There is Help for Drug Addiction

Life is hard and we all need to let off steam and get rid of stress that builds up. Often times this is by enjoying hobbies, learning new things or just relaxing. Some people, unfortunately, turn to drugs. Drugs offer an escape from reality like no other and many of these drugs such as heroin, crystal meth and cocaine become more addictive with each use. There are many functional drug addicts that continue to do their jobs and take care of families but eventually all addicts hit bottom and the only real help is a reputable drug rehab.

Sometimes the drug abuse can be attributed to heredity causes while at other times the addiction is a product of the environment they addict grew up in. Most times addicts have just hit a hard time in life and found drugs to be a good escape, thinking that they can drop the habit anytime they want. Unfortunately, drugs can alter the chemical make up of the brain making it nearly impossible or downright deadly to quit on your own accord. Even when the addict knows they need help the drugs themselves keep pulling them back down.

Recognizing a drug problem is the first step to recovery but realizing that you can’t do it alone takes courage and conviction to carry on. Using a qualified drug rehab center is the best way to go. These centers are staffed by doctors and psychologist that can not only treat the disease but treat the underlying problems that brought you into the addiction in the first place. They can get you off of drugs safely in a hospital setting where if anything should go wrong they are ready for it. Another great aspect of using a drug rehab facility is the fact you will be among others who understand what you are going through and in most cases there are staff and doctors helping that are recovering addicts as well.

Qualities and Traits That Exemplify a Good Leader

There are certain individuals, are naturally born to be leaders. There is just something in the way that they are, in their personality, and how they speak that makes it so that other people just want to follow them. Then there are other individuals who have had to, over time learn, how to develop leadership qualities. Both of these types of individuals can become effective leaders if they understand how to harness their skills and use them in the right way. Leadership is important in any business. It does not matter if you are producing netting products or rocket ships, having a set chain of command, and having individuals who take the lead is going to make all the difference between success and failure.

While, there is no set list of things that makes a person a good leader, there are certain traits that a good leader does have. The first good trait that a good leader has is that, they lead. Usually they lead by example that they set. So if in a business, you want your employees to be hard workers, then as a good leader you are also going to be a hard worker. If you want your employees to show up on time, then as a good leader you are always going to be there first so that your employees can follow your example.

Another good trait that a leader has is that they are ready to accept responsibility. They are willing to accept responsibility for the mistakes that they make, and deal with the consequences. Also, when a decision needs to be made, because they are leaders they are ready and willing to make the decision, even if the decision is a difficult one to make. They clearly understand their role, and because of their presence they encourage others to follow them.

A Kettlebell Workout Routine Was Just What Was Needed

I never had kettlebells before so I was looking for the best kettlebell workout. I have a limited amount of space at home to do weight training. A set of kettlebells does not take up as much space as a standard set of weights does. A big barbell was too much for the small workout space I have. I wanted a good workout, but nothing that was extreme. I wanted to be able to tailor it to my needs rather than working for somebody else’s idea of the perfect body that I was not interested in.

I wanted to gain a little muscle and lose some fat. I had made a commitment to eating better and getting regular exercise that included weight training. The weight training was to get back some of the muscle I had been losing as the years slipped by. Continue reading

A Healthy Way to Get to Work

Buying the touring bicycles that my husband and I just bought was one of the smartest investments that we have made in years. We have been taking them to work and it has really shown the employees that work at our company that we are serious about doing our part to save the environment and become a greener company.

We have been working to promote green living at work and at home and the fact that we were driving gas guzzling automobiles to work each day when we only live a few blocks from the office did not look very good. Since we bought the bikes, we have been riding them to work each day on the days that the weather allowed us to do so.

It has made quite an impact on several of the employees. Many of them have started riding bikes to work. We have provided a special bike rack for our employees so they can lock up their bikes right alongside the building.

Enjoy value-added benefits as a Queen’s IRC alumni

alumniOnce you complete your first program, you enter the ranks of Queen’s IRC alumni, which entitles you to several value-added benefits that will allow you to extend your training and give your organization lasting benefits. Here are some examples of IRC alumni aftercare:

  • If you require a refresher on some aspect of what you have learned, you are invited to return to a program that you have completed. You pay only for meals and learning materials.
  • Visit a password-protected section of the Queen’s IRC website that is dedicated to providing additional information and research findings to IR and OD/HR alumni.
  • Enjoy a subscription to the IRC monthly newsletter that features Q&A pieces with faculty and stories from alumni on how they use what they have learned from their program.
  • Many faculty members are available to answer your follow-up queries after you return to your organizations and put your learning into practice. Contact the IRC directly and we will attempt to get prompt answers to your queries.

A first for Canada

Industrial Relations at Queen’s came into existence on October 12, 1937. It was the first institution of its kind in the country, a true pioneer. In the ensuing years, Queen’s professors, researchers, students and staff have contributed more to the understanding and development of industrial relations in Canada than any other institution.

From these roots grew the Queen’s Industrial Relations Centre, an institution known as much for its active research, publications and involvement in Canadian public affairs as for its well-respected and well-attended programs and conferences.

In 1983, a School of Industrial Relations was established to offer a multidisciplinary Master of Industrial Relations degree program. Since that first class, more than 500 men and women have graduated from the Queen’s MIR program, a legacy now reflected in the boardrooms of many major Canadian organizations.

