2010 – Holland, MI- Thermotron Industries, North America’s leader in designing, manufacturing and marketing Environmental Test Equipment, announced the appointment of Ronald Lampen as its new President, effective March 31, 2010.
Mr. Lampen’s appointment was made after Daniel O’Keefe, the Company's COO and President for 29 years, made his decision to QUIT and hang out some where else where he might fit-in.
How well does your behavior match with what you deeply believe and value?
There are 40 behavioral indicators which test for your competency in behaving with integrity, responsibility, compassion and forgiveness. This inventory is designed for individuals and professionals who are in business or other organizational settings.
Personal Self-Assessment
Moral Competency Inventory
Please choose one rating in response to each statement. You will get the most value from this assessment if you respond honestly. It may be tempting to give yourself a high rating because the statement sounds positive, but please do your best to rate yourself accurately in terms of your beliefs or how you behave.
For your results to be accurately calculated, you must answer all of the items.
1. I can clearly state the principles, values and beliefs that guide my actions.
Never
Infrequently Sometimes In Most Situations In All Situations
2. I tell the truth unless there is an overriding moral reason to withhold it.
Never
Infrequently Sometimes In Most Situations In All Situations
3. I will generally confront someone if I see them doing something that isn’t right. Never Infrequently Sometimes In Most Situations In All Situations
4. When I agree to do something, I always follow through. Never Infrequently Sometimes In Most Situations In All Situations
5. When I make a decision that turns out to be a mistake, I admit it. Never Infrequently Sometimes In Most Situations In All Situations
6. I own up to my own mistakes and failures. Never Infrequently Sometimes In Most Situations In All Situations
7. My colleagues would say that I go out of my way to help them. Never Infrequently Sometimes In Most Situations In All Situations
8. My first response when I meet new people is to be genuinely interested in them. Never Infrequently Sometimes In Most Situations In All Situations
9. I appreciate the positive aspects of my past mistakes, realizing that they were valuable lessons on my way to success. Never Infrequently Sometimes In Most Situations In All Situations
10. I am able to "forgive and forget," even when someone has made a serious mistake. Never Infrequently Sometimes In Most Situations In All Situations
11. When faced with an important decision, I consciously assess whether the decision I wish to make is aligned with my most deeply held principles, values and beliefs. Never Infrequently Sometimes In Most Situations In All Situations
12. My friends know they can depend on me to be truthful to them. Never Infrequently Sometimes In Most Situations In All Situations
13. If I believe that my boss is doing something that isn’t right, I will challenge him or her. Never Infrequently Sometimes In Most Situations In All Situations
14. My friends and coworkers know they can depend on me to keep my word. Never Infrequently Sometimes In Most Situations In All Situations
15. When I make a mistake, I take responsibility for correcting the situation. Never Infrequently Sometimes In Most Situations In All Situations
16. I am willing to accept the consequences of my mistakes. Never Infrequently Sometimes In Most Situations In All Situations
17. My leadership approach is to lead by serving others. Never Infrequently Sometimes In Most Situations In All Situations
18. I truly care about the people I work with as people – not just as the “human capital” needed to produce results. Never Infrequently Sometimes In Most Situations In All Situations
19. I resist the urge to dwell on my mistakes. Never Infrequently Sometimes In Most Situations In All Situations
20. When I forgive someone, I find that it benefits me as much as it does them. Never Infrequently Sometimes In Most Situations In All Situations
21. My friends would say that my behavior is very consistent with my beliefs and values. Never Infrequently Sometimes In Most Situations In All Situations
22. My coworkers think of me as an honest person. Never Infrequently Sometimes In Most Situations In All Situations
23. If I knew my company was engaging in unethical or illegal behavior, I would report it, even if it could have an adverse effect on my career. Never Infrequently Sometimes In Most Situations In All Situations
24. When a situation may prevent me from keeping a promise, I consult with those involved to renegotiate the agreement. Never Infrequently Sometimes In Most Situations In All Situations
25. My coworkers would say that I take ownership for my decisions. Never Infrequently Sometimes In Most Situations In All Situations
26. I use my mistakes as an opportunity to improve my performance. Never Infrequently Sometimes In Most Situations In All Situations
27. I pay attention to the development needs of my coworkers. Never Infrequently Sometimes In Most Situations In All Situations
28. My coworkers would say that I am a compassionate person. Never Infrequently Sometimes In Most Situations In All Situations
29. My coworkers would say that I have a realistic attitude about my mistakes and failures. Never Infrequently Sometimes In Most Situations In All Situations
