurance              
Life Insurance              
Termination Of Insurance              
Government Required Coverage              
Workers' Compensation              
Unemployment Compensation              
Social Security              
Profit Sharing & Retirement              
Profit Sharing Plan              
Retirement Plan              
Other Benefits              
Annual Party Or Outing              
Apprenticeship Program              
Blood Bank Program              
Credit Union Membership              
Education Assistance              
Employee Assistance Program        

4. Other Policies

What Employees Can Expect From The Vista Grande Company

Vista Grande's established employee relations policy is to:

1. Operate a successful business so that a consistent level of service is optimum.

2. Select people on the basis of skill, training, ability, attitude, and character without discrimination with regard to age, sex, preference, color, race, creed, national origin, religion, marital status, political belief, or disability that does not prohibit performance of essential job functions.

3. Pay all employees according to their effort and contribution to the success of the business.

4. Review wages, employee benefits and working conditions constantly with the objective of providing maximum benefits in areas consistent with sound business practice.

5. Provide paid vacations and holidays to eligible employees.

6. Provide eligible employees with medical, disability, retirement and other benefits.

7. Dedication to Total Quality at Vista Grande.

8. Develop competent people who understand and meet objectives, and who accept with open minds ideas, suggestions and constructive criticism.

9. Assure employees, after talking with their manager, an opportunity to discuss any problem with officers of Vista Grande.

10. Make prompt and fair adjustment of any complaints which may arise in the everyday conduct of business.

11. Respect individual rights, and treat Vista Grande employees with courtesy and consideration.

12. Maintain mutual respect in working relationship.

13. Provide buildings and offices that are attractive, comfortable, orderly and safe.

14.Promote employees on the basis of their ability and merit.

15. Make promotions or fill vacancies from within Vista Grande possible.

16. Keep employees informed of the progress of Vista Grande, as well as the company's overall aims and objectives.

What Vista Grande Expects From Employees

The first responsibility is to know the job duties and how to      perform job duties effectively.

Second, employees are expected to cooperate with management        and fellow employees and maintain a good team attitude.

How employees interact with fellow employees and those whom Vista Grande serves, and how employees accept direction can affect the success of the department. In turn, the performance of one department can impact the entire service offered by Vista Grande. We believe in direct access to Vista Grande management. We are dedicated to making Vista Grande a company where an employee can approach a manager, or any member of management, to discuss any problem or question. We expect employees to express opinions and contribute suggestions to improve the quality of Vista Grande.

Vista Grande Personnel Administration

The task of handling personnel records and related personnel administration functions at Vista Grande has been assigned to the Personnel Department.

Personnel File

Keeping the personnel file up to date can be important to any employee in regards to pay, deductions, benefits and other matters.

      PERSONNEL FILE            1.        Legal name            2.        Home address            3.        Home telephone number            4.        Person to call in case of emergency            5.        Number of dependents            6.        Marital status            7.        Change of beneficiary            8.        Driving record or status of driver's license.            9.        Military or draft status            10.        Exemptions on  W 4 tax formThe personnel file should include information about completion of educational or training courses, paid outside civic activities, and areas of interest and skills.

Coverage or benefits that employees and family may receive under Vista Grande's benefits package could be negatively affected if the information in the personnel file is incorrect. Since Vista Grande refers to the personnel file when we need to make decisions in connection with promotions, transfers, layoffs and recalls.

Vista Grande Employment Classifications

  At the of hire, employees are classified as either                 full time, part time or temporary and are also told    

whether they qualify for overtime pay. Unless otherwise specified, the benefits described in this Manual apply only to full time employees.

Full Time Employees

An employee who has successfully completed the Introductory Period and who works at least forty (40) hours per week is considered a full time employee.

Full time employees who have been on an approved leave of absence, upon return will be considered full time employees, provided return to work is as agreed in the provisions of leave.

Part Time Employees

An employee who works less than a regular forty (40) hour workweek is part time. Part time employees, are not eligible for benefits, except as granted on occasion or by provision of state and federal law.

Temporary Employees

From time to time, Vista Grande may hire employees for specific periods of time or for the completion of a specific project. An employee hired under these conditions will be considered a temporary employee. The job assignment, work schedule and duration of the position is determined individually.

Non Exempt And Exempt Employees

At the time of hire, employees are classified as either exempt or non exempt. Employees in non-exempt job classifications are entitled to overtime pay for hours worked in excess of eight (8) hours per day or forty hours (40) per work week. Non-exempt means not exempt from overtime pay.

Exempt employees are managers, executives, supervisors, professional staff, technical staff, officers, directors, owners and others whose duties and responsibilities allow them to be exempt from overtime pay provisions as provided by the Federal Fair Labor Standards Act (FLSA) and any applicable state laws.

Vista Grande Employment Policies

Anniversary Date

The first day of work is the anniversary date. The anniversary date is used to compute conditions and benefits described in this Manual.

Aptitude & Ability Tests

Job related tests may be given to help determine aptitude or ability to perform a specific job. Such tests may be given to candidates for job changes and promotions, as well as to new applicants. Test results will be confidential.

At Will Employment

Employment and compensation with Vista Grande is at will in that they can be terminated with or without cause, and with or without notice, at any time, except as otherwise provided by law. Bonding Requirement

Vista Grande may require bonding. The Vista Grande Company will pay the cost of bonding. Maintainance of qualification, if bonded, is required. In the event bonding is withdrawn an employee would transfer to another position.

Business Hours

Regular operating hours are 8 A.M. to 5 P.M. Monday through Friday.Hours of work and the scheduling of the lunch period will be determined and assigned by the manager or department head. Most employees are assigned to work a forty (40) hour work week.

Vista Grande Trade Secrets and Confidential Information

Customers and suppliers entrust Vista Grande with important information relating to their businesses. The nature of this relationship requires maintenance of confidentiality.

Employment with Vista Grande assumes an obligation to maintain confidentiality, even after leaving employment.

Violation of confidentiality seriously injures Vista Grande's reputation and effectiveness. Do not discuss Vista Grande business with anyone who does not work for us. Do not discuss business transactions with anyone who does not have a direct association with the transaction.

If questioned by someone outside the company or the department, no employee is required to answer. Instead, refer the request to the manager or to the President. Disclosure of confidential information could lead to dismissal.

No one is permitted to remove or make copies of any Vista Grande records, reports or documents without prior management approval.

Credit Investigation

Following the requirements imposed by the Federal Truth In Lending and the Fair Credit Reporting Acts, Vista Grande conducts a pre employment credit check on applicants who are offered and who accept an offer of employment. Employment with us may be conditional upon review of the information in the credit check. Vista Grande reserves the right to conduct this credit check at any time after hire.

Listed, here, are several concepts to help give customers a good impression of Vista Grande:1. Act competently and deal with customers with courtesy and respect.2. Communicate with other employees with consideration.3. Follow up on orders and questions promptly, provide businesslike replies to inquiries and requests.4. Take great pride in work and enjoy doing the very best.

Driver's License & Driving Record

Employees whose work requires operation of a motor vehicle must maintain a valid driver's license and a driving record acceptable to the insurer. Employees will be asked to submit a copy of a driving record to Vista Grande. Any changes in a driving record must be reported to the personnel department immediately. Failure to do so may result in disciplinary action, including possible dismissal.

Equal Employment Opportunity

Vista Grande provides equal employment opportunity for everyone regardless of age, sex, color, race, creed, national origin, religious persuasion, marital status, political belief, or disability that does not prohibit performance of essential job functions.

Reinstatement Of Benefits (Bridging)

In the event return to work for Vista Grande occurs (a) within twelve (12) months of termination of previous employment with Vista Grande, and termination of previous employment with Vista Grande was in good standing, absence will be treated as a Leave of Absence. Employees may be eligible to continue benefits at the level enjoyed at the time of termination of previous employment.

Harassment

Vista Grande intends to provide a work environment that is pleasant, healthful, comfortable, and free from intimidation, hostility or other offenses which might interfere with work performance. Harassment of any sort: verbal, physical, visual will not be tolerated. Harassment may be, but is not limited to: words, signs, jokes, pranks, intimidation, physical contact, or violence. Harassment is not necessarily sexual in nature.

Sexual harassment may include unwelcome sexual advances, requests for sexual favors, other verbal or physical contact of a when such conduct creates an intimidating environment, prevents an individual from effectively performing the duties of their position, or when such conduct is made a condition of employment or compensation, either implicitly or explicitly.

Vista Grande employees are responsible for keeping the work environment free of harassment. Employees who become aware of an incident of harassment, whether by witnessing the incident or being told of it, must report it to any officer of Vista Grande. When Vista Grande becomes aware that harassment may exist, Vista Grande is obligated by law to take prompt and appropriate action.

