The not give any formal safety-skills training

The main character outlined in “The Safety Memo” case is Gordon Baldwin.Gordon worked for Pacific Bell for 10 years, the company is a highly structured environment and strongly unionized workforce phone company. Maybe working in the company for a long time,Gordon want to move career as a jeweler at firstly and the key is that he like it.But he realized he needed a stable, salaried job to support his family,he exchanged his mind and find a job in cable company as a cable TV field technician. Though his job was similar to his previous one, the environment was a lot different. The new employer was fast-paced ,entrepreneurial ,nonunion is sharp contrast to Pacific Bell,but the company Being the 12th largest in the nation and having offices country-wide, the company focused on building extraordinary customer service.Just after a two week ‘ride-along experience’ with a seasoned employee help break him in to the business . The company did not give any formal safety-skills training like the phone company given before, which offered extensive employee safety programs. His duty is similar the work he performed for Pacific Bell. Using his previous training in the field and do the job safely.However he was quick to observe the life threatening risks that his fellow employees were exposed to at the job. He reported his observations to his boss, Ron, and provided viable recommendations to fix these problems.but new company would not respond quickly.At the same time, the senior management heighten aware of the need to establish a loss control program due to the annual costs of injuries. The risk management department of the parent company give much pressure because the Cable Company have an OSHA rate of 23%. This meant that approximately one in four employees sustained serious and costly injuries on the job. Walsh, the CEO was pressured to implement a safety program to reduce the losses accruing from workplace injuries. He turned to Gil to look into the problem, because of his vast management skills and usually succeeded in mission .except that he also a Executive Vice President of Engineering.Other people also concern about the situation like Joan,a vice president of the southern California region. She focused on safe and healthful work practices and condition elected as the region’s sponsor for the safety committee One of them was Joan, VP of the Southern California region, . Terry, a member of her staff was enlisted to head this committee. Gordon, with his concern for safety, became a volunteer, and was subsequently appointed System safety coordinator by Terry.Upon Ron’s (Gordon’s boss) approval. Gordon now had a dual role. Sixty percent of his time was spent as a CATV technician while loss control activities took up the remainder of his time. After numerous recommendations being put forward by Gordon, no substantial improvements took place. Despite receiving positive reviews and support various from organization.including leaders in the corporate office and regional headquarter.,Like Ron .But Bob (Ron’s manager) was reluctant to implement Gordon’s ideas. Gordon was disillusioned with the company. He felt he was not being taken seriously as he was just a technician. His ideas were not being adopted due to budgetary constraints and a generic resistance to new procedures that plagues most organizations. Gordon’ became frustrated since he thought his recommendations were important and suitable to the company’s safety policy. So he decided to write a memo, which he aptly titled ‘The Safety Memo’.In response to the memo, Gordon was asked to see Bob, the Gen. Manager. He was instructed to meet Gil to clarify some misleading statements in the memo he had written. Having heard stories about Gil’s authoritarian behavior and reputation of being uncompassionate, Gordon was scared of losing his job.     Gordon was initially received calmly by Gil in his office. Soon the calmness was replaced by Gil’s loud and angry voice. He accused Gordon of writing false information in the memo. When Gordon tried to explain his case, Gil angrily said that the memo was based on inaccurate and inconsistent information. Amidst Gordon’s  confusion, Gil questioned Gordon’s authority to teach someone as experienced and well versed in the organization as himself. His voice was loudenough to frighten Gordon, who was unable to even utter complete sentences.He was reminded of the Biblical characters, David and Goliath. At that moment,Gordon felt he was at the mercy of Goliath, both literally and symbolically. After being accused of manufacturing lies without thinking of the consequences to the company, Gil asked Gordon if the meeting had proved beneficial. Needless to say, Gordon was perplexed, shattered, and concerned about losing his job. The impact of Gil’s outburst was so bad that the thought of being asked to leave the company made him feel better momentarily. Gordon spent the next few days trying to analyze what transpired during their meeting.