30. I accept that other people will make mistakes. Never Infrequently Sometimes In Most Situations In All Situations
31. My coworkers would say that my behavior is very consistent with my beliefs and values. Never Infrequently Sometimes In Most Situations In All Situations
32. I am able to deliver negative feedback in a respectful way. Never Infrequently Sometimes In Most Situations In All Situations
33. My coworkers would say that I am the kind of person who stands up for my convictions. Never Infrequently Sometimes In Most Situations In All Situations
34. When someone asks me to keep a confidence, I do so. Never Infrequently Sometimes In Most Situations In All Situations
35. When things go wrong, I do not blame others or circumstances. Never Infrequently Sometimes In Most Situations In All Situations
36. I discuss my mistakes with coworkers to encourage tolerance for risk. Never Infrequently Sometimes In Most Situations In All Situations
37. I spend a significant amount of my time providing resources and/or removing obstacles for my coworkers. Never Infrequently Sometimes In Most Situations In All Situations
38. Because I care about my coworkers, I actively support their efforts to accomplish important personal goals. Never Infrequently Sometimes In Most Situations In All Situations
39. Even when I have made a serious mistake in my life, I am able to forgive myself and move ahead. Never Infrequently Sometimes In Most Situations In All Situations
40. Even when people make mistakes, I continue to trust them. Never Infrequently Sometimes In Most Situations In All Situations
A. Your total MCI alignment score is: 35.5Score Ranking 90-100 Very High 80-89 High 60-79 Moderate 40-59 Low 20-39 Very Low
B. What Your MCI Alignment Score Means •Your total score is a measure of alignment. If your score is high, it is highly likely that you typically act in ways that are consistent with your beliefs and goals. If your score is low, it is likely that your typical behavior is out of synch with what you believe and what you want for yourself. •There are quite a few different ways to look at your MCI scores. No single interpretation is correct, and no "test" is the last word on your capabilities. We recommend that you reflect on each of these aspects of your MCI scores to see whether they trigger the self-awareness that is so crucial to ongoing moral development. •We think you will find your results to be interesting and illuminating. If there are aspects of the MCI interpretation that are confusing or don't make sense to you, then we trust that in the final analysis, you know yourself better than any assessment. That said, here are some ways to interpret your scores. •The maximum possible score is 100. A score of 100 would mean that you answered every item on the MCI with a "5" and would indicate that you believe you are completely competent in all ten moral competencies assessed by the inventory. Since no human being is perfect, a perfect score on the MCI might mean that you have some difficulty acknowledging areas of weakness. •The minimum score is 20. Most people have some degree of moral competency; therefore, low and very low scores may reflect excess self-criticism rather than genuine moral incompetence. In our experience, scores below 60 are extremely rare, most likely because corporate leaders do not succeed without some degree of moral competency. •MCI scores fall most frequently in the moderate range, between 60 and 79. •Your total MCI score is simply a snapshot of your overall moral competence. If you take the MCI every year or so, your total score can help you see whether your overall level of moral competence is increasing. •You may re-take this as often as you like. III. Highest and Lowest Competency Scores Your Highest Competencies Your Lowest Competencies Ability to let go of one’s own mistakes Admitting mistakes and failures Actively caring about others Taking responsibility for personal choices Ability to let go of others’ mistakes Embracing responsibility for serving others
Most people who complete the MCI have one or two moral competency scores that stand out as higher and lower than the bulk of the scores.
Do your highest scores fit your understanding of your own strengths?
If so, these are the competencies that you know how to use to maintain alignment and promote high performance. Are there any high scores that surprised you? If so, they may represent areas of strength that you had not been aware of and are competencies that can further help you to achieve your goals.
Do your lowest scores fit your understanding of where your weaknesses lie?
If so, you have an opportunity to develop your competencies if you decide that improvement in those competencies is important to you. Are there any low scores that surprised you? If so, they may represent blind spots that are keeping you from reaching your goals.
IV. Individual Item Scores High Scored Items (Rated 5 or 4) Item Score Item 5 Even when I have made a serious mistake in my life, I am able to forgive myself and move ahead 4 I accept that other people will make mistakes 4 I resist the urge to dwell on my mistakes
If you have a few scores of "5", those items may be areas of particular strength that you should recognize, appreciate, and use. If you have a majority of "5s", you may be extremely morally competent across the board, but you may also have overrepresented your strengths. People with very high scores across the board may need to solicit feedback from others to confirm the accuracy of their scores.