Reporting Harassment

If an employee feels experience of harassment, incidents must be reported to any officer of Vista Grande. Appropriate investigation and disciplinary action will be taken. Reports will be promptly investigated with due regard for the privacy of everyone involved. Any employee found to have harassed a fellow employee or subordinate will be subject to severe disciplinary action or possible discharge. Vista Grande will take additional action necessary to correct the situation. Vista Grande will not retaliate against any employee who makes a good faith report of alleged harassment, even if the employee was in error.

Vista Grande accepts no liability for harassment of one employee by another employee. The individual who makes unwelcome advances, threatens or in any way harasses another employee is personally liable for such actions and consequences. Vista Grande will not provide legal, financial or any other assistance to an individual accused of harassment once a legal complaint is filed.

Health Examinations

Employment with Vista Grande may be contingent on passing a physical / health examination at Vista Grande's expense. At any point during employment, employees may be asked to take a health examination (on company time and at Vista Grande's expense). A helath examination is to insure physical capability in handling tasks involved in the job position safely and without harm.

Vista Grande Introductory Period

The first (ninety (90)) days of employment at Vista Grande ie an Introductory Period. During the Introductory Period, employees will not accrue benefits unless otherwise required by law. The Introductory Period will be a time for getting to know fellow employees, the manager, job duties and Vista Grande's products and services. The Introductory Period is a try out time. Work habits, attitude, attendance or performance will be measured.

At the end of the Introductory Period, the manager will discuss job performance. The review is an annual job performance review.

Vista Grande Job Descriptions

Job descriptions prepared are in accordance with the Americans with Disabilities Act (ADA).

We maintain a job description for each Vista Grande position. When duties and responsibilities are changed, the job description will be updated.

Vista Grande Policy

Knowledge Of Vista Grande

After having learned to competently perform job duties, the next step is to become familiar with other Vista Grande activities (cross training). Employees are encouraged to know about Vista Grande activity in other departments.

Non Compete Agreement

New employees, such as outside and field personnel, may be required to sign a Non Compete Agreement prepared by attorneys as a condition of employment.

Employment by Vista Grande in a full time position is expected to be the primary employment. Any outside activity must not interfere with ability to properly perform job duties.

Proof Of U.S. Citizenship And/Or Right To Work

The Immigration Reform & Control Act (IRCA) affects employees hired after November 6, 1986. For questions about IRCA, contact the Immigration & Naturalization Service (INS) by calling a help line at 1 800 777 7700. Write to INS in Washington, DC 20536. Federal regulations require that:1) before becoming employed, applicants must complete and sign Federal Form I 9, Employment Eligibility Verification Form; and 2) applicants who are hired need to present documents of identity and eligibility to work in the United States.

Relatives at Vista Grande

Should members of an immediate family are employed by Vista Grande, one may not supervise the other nor may they work in the same department. Immediate family includes spouse, children, siblings, parents, grandparents. Also this includes spouse's children, siblings, parents and grandparents.Should two present employees marry or otherwise become closely related, they may not work in the same department. Employees working in the Personnel department may not be related to employees working outside that department.

Security Checks

Vista Grande will exercise its right to inspect packages and parcels entering and leaving the premises.

Spouse Accepts Employment From A Competitor

Should a spouse accept employment with a competitor firm, Vista Grande reserves the right to terminate employment.

Spouse Works For A Competitor

Should a spouse be employed with a competitor firm, Vista Grande reserves the right not to hire or to terminate employment.

Vista Grande Standards Of Conduct

At Vista Grande, we hold ourselves to a high standard of quality where the rules and authority figures simply assure that quality is maintained. Disciplinary ActionsUnacceptable behavior which does not lead to immediate dismissal may be dealt with in the following manner: ¨ Verbal Warning ¨ First Written Warning ¨ Second Written Warning ¨ Third Written Warning ¨ Dismissal

Written warnings will include the reasons for the manager's dissatisfaction and any supporting evidence. There is an opportunity to defend actions and rebut. The President or Senior manager will give a second opinion before dismissal.

Re: National Conference of Commissioners on Uniform State Laws at 676 N St. Clair Street, Suite 1700, Chicago, IL 60611, 312/ 921 0195

Vista Grande Wage & Salary Policies

Vista Grande has developed policies to insure wages and salaries comparable to those of other employees with similar jobs at Vista Grande and in the industry. The wage and salary policy is designed to attract and retain the best qualified people available.

Call Back Pay

State law may specify minimum call in / call back times. In some states, a minimum of 4 hours pay is required. Actual time worked may be less, and overtime rates may apply.

Staff may be asked to return to work after leaving for the day. For Calls back, there is a guarantee of a minimum of two (2) hours pay. For longer than two (2) hours, pay is for the time worked.

Computing Pay: policy applies to salaried employees only.

Should there be a salaried employee whose pay is not based on an hourly rate, there may be times when it is necessary to compensate for some daily or hourly pay. Vista Grande will compute the time using an eight (8) hour workday/ a forty (40) hour work week/ a fifty two (52) week work year/ a twelve (12) month work year].

Deductions From Paycheck (Mandatory)

Mandatory deductions include federal, state and local income tax withholding, certain state disability deductions, authorized deductions for health/life insurance, and tax deferrals. Vista Grande is required by law to make deductions from the paycheck (federal, state, local income taxes, Social Security). The W 2 form indicates precisely how much the earnings were deducted. Deductions will be itemized on the check stub. Amounts of deductions depend on earnings and information furnished using a W 4 form regarding the number of dependents/exemptions claimed. Changes in name, address, telephone number, marital status or number of exemptions must be reported to the personnel department. Other mandatory deductions to be made from the paycheck, such as court ordered attachments will be explained by Vista Grande first.

Deductions (Other) / Direct Deposit

It is possible to authorize Vista Grande to make additional deductions from the paycheck, such as for Christmas Clubs, credit union loan payments and payroll savings plans or to deposit each paycheck directly into a savings or checking account at a participating bank.

Repayment Of Company Loan / Payroll Advance

Funds owed to Vista Grande may be deducted from current wages according to the terms and conditions agreed upon at the time of advance or loan.

Error In Pay

Every effort is made to avoid errors in the paycheck. If an error has been made, tell a manager.

Overtime Pay

This policy applies to non exempt employees only.

      As overtime pay for work in excess of 8 hours per day is only required in certain states, employees may have the option of a 4 day, 10 hour per day work week without overtime.

From time to time, it may be necessary to perform overtime work in order to complete a job on time. Overtime must be approved in advance.

There are two types of overtime work:

1. Scheduled Overtime: Scheduled overtime work is announced in advance. Overtime involves an entire department or operation. Overtime becomes part of the required workweek in the department or operation.

2. Incidental Overtime: Incidental overtime isn't scheduled, it becomes necessary in response to extenuating circumstances. Incidental overtime may become necessary when an illness or emergency keeps co workers from being at work.

Non exempt employees who perform overtime work will be paid one and one half (1 1/2) times the regular hourly wage for any time over eight (8) hours per day or forty (40) hours per week.

Work Performed On Company Holidays

Full time non exempt employees who work on a Company holiday will be deemed to have worked overtime on that day and will be paid their overtime rate for hours worked regardless of the number of hours they work that work week.

Pay Period & Hours

Our payroll workweek begins on Sunday at 12:01 a.m. and ends on Saturday at 12:00 midnight.

Pay Cycle

Fiscal Pay Period / Bi weekly: (26 pay periods per year) Payday is normally on every other Friday afternoon for services performed for the two (2) week period ending the previous Saturday at 12:00 midnight. Changes will be made and announced in advance whenever Vista Grande holidays or closing interferes with the normal payday.

Paycheck Distribution & Cashing Procedures

Paychecks are:

§ distributed by the manager or § available at the Cashier's window, at noon on payday or § mailed to a home address or § directly deposited to the checking or savings account. Paychecks may not be cashed at the Company.

Reporting Time Pay

In the event of inclement weather, power/utility failure, fire, or flood employees will receive regular pay for up to three workdays.

Shift Premium

Vista Grande assigns employees to work on a second or third shift operation. These people may be paid an additional amount per hour over and above the regular rate of pay for that job as a shift premium.

Termination & Severance Pay

Give at least two weeks notice in the event of intent to leave employ. Any accrued but unused vacation time will be paid at the time of employment termination.

Wage Assignments (Garnishments)

Should court ordered deductions be taken from a paycheck, the employee will be notified. According to the Federal Wage Garnishment Act, three (3) or more garnishments may be cause for dismissal.

Vista Grande Performance & Compensation Reviews

Performance Reviews

The manager is evaluating job performance continuously. To avoid incomplete evaluations, Vista Grande conducts a formal review once per year for each employee.

Performance reviews will be conducted annually at the employee's anniversary date. New employees may be reviewed more frequently. A review may also be conducted in the event of a promotion or change in duties and responsibilities.

During annual performance reviews, the managerwill consider the following: * Attendance * Initiative * Effort * Attitude * Willingness * Knowledge * Quality * Quantity * Conditions

The reason for performance reviews is to identify strengths and weaknesses to reinforce good habits and develop ways to improve. The review is to compare and document job performance with goals and job description.

