Masonry Magazine February 1993 Page. 19
MAXIMUM LIFTING HEIGHT
Part II of a series of articles about the various types of rough terrain forklifts, and the important things to remember when making a rental or buying decision.
booms. Case hardened rollers and steel rails ensure years of precision movement.
"Transverse" Horizontal fork movement at all boom angles. Facilitates ease of fork entry and removal at all fork heights.
Hydraulic "Joystick" controls ensure precise metering of oil at any engine rpm. This enables those small corrections to be made without disturbing the masons or shaking the scaffold.
Side-Tilting Carriage allows the operator to change the attitude of the load in relation to the scaffold without changing the machine's center of gravity. Ensures ease of fork withdrawal.
Suffice it to say that the sliding boom machine makes an inexperienced operator look like a professional operator, even at high elevations.
MAXIMUM LANDING HEIGHT TRANSACTION
80 TRANSACTION
Stress in Perspective
The most successful managers are those who have learned how to be flexible in their working as well as in their personal lives.
IN OUR ATTEMPTS to cope with stress, we too often concentrate on a reactive response to stress instead of a proactive approach. What this means, essentially, is that we focus on attempts to deal with stress after it has occurred-by such methods as meditation, deep breathing, etc.-rather than dealing with the fundamental causes of the stress.
For example, the most successful managers are those who have learned how to be flexible in their working lives. Peter Drucker, America's foremost management thinker, points out By JOE KAMINSKI President, Business Resources Group that these successful managers know that in order to complete complex and difficult projects, it's important to leave time in their schedules for the unanticipated problems which inevitably arise.
Less successful managers, on the other hand, are constantly taken by surprise when difficulties crop up. They become nervous, anxious, and harassed. Ironically, they work harder and suffer more stress than their more successful counterparts. Yet they are far less effective managers.
So stress is not necessarily caused by a heavy workload; it's caused by the way we approach our work, by the way we plan it and manage it. Many of North America's top executives work far more hours per week than most of their employees-and do not feel stressed out by their jobs.
Yet many of us are so caught up in the demands of our work that we cannot see beyond it. We do not know Continued on Page 62
MASONRY JANUARY/FEBRUARY, 1993 19