Low Scored Items (Rated 1, 2 or 3) Item Score Item 1 I truly care about the people I work with as people – not just as the 'human capital' needed to produce results 1 I spend a significant amount of my time providing resources and removing obstacles for my coworkers 1 My leadership approach is to lead by serving others 1 When things go wrong, I do not blame others or circumstances 1 My friends and coworkers know they can depend on me to keep my word 1 When I make a mistake, I take responsibility for correcting the situation 1 If I knew my company was engaging in unethical or illegal behavior, I would report it, even if it could have an adverse effect on my career 1 When a situation may prevent me from keeping a promise, I consult with those involved to renegotiate the agreement 1 I discuss my mistakes with coworkers to encourage tolerance for risk 1 When someone asks me to keep a confidence, I do so 1 I pay attention to the development needs of my coworkers 1 I use my mistakes as an opportunity to improve my performance 1 My coworkers would say that I take ownership for my decisions 1 If I believe that my boss is doing something that isn’t right, I will challenge him or her 1 I am willing to accept the consequences of my mistakes 1 I tell the truth unless there is an overriding moral reason to withhold it 1 Even when people make mistakes, I continue to trust them 1 I own up to my own mistakes and failures 1 When I make a decision that turns out to be a mistake, I admit it 1 I am able to 'forgive and forget,' even when someone has made a serious mistake
If you have some scores that are "2" or "1", what weaknesses do those items represent? Since most people who take the MCI have very few item scores below "3," low item scores usually represent wonderful opportunities for removing obstacles to high performance.
Take a look at the item scores for your highest and lowest competencies. Was your lowest competency score a result of midrange scores for each of the four related items, or was your competency score low because of one very low item score? If so, you may find that paying attention to that single aspect of the competency could greatly boost your competence in that area.
V. Do Your Scores Matter? All of the competencies included in the MCI are important, and all act synergistically. But realistically, we are all human and need to concentrate on developing the competencies that will have the most impact on ourselves and our organizations.
You already have decided whether your scores accurately reflect your areas of moral strength and weakness. At a deeper level, how well do your scores represent competency areas that are important to you? After all, you can be good or bad at things that you don't care about. So we encourage you to think about the extent to which the competencies identified are consistent with your moral compass and your goals.
If you have not read Moral Intelligence, you might find it useful in further exploring this subject. For information on how to order this book, click here.
VI. Reality Testing How much do you trust your self assessment of your moral competencies? Most of us have some degree of difficulty seeing ourselves as others see us.
As a reality test, we recommend that you share your MCI scores with one or two trusted friends or colleagues. Here are some questions you can ask them:
•How well do my strengths as reported on the MCI reflect your perception of my strengths? •How well do my weaknesses as reported on the MCI reflect your perception of my weaknesses? •Are there other moral competencies that you see as my strengths? •Are there other moral competencies that you see as weaknesses? •On a scale of 1 to 10, how would you rate me on integrity? •On a scale of 1 to 10, how would you rate me on responsibility? •On a scale of 1 to 10, how would you rate me on how well I show compassion? •On a scale of 1 to 10, how would you rate me on my capacity for forgiveness?
welll tom... you are way 2 CUrrupt 4 me... and u lie cheat and defraud your co-workers and the customer..
dosen't that make you a criminal Whore ??
Until 2007, in English law, the main deception offences were defined in the Theft Act 1968 (TA68), the Theft Act 1978 and the Theft (Amendment) Act 1996. This page deals only with ss15 and 16 TA68, both of which were repealed by the Fraud Act 2006. The same definition of deception applies in all the relevant offences.
Contents 1 Definition 1.1 Deliberate or reckless 1.2 Words or conduct 1.3 Fact or law 1.4 Present intentions 2 Deception and theft 3 Obtaining property by a deception 3.1 By any deception 3.2 Dishonestly 3.3 Obtains 3.4 Property 3.5 Belonging to another 3.6 Intention to permanently deprive 3.7 Problem resolved 4 Obtaining a pecuniary advantage 4.1 Mens rea 5 References
Definition
s15(4) provides that "deception" means:
any deception (whether deliberate or reckless) by words or conduct as to fact or as to law, including a deception as to the present intentions of the person using the deception or any other person.
Deliberate or reckless
A deception will be deliberate when the defendant knows that what he represents as true is untrue.
This is predominantly a subjective test, matching the general approach to establishing intentional behaviour.
The test of recklessness is also predominantly subjective to show that the defendant is aware that what is represented may or may not be true, excluding the extended meaning of recklessness in R v Caldwell [1982] AC 341.