Compensation Reviews

Wage and salary increases are based on merit alone, not length of service or cost of living adjustments (COLA). Having the compensation review does not necessarily mean an increase. Vista Grande conducts compensation reviews annually on or about each employee's anniversary date, following their performance review. Wage or salary increases will appear in the pay period ending after the dates they are granted.

Vista Grande Work Schedule

The normal workweek consists of five (5) days, eight (8) hours long, Monday through Friday.

Absence Or Lateness

From time to time, it may be necessary to be absent from work. Emergencies, illnesses, or pressing personal business can't be foreseen. Sick days and personal days have been provided for this purpose.

If unable to report to work, or if late arrival, please contact the manager. Call at least one hour before scheduled work time. If calling to inform Vista Grande of an unexpected absence or late arrival, ask for the manager directly. Notifying the switchboard operator or a fellow employee is not sufficient. Absence from work for three (3) consecutive days without notifying your manager or the personnel administrator will be considered a voluntary resignation.

Attendance

Vista Grande expects employees to be at assigned work stations (ready to work) at the beginning of assigned daily work hours. Vista Grande expects employees to remain at assigned work stations until the end of assigned work hours, except for approved breaks and lunch. When work takes an employee away from the work station the manager needs to know where and how long. Be aware that excessive time off could lead to disciplinary action.

Breaks / Rest Periods

Employees are entitled to two (2) fifteen (15) minute rest breaks each day. Rest breaks will be scheduled mornings and afternoons.

Closure After Starting Time

If severe weather conditions exist and the President decides to close Vista Grande for the remainder of the day, employees will be notified. If staff are sent home before having worked two (2) hours, staff would be paid for two (2) hours of work. If staff are sent home after working two (2) hours, staff will be paid for the time worked. If the manager asks for work after Vista Grande has closed because of severe weather conditions, employees will be paid at time and one half for the remaining hours of work beyond the announced closing time.

Closure Prior To Starting Time

If due to severe weather conditions, Vista Grande would be closed, employees would be paid for two (2) hours of work for that day.

Excessive Absenteeism Or Lateness

In general, five (5) absences in a 90 day period, or a consistent pattern of absence, will be considered excessive, and the reasons for the absences be questioned. Tardiness or leaving early is as detrimental to Vista Grande as an absence. Three (3) such incidents in a 90 day period will be considered a tardiness pattern and will carry the same weight as an absence.

Lunch Period

If working longer than four (4) hours, employees will be given an unpaid lunch period. The time when lunch periods are scheduled varies among departments, depending on the needs of each department. The manager has the lunch period schedule.

Employees may leave the premises during your lunch period once signing out. It is important to return to work on time and sign in.

Lunch Room Facility

Vista Grande provides a lunch room equipped with several machines, ample seating, microwave oven and a refrigerator for employees who want to bring their lunch from home. Please keep the lunch room clean and sanitary. Label stored food with name and date. Food stored in the refrigerator for more than 2 days will be discarded.

Record Of Absence Or Lateness

If absent due to illness for three (3) or more successive days, submit written documentation from your doctor. If absent five (5) or more days due to illness, provide written documentation from a doctor that you are able to resume normal work duties. You will be responsible for charges made by your doctor for documentation.

The manager will make a note of any absence or lateness in the personnel file. The attendance record will be considered when evaluating requests for promotions, transfers, leaves of absence, approved time off, and scheduling layoffs.

The Vista Grande Benefits Package

Eligibility For Benefits

Full time employees will enjoy benefits described in this manual after meeting eligibility requirements. Part time employees will have benefits required by law, after meeting the requirements set by law and the benefit plan. No benefits are available during the Introductory Period, except as otherwise provided by law. Temporary employees are not eligible for benefits.

Vista Grande Benefits Eligibility For BenefitsPaid Leaves Of AbsenceHolidaysRecognized HolidaysHoliday PoliciesVacationsAmount Of VacationVacation PoliciesAccumulation RightsPayment In Lieu Of VacationOther Paid LeavesFuneral (Bereavement) LeaveJury DutyPersonal LeaveSick LeaveUnpaid Leaves Of AbsenceDisability Leave Of AbsenceEducational Leave Of AbsenceElection DayMilitary Leave Of AbsenceMilitary Leave Of AbsencePersonal Leave Of AbsenceReturning From Leave Of AbsenceAccepting Other Employment Insurance Premium Payment Insurance CoverageGroup InsuranceDisability InsuranceHealth / Dental InsuranceLife InsuranceTermination Of InsuranceGovernment Required CoverageWorkers' CompensationUnemployment CompensationSocial SecurityProfit Sharing & RetirementProfit Sharing PlanRetirement PlanOther BenefitsAnnual Party Or OutingApprenticeship ProgramBlood Bank ProgramCredit Union MembershipEducation AssistanceEducation / TrainingEmployee Assistance ProgramEmployee Gift FundEmployee PurchasesFlower Policy

Paid Leaves Of Absence

Time off for any reason during a working day will count first against allotted sick days or personal days in hourly, quarter day, half day or full day increments. Once an employee has used earned sick or personal days, the time will be counted against earned vacation time. Thereafter, unless specifically excepted, any time off will be without pay.

Recognized Holidays

Company holidays include: Good Friday, Day Before New Years, Washington's Birthday, Floating Holiday, Lincoln's Birthday, Columbus Day, Martin Luther King's Birthday, Employee's Birthday, Marriage Anniversary Day, Day Baby is Born, Jewish Holidays.

The following holidays are recognized by Vista Grande as paid holidays:Christmas Eve (1/2 day)Christmas DayIndependence DayLabor DayMemorial DayNew Year's DayPresident's DayThanksgiving Daythe Friday following Thanksgiving DayVeterans Day

Holiday Policies

Take time off for religious holidays. A day of unused (sick / personal) leave or a vacation day may be used, otherwise the time off is without pay. Notify the manager at least ten working days in advance. We schedule national holidays on the day designated by common business practice. If a holiday occurs during your scheduled vacation, you are permitted to take an extra day of vacation.

In order to qualify for holiday pay, employees work the scheduled workday immediately before and after the holiday. Only excused absences will be considered exceptions to this policy. Staff are not eligible to receive holiday pay when on a leave of absence.

Vacations

Regular full time employees are eligible for paid vacation from the completion date of the Introductory Period. Part time or temporary employee are not eligible.

Amount Of Vacation

Full time employees are eligible to accrue vacation for each calendar month of service from the completion date of their Introductory Period. The vacation accrual rate is based on length of employment, as follows:

Years Of Employment Monthly AccrualRate (In Hours) Total AccrualPer Year (In Days) Less than five (5) 6.66 10 Five (5) but less than ten (10) 10.00 15 More than ten (10) 13.33 20

If the Introductory Period completion date is within the first through the fifteenth of the month, vacation accrual is for that full month. If the Introductory Period completion date is within the sixteenth through the end of the month, vacation accrual would start on the first day of the following month.

Vacation Policies

Vacations cannot interfere with the department's operation and must be approved by the manager at least one (1) month in advance. If any conflicts arise in requests for vacation time, preference will be given for seniority.

If a company paid holiday falls during scheduled vacation period, staff will receive an additional day of vacation or holiday pay.

Accumulation Rights

Vacation time may be carried over and accumulated in subsequent calendar years to a total of 30 calendar days accumulation.

Other Paid Leaves

Bereavement Leave

Entitled: up to three (3) workdays with pay to attend a funeral and take care of personal matters related to the death of a member in the immediate family. (A parent, spouse, spouse's parent, child, spouse's child by a former marriage, brother or sister.) One (1) day of paid funeral leave will be granted in the case of the death of a grandparent, a spouse's grandparent or sibling, or any member of the extended family living in an employee's home. Regular full time employees are eligible for paid funeral leave.

With a manager's approval, employees may take up to one full day without pay to attend funerals of other relatives and friends. Unused personal leave or a day of earned vacation may be used for this purpose.

Paid time under this policy is given over and above any time allowed and earned under our Personal Leave policy.

Jury Duty

Time off is required by law. No state or federal law requires pay Employees are allowed to keep the checks received for serving on a jury.

If called for jury duty, Vista Grande allows necessary time off and wishes to help avoid financial loss because of such service. Upon completion of the Introductory Period, Vista Grande will reimburse for the difference between jury pay and regular pay, not to exceed eight (8) hours per day, for a maximum of ten (10) business days. Notify the manager within forty eight (48) hours of receipt of the jury summons.

On any day or half day staff are not required to serve return to work. In order to receive jury duty pay, present a statement issued by the court for jury service to the manager.

Personal Leave

Full time non exempt employees, after the Introductory Period is completed, are eligible to take five (5) days of paid personal leave during each calendar year. Use personal leave in units of no less than two hours at any one time. Personal leave time is to be used to accomplish personal business that cannot be accomplished during time other than working hours. Request personal leave time from the manager in advance. Obtain approval. During the first calendar year, the earned personal leave time is prorated.