In 2003-04, the Industrial Relations Centre and the Master of Industrial Relations program were placed within the School of Policy Studies, where they continue to share a common purpose: to analyze, interpret, and teach others about the world of people at work.

Learn more about the history of Queen’s IRC and its role in people management education

Industrial Relations at Queen’s: The First Fifty Years, published in 1987 to celebrate the 50th anniversary of the study of industrial relations at Queen’s.

Biographical sketch of all Queen’s IRC Directors.

Biographical sketch of Dr. Arthur Sweetman, Director of the School of Policy Studies.

Programs by Date

View Programs by date – View Programs by name
View Programs by location – Download 2008 Program Planner

Date Program Name Location
20080511 May 11 – 16, 2008 Dispute Resolution Kingston Register*
20080521 May 21, 2008 Base Pay Essentials and Strategy Toronto Register
20080521 May 21 – 22, 2008 Compensation Clinics (Base+Incentive Pay Programs) Toronto Register
20080522 May 22, 2008 Incentive Pay Essentials and Strategy Toronto Register
20080526 May 26 – 30, 2008 Labour Arbitration Kingston Register*
20080526 May 26 – 29, 2008 Change Management Kingston Register
20080603 June 03 – 06, 2008 Building Smart Teams Toronto Register
20080610 June 10 – 12, 2008 Organizational Design Kingston Register
20080921 Sept. 21 – 26, 2008 Industrial Relations Kingston Register
20080922 Sept. 22 – 25, 2008 Building Smart Teams Kingston Register
20080923 Sept. 23 – 26, 2008 Change Management Toronto Register
20080930 Sept. 30 – Oct. 03, 2008 Dispute Resolution Regina Register
20081015 Oct. 15 – 17, 2008 Business Strategy Toronto Register
20081019 Oct. 19 – 24, 2008 Negotiation Skills Kingston Register
20081021 Oct. 21 – 24, 2008 Building Smart Teams Regina Register
20081028 Oct. 28 – 31, 2008 OD Foundations Banff Register
20081103 Nov. 03 – 07, 2008 Labour Arbitration Kingston Register
20081103 Nov. 03 – 07, 2008 Industrial Relations Halifax Register
20081109 Nov. 09 – 14, 2008 Negotiation Skills Banff Register
20081111 Nov. 11 – 13, 2008 Organizational Design Kingston Register
20081117 Nov. 17 – 19, 2008 Partnership Development Kingston Register
20081118 Nov. 18 – 21, 2008 Change Management Regina Register
20081125 Nov. 25 – 27, 2008 Organizational Learning Kingston Register

(*) Enrolment for this program is currently at capacity. To be added to the waiting list, please proceed with the registration process and our program staff will contact you shortly regarding your status. By remitting payment with your registration, you are assured of enrolment for the next time the program is offered.

Spotlight : The High Cost of Workplace Bullying

Those who are bullied in the workplace appear to suffer more than employees who are subjected to sexual harassment, says Queen’s School of Business Professor of Business Julian Barling.

This unexpected finding comes from a new study conducted by Drs. Barling and Sandy Hershcovis, a PhD graduate from the Queen’s School of Business who is currently on faculty at the University of Manitoba.

The researchers reviewed the results of 110 studies conducted over the past 21 years. They looked at both workplace aggression, which includes bullying, incivility and interpersonal conflict and sexual harassment. In the latter category are gender harassment, unwanted sexual attention and “quid pro quo” harassment: the extortion of sexual cooperation in return for job-related considerations.

Surprisingly, employees subjected to workplace aggression were more likely than victims of sexual harassment to leave their jobs and to have a poorer sense of well-being. The study also showed less job satisfaction and fewer satisfying relationships with their superiors among workers who were bullied.

One possible explanation for these findings is that sexual harassment victims, who now have the backing of legislation aimed at preventing and punishing those responsible, may perceive they have a stronger “voice” to respond, suggests Dr. Barling, an expert in labour relations and organizational behaviour. “Employees are more able to seek recourse by filing a complaint with management or grieving to a union, allowing a perception of personal controllability.”

Non-violent forms of workplace aggression are generally not illegal, however, and employees feel they must fend for themselves if they experience such acts. This lack of societal denunciation of aggression diminishes the employee’s ability to change, reduce, or eliminate the negative act.

Another reason workplace aggression takes a special toll on victims is its concealed and insidious nature, Dr. Barling continues. “Sexual harassment generally involves direct behaviors, such as gender-related jokes, unwanted touching, or unwanted requests for dates.”

In contrast, workplace aggression, in addition to acts such as name calling and yelling, often involves hidden acts, such as withholding resources, failing to correct false information, or ostracizing a target.  While the victim of such behaviors can perceive these acts, confirmation or validation by others may be more difficult.

Also, as sexual harassment becomes increasingly unacceptable, victims may be more likely to assign blame. Victims of workplace aggression – not normally viewed as an illegal act – may be more likely to suffer in silence, fearing they are imagining such behaviors or are responsible in some way for being targeted.

There is no intent to downplay the seriousness of sexual harassment compared to workplace aggression, the researchers say.

“What our study shows is that – due to its relative invisibility and comparative lack of a legitimate social voice – the impact of workplace aggression may be greater on employees, who must either exit the organization or endure intolerable behaviors,” says Dr. Barling.