Words or conduct
Deceptions are most commonly made by saying or not saying something significant, as in the advance fee fraud,
in which the defendant tells the victim that he is a rich person who needs discreetly to move money abroad, and wants to use the victim's bank account in return for a percentage of the money transferred.
Mere conduct, however, can also imply facts which are untrue.
Thus, wearing a particular uniform represents that the person is employed in that occupation, or writing a cheque supported by a cheque card represents that the writer has actual authority from the bank to use the card and that the bank will honour the cheque (see MPC v Charles (1977) AC 177).
If the defendant's words or conduct innocently represent something that later becomes untrue, or the defendant becomes aware the "victim" has made a mistake, they are obligated to correct the misunderstanding.
the west coast is a great place to learn a trade..!!!
U will meet many people who have "gone before you"
rememberr 2 lie 2 the customer and tell them what they want 2 here!!
Photograph from article in a September 1958 Holland, MI newspaper
Gee we never had that problem before
Field Service Technician
Details Country: USA
Location: Los Angeles CA Total applied: 33
Location:US-CA-Los Angeles
Base Pay:N/A Employee Type:Full-Time Employee
Industry:Defense - Aerospace HVAC Industrial
Manages Others:no
Field Service Technician Thermotron is one of the leading manufacturers and suppliers of Environmental Test Chambers utilizing cascade refrigeration and related electrical and control circuitry. Visit us on the Internet at www.thermotron.com to find out more. We currently have an opening for a Field Service Engineer in our Los Angeles, CA based territory. Are you ready to...
Be a part of a worldwide organization providing refrigeration, electro-mechanical and electronics support for the products and systems we have manufactured for over 40 years. Use your HVAC, Refrigeration and electro-mechanical skills to keep your high profile customers' projects on time? Expand your opportunities for interesting work including: installing, troubleshooting, repairing and system upgrades? Enjoy a competitive salary and benefits package? Benefit from the support of a strong field service organization while working independently to service quality-minded customers' needs? Expand and enhance abilities through our Refrigeration, electro-mechanical and electronics training, applying new skills, and assisting your customers with technical support? If you answered "YES" then this is the perfect opportunity for you!PURPOSE OF POSITION: Performs installation, maintenance, troubleshooting, modification construction, repair, testing, overhaul, calibration, inspection and servicing of Thermotron products at the customers’ location. Assures product performance; renders technical advice or service on product application, and conducts training and service programs in the operation and maintenance of Thermotron products. PRIMARY TASKS AND RESPONSIBILITIES:
Contacts customers to coordinate the installation, repair, and maintenance of company’s products at the customers’ location. Assigns priorities and schedules work for himself/herself and others. Utilizing blueprints and schematics; troubleshoots, repairs and calibrates various operating systems of a refrigeration, electronics, electrical or electro-mechanical nature. Operates a variety of hand tools, power tools and test instrumentation to perform assigned duties. Orders replacement parts and maintains inventory supplies of replacement parts for those products serviced within the assigned geographic territory. Informs the regional office and the home office of trends and competitor activities within the assigned territory. Prepares routine reports and maintains personal work activity records as required. Prepares manpower forecast and identifies skills and man load requirements for installations. Maintains vehicle logs, maintenance schedules, license renewals, reports, etc., as required. Monitors warranty and maintenance activity to determine existence of repetitive equipment problems and deficiencies and implements timely corrective action. Monitors cost related to maintenance contracts and recommends financial adjustments to pricing at time of renewal. Establishes, maintains, and cultivates a positive relationship with customers. Monitors and insures a high degree of customer satisfaction related to service provided. Maintains an overview of customer satisfaction and reports potentially sensitive accounts to management. Actively proposes and sells Preventative Maintenance Contracts. Maintains and improves his/her technical knowledge of Company products; their application and operation. Recommends improved methods, procedures or practices so as to achieve cost reduction and reduce maintenance intervals. Maintains thorough knowledge of all policies and procedures as they relate to warranty, maintenance and service. Provides assistance and/or training to Field Service Engineers to help solve extremely difficult or complex problems. Operates with indirect supervision. With considerable latitude for judgment within Company established guidelines. Maintains a planned program of self-development. Performs other functions as required by management.SECONDARY TASKS AND RESPONSIBILITIES:
Maintains a planned program of self-development. Performs other functions as required by management. REQUIREMENTS Electrical, Machine Building, Machine repair, facilities maintenance are also good technical backgrounds for this position. All interested and qualified candidates are encouraged to submit a resume via e-mail to [Click here for email] or by fax 616-393-4796 An Equal Opportunity Employer