If required to take a disability leave of absence, accrued personal leave will be paid at the time the leave commences.

Employees going on unpaid required military leave of absence may apply personal leave at the time the leave commences.

If on an approved leave of absence for less than thirty (30) days, personal leave eligibility will not be affected; should the leave extend beyond thirty calendar days, personal leave time will not continue to accrue.

Personal leave policy does not apply to exempt employees. Personal leave does not apply if needed as a result of self inflicted injury, illegal substance abuse or alcohol abuse, illness/injury incurred while in the act of committing a felony.

In the event of an illness or injury which is covered by workers' compensation insurance, this personal leave policy will not apply.

Personal leave time may be carried over and accumulated from year to year, up to a maximum of ten (10) days. At the time of termination of employment, any unused personal leave will be paid at the straight time rate.

Sick Leave

To qualify for sick leave: a full time employee and have completed the Introductory Period. Time taken off before completion of the Introductory Period will be without pay. If absent from work because of a personal illness, staff are eligible to receive regular straight time pay, eight (8) hours per day, for up to six (6) days per calendar year. Use sick leave in units of no less than two (2) hours at any one time.

If employed for a full year with Vista Grande, an employee will be eligible for paid sick days (upon completion of the Introductory Period) as follows: one half (1/2) day for each month from the time of completion of the Introductory Period through the end of the calendar year.

Sick leave is used for visiting a physician, dentist or other medical practitioners. Time may be used for tending to a serious illness suffered by a member of the immediate family.

Vista Grande requests proof of illness and uses a company appointed physician to examine the employee. Some states do not permit a company appointed physician to be used unless the employee willingly agrees.

If required to take a disability leave of absence, any accrued sick leave will be paid at the time the leave commences; should the leave extend beyond thirty (30) days, sick leave will not continue to accrue.

If on an approved leave of absence for less than thirty (30) days, an employee's sick leave eligibility will not be affected; should the leave extend beyond thirty (30) calendar days, sick leave time will not continue to accrue.

This sick leave policy does not apply to exempt employees. It does not apply if sick leave is needed as a result of self inflicted injury, illegal substance abuse or alcohol abuse, or illness or injury incurred while in the act of committing a felony.

In the event of an illness or injury covered by workers' compensation, this sick leave policy will not apply, but will defer to state statutes.

Sick days do not accumulate from year to year. If unused sick days are available at the end of the calendar year, or upon the termination of employment with Vista Grande, employees will be paid for that time at the regular base rate.

Unpaid Leaves Of Absence

For medical, personal, or other reasons, temporary release from job duties is allowed. Under such circumstances, there is potential eligiblity for unpaid leave of absence. An unpaid leave of absence may be granted for a minimum of thirty (30) days and a maximum of six (6) months.

Disability (Including Pregnancy) Leave Of Absence

The policy below is essential due to the terms of the Federal Pregnancy Act.

Vista Grande may grant an unpaid leave of absence for illness, disability or pregnancy. To request a disability leave of absence from the manager, submit (or have someone submit for you) a statement of ill health or disability from a physician. (Pregnancy is treated, for the purposes of policy, the same as an illness or disability.) An approved disability leave may be granted for up to ninety (90) days. If necessary, there can be a request for extensions in thirty (30) day increments for a maximum of one (1) year. Whenever possible, staff are required to give as much notice as possible of pending need for a disability leave of absence. Job status is protected to the extent that Vista Grande will allow employees to return to former work, or similar work if available.

At the time the disability leave begins, any accrued personal leave or sick leave will be paid. Vacation time previously earned (but not used) at that time will also be paid. These benefits continue to accrue during a leave of less than thirty (30) calendar days.

Educational Leave Of Absence

An educational leave of absence may be approved if the desired curriculum is of mutual benefit to an employee and Vista Grande. Apply in the same manner as for a personal leave of absence.

Election Day

Vista Grande encourages exercising voting rights in local, state, and national elections. Since the polls are open for long periods, employees are encouraged to vote before or after regular working hours. If it should be necessary, employees may take up to two hours leave from work to vote in a governmental election or referendum. Employees will be expected to notify a manager at least one week in advance. Staff will be paid for such time. Personal leave time, if available, may be used for this purpose.

Military Leave Of Absence

If Full time employees are inducted into the United States Armed Forces, they will be eligible for re employment after completing military service, provided:

1. Orders are shown to a manager upon receipt.2. Satisfactorily completion of active duty service.3. Entrance into military service is direct from Vista Grande employment.

Military Reserves Or National Guard Leave Of Absence

This policy is required under federal law for National Guard or Reserve Service.

Employees who serve in U. S. military organizations or state militia groups may take the necessary time off without pay to fulfill this obligation, and will retain all legal rights for continued employment under existing laws. Employees may apply accrued personal leave and unused earned vacation time to the leave. They are not under obligation. Notify the manager as soon as aware of the dates on duty so that arrangements can be made for replacement during the absence.

Personal Leave Of Absence

In special circumstances, Vista Grande may grant a leave for a personal reason (not for taking employment elsewhere or going into business). Request an unpaid personal leave of absence from the manager. A personal leave of absence must not interfere with the operations of Vista Grande. The manager will submit the request to management for approval.

A personal leave of absence may be granted for up to thirty (30) days. If leave is extended for more than thirty (30) days, vacation and other benefits will no longer continue to accrue. Consult the group insurance booklet to determine insurance coverage during a leave of absence. Failure to return from a leave at the time agreed will result in termination of employment.

Returning From A Leave Of Absence

Notify Vista Grande at least fifteen (15) days prior to expected return date. If on a disability leave of absence, employees are required to submit a statement from a physician indicating that you are fit to return to normal duties.

Accepting Other Employment Or Going Into Business While On Leave Of Absence

If any employee accepts employment or goes into business while on a leave of absence from Vista Grande, the employee will be considered to have voluntarily resigned from employment with Vista Grande as of the day on which the leave of absence began.

Insurance Premium Payment During Leaves Of Absence

Vista Grande will continue to pay a share of insurance premiums for employee coverage and dependent coverage for a maximum of six (6) months while an employee is on a disability leave of absence. While on any other type of unpaid leave of absence from Vista Grande, an employee will be responsible for paying the total premiums for coverage and that of dependents while on leave. Failure may result in loss of coverage and possible refusal by the insurance carrier to allow coverage to be reinstated.

Insurance Coverage

Group Insurance

A comprehensive health and life insurance program is available for staff and families. Vista Grande provides group insurance underwritten by a national insurance carrier. After completion of ninety (90), your Introductory Period, employees become eligible for coverage. At that time, employees choose to accept the insurance coverage, or not. Becoming eligible does not necessarily mean becoming covered.

The following benefits are provided, as defined and limited in the literature provided by our insurance company: * Group Term Life Insurance * Accidental Death & Dismemberment Insurance * Major Medical and Surgical Coverage * Dental Care Coverage * Vision Care Coverage * Medical Health Care Coverage * Dependents' Health Care Coverage

When choosing insurance coverage, the insurance company provides a booklet describing the benefits: a copy of the booklet will be given to employeesu when joining the program.

Vista Grande pays 50% of the premiums for insurance coverage. Employees pay 50% of the insurance premiums for coverage plus 100% of the premiums for insurance coverage of eligible dependents through payroll deduction.

We offer COBRA rights under federal law.

Portability: In the event of termination of employment with Vista Grande or loss of eligibility to remain covered under our group health insurance program, former employees and eligible dependents may have the right to continued coverage under Vista Grande health insurance programs at your own expense. (This does not affect the conversion privilege as stated in the insurance policy.)

Disability Insurance

Federal law requires leave of absence time for disability due to pregnancy to be equal to that allowed for disabilities that affect anyone.

If a regular full time employee of Vista Grande, employees are protected through a short term disability insurance policy from financial hardship if totally disabled because of illness or accident that is not job related.

Disability Insurance coverage includes hospital, medical, surgical, laboratory, x ray, major medical.

Total disability means that an employee can't perform any position that Vista Grande has available, that you are qualified for and normally able to perform. (Workers' Compensation benefits protect employees if involved in a job related sickness or accident.)

Optional Additional Coverage

Employeesu may obtain additional disability coverage for the family by making the appropriate application and agreeing to a deduction from the paycheck to pay additional premiums.

Health / Dental Insurance

We have selected the plan we feel provides the best coverage for our employees. Refer to the literature provided by our insurance company for details about health and dental coverage.

Life Insurance

If a regular full time employee of Vista Grande, employees are covered by our Group Life Insurance. Refer to the literature provided by the insurance company for details on life insurance coverage.

Termination Of Insurance

Your insurance will terminate when the insurance policy terminates, when you fail to make an agreed contribution to premium when due, when you cease to be eligible for coverage under the terms of our group insurance program, or when you cease to be employed as a regular full time employee eligible for the insurance.

Government Required Coverage

Workers' Compensation

The California] Workers' Compensation Law is a no fault insurance plan supervised by the State and one hundred percent (100%) paid for by Vista Grande. The State law was designed to provide benefits for injury which is suffered in connection with employment. Under provisions of State law, if work injury occurs, an injured worker is eligible to apply for Workers' Compensation.

Workers' Compensation

Prior to State Workers' Compensation, the injured worker had to bring litigation against an employer to recover medical costs and lost wages. Lawsuits were not speedy. Courts had to decide fault and damages. In most cases, the injured worker was unable to recover damages.

Coverage

Every Vista Grande employee is protected by Workers' Compensation. Any injury is covered caused by the job (not just serious accidents, but even first aid type injuries) may be covered if job related. Coverage begins immediately and continues when working for Vista Grande. Workers don't have to work a certain length of time. There is no need to earn a minimum amount of wages before protection occurs.

Injuries, no matter how slight, must be reported immediately to a manager to assure consideration under Workers' Compensation Insurance, should complications develop later. A manager will see that you receive medical attention.

There are no reports to complete; no forms to sign. Just tell the manager what, where, when, and how it happened enough information so that the manager can arrange medical treatment and complete the necessary reports. In an emergency, an employee may go to one of the medical facilities nearby. Later, you may be required to furnish your manager with written statements regarding the on the job accident so that Vista Grande may document the incident, and so you may receive the benefits to which you are entitled. (Failure to do this could result in loss of benefits.)

Prompt reporting is necessary. Benefits are automatic but nothing can happen until your employer knows about the injury. Insure right to benefits by reporting every injury, no matter how slight.

Workers' Compensation Benefits

California law guarantees three kinds of workers' compensation benefits:

1. Medical care to take care of the injury, including doctor bills, medicines, hospital costs, fees for lab tests, x rays, crutches. There is no deductible. Costs are paid directly by the Workers' Compensation Insurance carrier.

2. Rehabilitation services: If the injury prohibits return to a usual and customary job, an injured worker may qualify for Vocational Rehabilitation and retraining. Costs are paid directly by Vista Grande through the Workers' Compensation Insurance carrier.

3. Cash payments for lost wages The most common kind of payments, for temporary disability, would be made for as long as a physician says you're unable to work. Additional cash payments may be made after disability which is a permanent handicap.

Cash Payments:

Payments consist of two thirds of your average weekly wage, up to a maximum amount set by the State Legislature. The amount of the payments, and when and how they'll be paid, are regulated by State law. Workers' Compensation payments are tax free. There are no deductions for state or federal taxes or Social Security. If you report the injury promptly, you should receive the first compensation check within 14 days. After that you'll receive a check every two weeks until the doctor says you're able to go back to work. For extremely serious injuries, the payments may continue for life.

Although Vista Grande will pay for the time lost because of a work related accident during the remainder of the normal workday in which the accident occurs, Workers' Compensation payments for lost wages aren't made for the first three days you're unable to work including weekends. However, if you're hospitalized or off work more than 21 days, payments will be made even for the first three days.

Appeals

Fortunately, most claims better than 9 out of 10 are handled routinely. Workers' Compensation benefits are automatic and in the amounts are set by the Legislature. If you think you haven't received benefits due, please contact your manager at Vista Grande.

If you're not satisfied with your manager's explanation, get advice from the nearest office of the State Division of Industrial Accidents. If the problem still can't be resolved, it may be necessary to file an Application for Adjudication with the Workers' Compensation Appeals Board.

The Appeals Board is a court of law. You can represent yourself but you may want to hire an attorney. If you do, the fee, about $630 on the average, will be deducted from any benefits awarded you by the Appeals Board.

If it's necessary to appeal to resolve the case, one year from the date of the injury, or one year from the date of your last medical treatment is the limitation. Time is of the essence: waiting longer than a year could mean losing the right to benefits.

Other Benefits

If the injury is very serious one where you won't be able to work for a year or more you may be eligible for additional benefits from Social Security. For information contact the nearest office of the Social Security Administration, or discuss your situation with the claims representative of Vista Grande's Workers' Compensation Insurance carrier.

Unemployment Compensation

Vista Grande pays a percentage of its payroll to the Unemployment Compensation Fund according to Vista Grande's employment history. If you become unemployed, you may be eligible for unemployment compensation, under certain conditions, for a limited period of time. Unemployment compensation provides temporary income for workers who have lost their jobs. To be eligible one must be willing and able to work. One should apply for benefits through the State Employment Office.

Vista Grande pays the entire cost of Unemployment Compensation Insurance.

Social Security

The United States Government operates a system of contributory insurance known as Social Security. As a wage earner, employees are required by law to contribute a set amount of the weekly wages to the trust fund from which benefits are paid. As your employer, Vista Grande is required to deduct this amount from each paycheck you receive. In addition, Vista Grande matches your contribution dollar for dollar, thereby paying one half of the cost of your Social Security benefits.

Vista Grande Profit Sharing & Retirement

Profit Sharing Plan

According to the Vista Grande Profit Sharing Plan, Vista Grande may grant a profit sharing award determined by Vista Grande's profitability. The amount of award represents a fixed percentage of eligible base earnings.

Regular full time employees and part time employees who work at least one thousand (1,000) hours per year are eligible to participate in the Profit Sharing Plan once they have completed six (6) months of employment. Federal law requires that part time employees who work at least 1,000 hours per calendar year be eligible to receive profit sharing benefits. Eligible employees who are on the payroll on the last day of the fiscal year will receive an award if one is granted, provided they remain on the payroll on the payment date of the award. Eligible base earnings begin to accrue on the pay period following the completion of six (6) months of employment, and continue to accrue for the remainder of the fiscal year. Payments for any overtime, commissions, bonuses are not included in eligible base earnings.

The Vista Grande Retirement Plan

Federal law requires that part time employees who work at least 1,000 hours per calendar year be eligible to receive retirement benefits. (Employee Retirement Income Security Act (ERISA) The Vista Grande Company has an Employees' Retirement Plan to provide eligible employees (who have completed sufficient service) with a monthly pension benefit upon retirement. The Plan includes provisions for normal retirement at age sixty five (65), and early retirement or disability retirement benefits for employees meeting qualifications.

Regular full time employees and part time employees who work at least one thousand (1,000) hours per year are eligible to participate in the Employees' Retirement Plan. Participation in the Plan begins on the first day of the month following the initial hire date.

The details regarding Vista Grande and employee contributions, vesting, administration, investments are provided in the separate literature for the Employees' Retirement Plan, which was given with this Manual when you were hired.

Statement Of Employee Retirement Income Security Act (ERISA) Rights. As a participant in the Vista Grande Employees' Retirement Plan, you are entitled to examine the Plan documents and the annual report and plan description filed with the U.S. Department of Labor. This inspection may be made during normal business hours.

The Vista Grande Annual Party

Vista Grande sponsors at least one annual party. Watch the bulletin board for details.

The Vista Grande Apprenticeship Program

Vista Grande has established a free Apprenticeship Program. It involves an approximate four (4) year commitment but requires no prior experience or training. Participants must complete 8,000 hours of paid on the job training and 144 hours of classroom instruction at designated schools.

The Vista Grande Blood Bank Program

Vista Grande offers free membership in the group Blood Bank Program. A membership covers each employee and dependents from enrollment. There is no age or physical requirement for membership.

The Vista Grande Credit Union Membership

Employees of Vista Grande are eligible for membership in the Credit Union. Membership can enable employees to borrow money at low interest rates. One may save money and maintain an IRA account with the credit union.

Services include:

      *        Share Accounts      
*        Share Drafts      
*        Individual Retirement Accounts (IRA)      
*        Certificates of Deposit      
*        Christmas Clubs      
*        Payroll deductions      
*        Loans      
*        Accidental Death & Dismemberment Insurance      
*        Financial counseling      
*        Family memberships

Savings accounts may be opened through a minimum payroll deduction of $5.00 per week. What you save is up to you; you are in control. Ask your manager for details on how to join the credit union.

Vista Grande Education Assistance

Employees pay for the class themselves, then are reimbursed when the class is completed. Full time employees may continue education in a related field. Vista Grande will reimburse all or part of the registration and tuition costs. Courses must be pre approved. Once the course is completed, submit a certified transcript of grades, with receipts for expenses. Vista Grande will reimburse as described below for the portion of the registration and tuition that is pre approved. Incentives have been established to reward better then average performance.

To qualify for this Education Assistance benefit:

      1.        Advise Vista Grande prior to enrolling for the class.

      2.        The course must be job oriented and offered by an approved    educational institution.

      3.        The amount of course reimbursement is based on the final        grade you receive for the course, as follows:

      A = 100%        B = 80%        C = 50%         D., F. = 0%

     
4. One (1) full year of service with Vista Grande is required.

      5.        If employment with Vista Grande terminates within one (1)       year after completing the course Vista Grande must be paid      back.

      6.        If you are eligible to receive educational benefits from        other sources, such as the Veterans Administration, Vista       Grande will not reimburse your educational expenses.

Education/Training (Attending Seminars/Training Sessions)

From time to time, Vista Grande may arrange to have both formal and informal training programs to enable you to progress in your technical knowledge of our business. Several times a year, employees are selected to attend schools, workshops, or training programs. You will receive a normal paycheck while attending these schools or workshops. All or a portion of the expenses for off premises training will be paid for by Vista Grande depending on the nature of the course.

Vista Grande Employee Assistance Program

Vista Grande provides an Employee Assistance Program (EAP) which is designed to provide a confidential service for our employees whose personal problems are affecting their abilities to function at top efficiency. This service is available to full time employees and immediate families. Arrangements will be made for a professional who is specially trained in the problem area, including:

      *        Alcoholism      
*        Domestic violence      
*        Drug dependency      
*        Eating disorders      
*        Emotional illness      
*        Family problems      
*        Financial problems      
*        Legal problems      
*        Marital conflict

Confidentiality is one aspect of the program. No information concerning the nature of an employee problem will be released without employee's written consent. Participation in the Employee Assistance Program will not affect future promotional opportunities. Vista Grande assumes the costs for the Employee Assistance Program assessment and referral. Other costs, such as treatment, are generally covered in part or in full by the group insurance plan.

Other Vista Grande Policies

Vista Grande Bonuses

It has been a practice of Vista Grande to distribute annual merit bonuses when profits permit. Bonuses are determined on the basis of attendance, attitude, cooperation, efficiency, initiative, knowledge, performance, salary and length of service.

Bulletin Boards

Bulletins and bulletin board(s) are Vista Grande's way of keeping employees informed about new policies, changes in procedures and special events. Authorized personnel are permitted to post, remove or alter notices on bulletin boards.

Community Activities

Vista Grande encourages and supports participation in service activities that contribute to the community. We will reimburse up to three (3) hours per month at your regular hourly rate, and allow you to take three (3) hours of normal work time to participate in an approved community service activity.

For reimbursement, provide your manager with a voucher from the community organization where you served, indicating the date and amount of time contributed. Some eligible service activities might include:Blood driveCommunity health screeningCommunity clean up projectsBig Brothers/Big Sisters activitiesFood drivesToys for TotsUnited Way drivesCommunity recycling centerLocal museumRed CrossAssisting physically challenged or confined individuals(This must be through a community organization.)Assisting elderly citizens(This must be through a community organization.)

Company Meetings

On occasion, we may request that you attend a company sponsored meeting. If this is scheduled during your regular working hours, your attendance is required. If it is held during your non working hours and you decide to attend, you will be paid for the time you spend traveling to and from the meeting as well as for time spent at the meeting, but only if you are one of our non exempt employees.

Computer Software (Unauthorized Copying)

Vista Grande does not condone the illegal duplication of software. The copyright law is clear. The copyright holder is given certain exclusive rights, including the right to make and distribute copies. Title 17 of the U.S. Code states that "it is illegal to make or distribute copies of copyrighted material without authorization" (Section 106). The only exception is the users' right to make a backup copy for archival purposes (Section 117). For more information contact: The Software Publishers Association, 1730 M St., NW, Suite 700, Washington, D.C. 20036, (202) 452 1600, Piracy Hotline 1 800 388 7478

Contributions

Vista Grande makes donations to worthwhile charities and colleges in its own name. Contributions considered worthwhile include health drives and community youth activities. Contributions are made only in communities where we have a store location or where our employees benefit from these contributions. We make no contributions to churches or other organizations where such contributions will only benefit the members of that organization. Conversion Privileges

At your exit interview or upon dismissal, you will learn how you can continue your insurance coverage and any other benefits you currently enjoy as an employee that are eligible for continuation. (COBRA law applies.)

Department Meetings

From time to time, your manager will schedule department meetings before, during, or after work. It's to your advantage to be at these meetings. If your attendance at Department Meetings is mandatory, you will be informed in writing. Failure to attend may involve a penalty.

Personal Appearance

Please understand that you are expected to dress and groom yourself in accordance with accepted social and business standards. Each manager or department head is responsible for establishing a reasonable personal appearance code appropriate to the job you perform.

Employee Referral / Recruitment Bonus

Open positions will be posted on our bulletin board. You are encouraged to recommend and refer qualified candidates for employment with Vista Grande. If you know of someone who would like to work here, we will be glad to consider them for appropriate openings. Should your candidate be hired by Vista Grande to a full time position, and that person satisfactorily completes six (6) months of employment, you will receive a bonus amount for an exempt position referral or a bonus amount for a non exempt position referral.

Entry After Hours

You are not allowed to enter Vista Grande property after normal working hours for any reason without the express approval of your manager or the manager on duty.

Exit Interviews

In instances where an employee voluntarily leaves our employ, Vista Grande management would like to discuss your reasons for leaving and any other impressions that you may have about Vista Grande. If you decide to leave, you will be asked to grant us the privilege of an exit interview. During the exit interview, you can express yourself freely. Information will be kept strictly confidential and will in no way affect any reference information that Vista Grande management will provide another employer about you.

Expense Reimbursement

You must have your manager's written authorization requisition prior to incurring an expense on behalf of Vista Grande. To be reimbursed for authorized expenses, you must submit an expense report accompanied by receipts and approved by your manager. Submit your expense report each week.

If you are asked to conduct company business using your personal vehicle, you will be reimbursed at the rate of $.24 (mileage reimbursement rate) per mile. Please submit this expense on the expense report.

Fire Drills

We schedule drills throughout the year for employee safety. Your manager can answer any questions you may have about what to do.

First Aid

Required OSHA posters are on display in company facilities. Occupational Safety & Health Administration offices in Washington, D.C. at (202) 523 9667.

Federal law (OSHA) requires that we keep records of illnesses and accidents which occur during the workday. The California state Workers' Compensation Act requires reporting illness or injury on the job, no matter how slight. If you fail to report an injury, you may jeopardize your right to collect workers' compensation payments as well as health benefits. OSHA also provides for your right to know about any health hazards which might be present on the job. Gifts

Advance approval from management is required before an employee may accept or solicit a gift of any kind from a customer, supplier or vendor representative. Employees are not permitted to give gifts to customers or suppliers.

Grievances & Suggestions

To provide for prompt, efficient evaluation of and response to grievances/suggestions, Vista Grande has established a formal Grievance/Suggestion Procedure for employees. It is Vista Grande's policy to give full consideration to every employee's opinion. There will be no discrimination against or toward anyone for his or her part in presenting grievances/suggestions.

Under this policy, a grievance is defined as any event, condition, rule, or practice which the employee believes violates his or her civil rights, treats him or her unfairly, or causes him or her any degree of unpleasantness or unhappiness on the job. A grievance may also deal with an attitude, a statement, or an opinion held by a manager or fellow employee.

The Grievance/Suggestion Procedure is:

1. See Your Manager First.

If you feel that any working condition, policy, practice, or action by Vista Grande or by any member of management is unjust, you should tell your manager about it and discuss the matter confidentially and in private. Stay in your workplace and contact your manager or other manager. Establish with your manager an appropriate time and place to discuss your concern.

2. Put It In Writing.

Explain the present situation, the desired condition, and your proposed solution/suggestion. Submit this completed form to management.

If, after discussion with your manager, the situation remains unsettled, the matter should be referred to senior management. Describe the situation or problem, name any witnesses if applicable, and be sure to mention any times, dates, and places. Also, include a summary of your communications with your manager on the subject. Put this information into an envelope, seal it, mail or deliver it to the immediate manager of your manager.

3. Grievance/Suggestion Conference.

Your manager's immediate manager will review the grievance/suggestion and call you in for a scheduled conference. In most cases, the matter will usually be resolved at this stage.

If you are still displeased with the decision rendered, you should bring the problem directly to the President. The problem will be discussed and a final decision rendered. The President's decision will be binding.

Inspection Of Packages

Vista Grande reserves the right to inspect packages or closed containers brought into or taken out of the work area.

Open Door Policy & CounselingYou will be expected to use the Grievances/Suggestions Procedure outlined prior in this Employee's Manual to resolve a problem. However, if the problem or complaint is of a personal nature, or a very delicate matter, you may meet first with any member of management, including the President, to discuss it.

Personal Phone Calls & Mail

Please keep personal phone calls to a minimum they must not interfere with your work. You are permitted to make limited local area calls on company telephones for essential personal business during lunch or break periods. Emergency calls regarding illness or injury to family members, changed family plans, or calls for similar reasons may be made at any time. Incoming urgent calls will be directed to you. Please don't use Vista Grande as a personal mailing address, and do not put personal mail in the stacks that are to be run through the postage meter.

Personal Property

Due to the strict liability guidelines of our insurance carrier, you are not to keep personal equipment or vehicles on Vista Grande property where damage or fire could result. Vista Grande cannot assume any responsibility for loss or damage to personal property of any employee.

Promotion Policy

It is policy to advise employees about advancement opportunities by means of bulletin boards or other suitable methods. Please submit your request for consideration for a specific position directly to your manager.

Recycling, Waste Prevention & Conservation

Vista Grande actively recycles as many materials as possible: You will be given two small containers (one for white paper and one for computer paper) to go on or near your desk. When you're through using any paper, simply put it into the appropriate container instead of the trash can. When either of your containers is full, empty the contents into one of the central containers stationed on your floor.

Restricted Areas

In the interest of safety and security, certain portions of Vista Grande's facilities may be restricted to authorized personnel only. Such areas will be clearly marked.

Safety Rules

Required OSHA posters are on display in the facility. Safety is everybody's business. Safety is to be given primary importance in every aspect of planning and performing Vista Grande activities. We want to protect you against industrial injury and illness, as well as minimize the potential loss of production.

Please report injuries (no matter how slight) to your manager immediately, as well as anything that needs repair or is a safety hazard. Below are some general safety rules. Your manager or department head may post other safety procedures in your department or work area:

Avoid overloading electrical outlets with too many appliances or machines.
Use flammable items, such as cleaning fluids, with caution.
Walk don't run.
Use stairs one at a time.
Report to your manager if you or a co worker becomes ill or is injured.
Ask for assistance when lifting heavy objects or moving heavy furniture.
Smoke only in designated smoking areas.
Keep cabinet doors and file and desk drawers closed when not in use.
Never empty an ash tray into a waste basket.
Sit firmly and squarely in chairs that roll or tilt.
Wear or use appropriate safety equipment as required.
Avoid horseplay or practical jokes.
Start work on any machine only after safety procedures and requirements have been explained.
Operate motorized equipment if authorized by your manager. Operators must be certified by Vista Grande.
Keep your work area clean and orderly, the aisles clear.
Stack materials only to safe heights.
Watch out for the safety of fellow employees.
Use the right tool for the job. Use it correctly.
Occupational Safety & Health Administration offices are in Washington, D.C. at (202) 523 9667.

     
Security

Maintaining the security of Vista Grande buildings and vehicles is every employee's responsibility. Develop habits that insure security as a matter of course.For example: * Always keep cash properly secured. If you are aware that cash is insecurely stored, immediately inform the person responsible. * Know the location of alarms and fire extinguishers, and familiarize yourself with the proper procedure for using them, should the need arise. * When you leave Vista Grande's premises make sure that entrances are properly locked and secured.

Seniority

Many of your benefits, like vacations, are determined by seniority. Also, seniority is one of the factors recognized when making promotions. Therefore, seniority is very important to you as an employee.

You must complete an Introductory Period when you are hired. During this period, you carry no seniority rights. If you are retained after the Introductory Period, you will be credited with seniority. Your seniority will reflect your length of employment beginning on the date on which you began work (Anniversary Date).

Smoking

Please don't smoke in areas where you are directly serving customers and where it may be offensive to your co workers. If you smoke, there are a variety of places appropriate for you to enjoy a short break. Please do not smoke in restricted areas.

Solicitations & Distributions

Solicitation for any cause during working time and in working areas is not permitted. You are not permitted to distribute non company literature in work areas at any time during working time. Working time is defined as the time assigned for the performance of your job and does not apply to break periods and meal times. Employees are not permitted to sell chances, merchandise or otherwise solicit money or contributions without management approval. Persons not employed by Vista Grande are prohibited from soliciting or distributing literature on company property.

Substance Abuse

You are expected to be in suitable condition while at work, allowing you to perform your job effectively and safely.

Theft Property theft of any type will not be tolerated by Vista Grande. We consider property theft to be the unauthorized use of company services or facilities or the taking of any company property for personal use. Unauthorized possession or removal of company property is a serious offense. Employees violating this policy will be subjected to discipline up to and including possible dismissal and prosecution.

Use Of Company Vehicle

Traffic Violations

If you are authorized to operate a company vehicle in the course of your assigned work, or if you operate your own vehicle in performing your job, you will be considered completely responsible for any accidents, fines or traffic violations incurred. Your manager will advise you on what to say and do (and what not to say and do) in the event of a vehicular accident.

If you are authorized to use a Vista Grande vehicle for company business, you must adhere to the following rules:

      1. You must be a licensed driver.

      2. You must maintain weekly mileage reports.

      3. You are responsible for following the manufacturer's recommended maintenance schedules to maintain valid warranties, and for following the manufacturer's recommended oil change schedule.

      4. You are responsible for paying any moving violation tickets. Also, please park appropriately    parking violations will not be paid by Vista Grande.

      5. You must keep the vehicle clean. You will be reimbursed for reasonable expenses. Retain a receipt for reimbursement.

      6. Do not allow persons not authorized or employed by Vista Grande to operate or ride in a company vehicle.

      7. Prior to operation of any company vehicle, the manager will train you on the appropriate steps to take if you are involved in an accident    filling out the accident report, getting names of witnesses.

Visitors to Vista Grande

Our insurance prohibits unescorted visitors in our facilities. Visitors are not permitted on Vista Grande property without prior permission; no visitors are permitted in working areas. If you are expecting visitors, please request permission from your manager and ask your visitors to see your manager when they arrive.

Disclaimer: The Employee's Manual is taken from a computer program format. The entirety had to be rewritten (it was so bad) but there may be inadvertent phrases retained.

CREDIT FOR PAST EXPERIENCE:

7. Coursename: "Clinical Psychology: History and Systems" Organizational Behavior Systems

      P U B L I C   A D M I N I S T R A T I O N      
AND      
VOCATIONAL REHABILITATION      
A Laboratory

EXPERIENCE: PROGRAM EVALUATION TEAM BUILDING ROLE CLARIFICATION GROUP FACILITATION MANAGEMENT DEVELOPMENT

           Additional information is being provided for:              

SURVEY METHODOLOGY WORK DESCRIPTION WORK MEASUREMENT PERFORMANCE REPORTING SYSTEMS COST BENEFIT ANALYSIS

EDUCATION: Further information is being provided for: BUSINESS EXPERIENCE: REAL ESTATE FINANCE OFFICE ADMINISTRATION ECONOMICS PRINCIPLES PRACTICE APPRAISAL PROPERTY MANAGEMENT LEGAL ASPECTS NOTARY PUBLIC

     
PAST EXPERIENCE DESCRIPTIONS:

PROGRAM EVALUATION:

Statement of the Organizational Problem: A government funding source (State of Maryland, Department of Health) needed a first 100 day evaluation to justify continuation of a crisis intervention program (Grassroots, Inc., Columbia, Md.).

2.) My role in resolving the problem using this method (Program Evaluation).I was hired for one year as the evaluator for the program. Statistical Analysis was to be the method using a questionnaire for employees to fill out. The purpose was a. to quantify the work and b. to record information in concrete, observable terms. For this, I designed, implemented and evaluated a questionnaire report form.

The organization was a Crisis Intervention Center (a Social Program) and the form was filled out each time a call was received from a client. The results of the study, presented in narrative and graph form,showed that the organization was doing what it had proposed it could do and the program became fully funded. This program still exists to this day some twenty years later. Without that initial organizational effectiveness study, the program wouldn't have lasted further than the initial 100 days.

EMPLOYER'S NAME:Grassroots, Inc. funded by The State of Maryland DATES OF EMPLOYMENT: 1971 1972 HOURS PER WEEK: 40 JOB TITLE: Statistical Evaluator

TEAM BUILDING

1.) Statement of Organizational problem: The department being evaluated had deficient work output.

2.) My role in resolving this problem using this method of (Team Building)/The first step was to interview key personnel to identify and define the problem area. What was reported was that the major difficulty was in lack of trust leading to a sociometric disintegration of the group. The second step was to design and implement an intervention which consisted of an instructional program for trust building and a discussion group for practice application. This program became known as the "T Group" as it followed a number of the principles of the creator of the method: The National Training Labs. My role was to design the team building program, teach and lead the practice group. The result was that the group achieved cohesion which they took to the overall department to teach.Results were formally evaluated as well in the form of narrative reports (trainer) and papers (students).

EMPLOYER'S NAME: CROWNSVILLE HOSPITAL CENTER

DATES: 1980 1986 HOURS: 40/wk. JOB TITLE: HOSPITAL FACULTY

ROLE CLARIFICATION:

1.) Statement of Organizational problem: Management roles were unclear. Employee roles were undefined. 2.) My role in resolving this problem using this method of Role Clarification:The first step was to clarify the policy and procedure that the company followed. It was observed there was no policy manual or employee handbook. Steps were implemented to design clarification. A second step was undertaken to modify office procedure through improvement of a daily office procedure log known as "the UP BOOK" (ie: The main duty officer of the day was known as being the one who is "up".) Further steps were taken to create several office resource books so that role clarification policy was close at hand. My role in this was to design the processes for the creation of these employee "tools". . The result was that the roles were clarified and resources were created to implement the roles. The Role Clarification was reported on four Cable Television programs (Los Alamitos Cable 4.).

EMPLOYER'S NAME: Joseph Dean Klatt, Inc. (The client was Klatt, Inc., however, this work was done for Hathaway and Assoc.in Los Alamitos as a Management Consultant.) DATES: 1988 1990 HOURS: 4.0+/wk.Hathaway and 40+\wk Klatt JOB TITLE: Consultant

SMALL GROUP FACILITATION:

1.) Statement of Organizational problem: The program was suffering from poor goal clarification. 2.) My role in resolution of the problem using this method of Small Group Facilitation: I worked as an external consultant in two ways. The first was to design educational materials to assist staff in defining goals. The second was to lead groups and teach staff how to direct groups. The major method was to use Role Training and Role Playing as defined by Psychodramatist J.L.Moreno, M.D. I have extensive training in this field (ie: over ten years training.) Thirty of my students received certification from this program (small group facilitation /auxiliary level. My role was to design and teach.I have performed in this capacity on any number of occasions over a twenty year career. Results were presented at Goucher College, at international conferences in New York City, Washington,D.C. and Los Angeles. As well, results were presented on Baltimore Television Channels 11 and 45.

EMPLOYER'S NAME: SPRING GROVE HOSPITAL CENTER

DATES:1980 1984 HOURS: 14.2/wk JOB TITLE: External Consultant

__________________________________________________________________ MANAGEMENT DEVELOPMENT:

1.) Statement of Organizational problem: Medical Records were not passing J.C.A.H. accreditation2.) My role in the resolution of this problem using this method of Management Development Presentations were made to managers using video techniques. These classes were designed and made by this applicant using a three camera closed circuit television station managed by the applicant. The major method was a lecture style with discussion following. The lectures were on tape done by higher management and the discussion was taped for "instant replay" feedback. The result was that the staff passed the next accreditation review.

EMPLOYER'S NAME: Springfield Hospital Center

DATES:1974 1976 HOURS: 40/wk JOB TITLE: Station Manager

SURVEY METHODOLOGY:

1.) Statement of Organizational problem: Surveys were needed in Labor Market Analysis for the Department of Labor, Insurance companies and the State of California according to new legislation.

2.) My role in resolving the problem using this method of Survey Methodology:The Labor Market Survey is an established method for the determination for worker placement in the marketplace. However, the Federal government (1992) established new parameters for reporting. My role was to redesign the existing survey system. Part of that was to design and implement two new forms. One was for State government and the other for Federal. Another part was to test the new system in practice. I drew on my extensive background in system design. The result was an acceptable instrument.This survey system was backed up using computerized job development and description1. (Dictionary of Occupational titles based "Quest" computer studies) and U.S. Census Wage and Salary information.

EMPLOYER'S NAME: Robert Hall and Associates

DATES: 1991 1992 HOURS: 30/wk JOB TITLE: Job Developer Description: prepared Labor Market Surveys, assisted in new employee placement, job development, transferable skills analysis for employees disabled on the job.

WORK DESCRIPTION:

1.) Statement of Organizational problem The County of San Mateo requested proposals for a new clinic and service delivery system.

2.) My role in resolving the problem using this method of Work Description. The first step was to create a Mission Statement. The second was to write Job Descriptions (J.D.s), Staffing Schedules and Organization/Process Flow charts. Both were related to staff utilization and budgeting which was included in the proposal. My role was to write the narrative report.

EMPLOYER'S NAME: Linde Institutes (Vista Grande Center)

DATES: 1980 1981 HOURS: 40/wk JOB TITLE: Chief Financial Officer __________________________________________________________________ WORK MEASUREMENT:

1.) Statement of Organizational problem: The organization needed Job Analysis (J.A.) including: Worker Functions, Work Fields, Machines/tools/equipment/ work aids (MTEWA), materials/ products/ subject matter/ services (MPSMS), and Worker Traits.

2.) My role in resolving this problem using the method of Work Measurement: My role was to gather data in the various fields needed through the Interview method in a group setting. The scientific method used was Sociometry which is the measurement of social inter action using group techniques and diagram\graph presentation techniques. My role was as evaluator/interviewer. The result was a new interview and data system known as Mandala Notes. From this device, a formal Job Analysis could be written.

EMPLOYER'S NAME: Moreno Institute West (University of Redlands) DATES: 1976 1978 HOURS: Variable (20 40/wk) JOB TITLE: Assistant Director

PERFORMANCE RATING SYSTEMS:

1.) Statement of Organizational problem: The organization needed Diagnostic methods and other evaluation tools to determine the level of performance of employees in an organizational training program.2.) My role in the resolution of this problem using this method of Performance Rating: Evaluation was conducted over a six months study using interview, workshop and surveys to determine why the employees in this Finance Department should be kept or cut from the budget. My role was to design, implement and evaluate the system, provide special reports and conduct workshops and presentations with groups.

EMPLOYER'S NAME: M.C.I. PHONE COMPANY, SIGNAL DIVISION, FINANCE DEPARTMENT

DATES: 1985 1986 HOURS: Variable days and hours (2.0 hrs./wk.) JOB TITLE: External Consultant

__________________________________________________________________ COST BENEFIT ANALYSIS:

1.) Statement of Organizational problem: A Cost benefit analysis was needed to determine staff utilization patterns to see if additional funding was necessary or justifiable.

2.) My role in resolving this problem using the method of Cost benefit analysis. What had happened was that this applicant, in the role of Program Director, had doubled the size of the program in terms of people served. The first step was to assess new program needs, the second to design and implement a cost effective new program. The first was accomplished by a telephone survey using existing staff in contacting the client base. The results were then evaluated and presented in the form of special reports, training workshops, papers and group presentations. The result was a design of a new organizational development training program for new and existing employees. My role was to design, implement and evaluate the initial assessment, to write the training manual, to teach the training program and to justify the expenditure through statistical methods.

EMPLOYER'S NAME: City of San Bernardino (The employer was the Mental Health Association of San Bernardino but this work was done for the City of San Bernardino under a grant, so the City was the ultimate employer. The point, here, is to show familiarity with City government and to present a more complete truth.) DATES: 1977 1978 HOURS: 40/wk JOB TITLE: Program Director.

ADDITIONAL INFORMATION:

Describe any additional experience, coursework, or training which you have had.

Additional Experience:

It is critical to note that most employees base their work on a 40 hour work week in one place. My life has been based on a 60 80 hour workweek with travel in addition in multiple places. Thereby, I have more life experiences than the average employee.

Additional Training, Practicum/Internship:

Altogether, I can document 8 full time years of formal education (Riverside City College, Humboldt State University, California State University at Los Angeles and the University of Redlands' Johnston College) and 10 part time years of Institute education (Role Training and Psychodrama at the Moreno Institute in Beacon, New York, at the Moreno Institute-West in Redlands, California, at the Haskell Institute in Long Beach, California, at the Patton State Hospital, at the Wickersty Institute and the Psychological Associates in Maryland. Altogether, the work represents over 3,000 hours of supervised training in Psychology and/or Marriage, Family and Child Counseling. The work constitutes a Practicum/Internship.). Transcripts are available upon request.

Additional Education:

           Anthony Schools of San Diego:

In that my emphasis in Public Administration has an interface with the field of Business, I am including eight Business courses I took prior to entering Union. These courses are in the "Private Sector" but contain many of the same Business principles embraced by Public Administration. Transcripts are available upon request.

1. REAL ESTATE PRINCIPLES: Grade: "89%" 2. OFFICE ADMINISTRATION: Grade: "A" 3. FINANCE: Grade: "A" 4. PROPERTY MANAGEMENT: Grade: "A" 5. LEGAL ASPECTS: Grade: "B" 6. PRACTICE: Grade: "A" 7. ECONOMICS: Grade: "A" 8. APPRAISAL: Grade: "A"

9. NOTARY PUBLIC In conjunction with the above, I was examined by the State of California for NOTARY PUBLIC and was, successfully, commissioned between September 1, 1988 and August 31, 1992 as a practicing Notary Public in the office of Joseph Dean Klatt, Inc. of La Jolla, California. As such, I participated in documents pertaining to many kinds of businesses. En toto, I participated in the notarization of 916 business documents including but not limited to: Power of Attorney, Affidavits, Applications, Releases, Statements of Fact, Deeds, Disclosures, Mandates, Participation Agreements, Lost Initial Instruments, Proof of Loss, Leases, Correction Descriptions, Delayed Certificate of Birth, Declarations, Quitclaims, Affidavit of Death of Joint Tenant, Sworn Statements, Spousal Consent and Waver, Annuity Forms, Bills of Sale, Depositions, Partnerships, Subscription Documents, Wavers, Transfer Documents, Executor's Bonds, Corporate Acknowledgements, Low Income Certification, Election Forms, Signature Cards, Owner's Certificates, Title, Covenant and Waranties and other agreements, contracts and claims.

Copr. 2003 Eric J. Lindblom PhD

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