Developing an Effective Safety Culture: A Leadership ApproachElsevier, 2002 M03 25 - 384 pages Developing an Effective Safety Culture implements a simple philosophy, namely that working safely is a cultural issue. An effective safety culture will eventually lead to the desired goal of zero incidents in the work place, and this book will provide an understanding of what is needed to reach this goal. The authors present reference material for all phases of building a safety management system and ultimately developing a safety program that fits the culture. This volume offers the most comprehensive approach to developing an effective safety culture. Information is easily accessible as the authors move first through, understanding the cost of incidents, then to perspectives and descriptions of management systems, principal management leadership traits, establishing and evaluating goals and objectives, providing visible leadership, and assigning required responsibilities. In addition, you are given the means to systematically identifying hazards and develop your own hazard inventory and control system. Further information on OSHA requirements for training, behavior-based safety processes, and the development of a job hazard analysis for each task is available as well. Valuable case studies, from the authors' own experience in the industry, are used throughout to demonstrate the concepts presented. * Provides the tools to rebuild or enhance a desired safety culture * Allows you to identify a program that will fit your specific application * Examines different philosophies in relation to safety culture development |
Contents
Management Aspects of an Effective Safety Culture | 49 |
Safety and Health Programs That Support the Safety Culture | 173 |
Measuring the Safety Culture | 345 |
Sample Policy Statement Worksheet | 389 |
Action Planning | 395 |
Sample Forms for Employee Reporting of Hazards Tracking Hazard Corrections FollowUp Documentation | 397 |
Other editions - View all
Developing an Effective Safety Culture: A Leadership Approach James E. Roughton,James J. Mercurio No preview available - 2002 |
Common terms and phrases
accident accountability achieve action action plan activities addition analysis and/or appropriate areas assigned behavior cause Chapter commitment committee communication complete conducted consistent continue corrective costs create Department designed determine develop discussed effective elements emergency employee participation equipment established evaluation example exist expected facility Figure goals hazards identified implement important improvement incident individual injuries inspections involved issues knowledge leadership maintenance management system materials measures meeting methods objectives occur operation organization OSHA performance positive potential practices prevention problem procedures production professional protective public domain questions records reduce Refer responsibilities rules safe safety and health safety culture safety program specific standards statement steps successful supervisors sure survey Table task things tion understand workplace written
Popular passages
Page 20 - Commitment to objectives is a function of the rewards associated with their achievement. 4. The average human being learns, under proper conditions, not only to accept but to seek responsibility.
Page 20 - The expenditure of physical and mental effort in work is as natural as play or rest. 2. External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives. Man will exercise self-direction and self-control in the service of objectives to which he is committed.
Page 19 - The philosophy of management by direction and control — regardless of whether it is hard or soft — is inadequate to motivate because the human needs on which this approach relies are today unimportant motivators of behavior. Direction and control are essentially useless in motivating people whose important needs are social and egoistic. Both the hard and the soft approach fail today because they are simply irrelevant to the situation. People, deprived of opportunities to satisfy...
Page xxx - There is no such thing as the economics of quality. It is always cheaper to do the job right first time.
Page 19 - Y, are as follows: 1. The expenditure of physical and mental effort in work is as natural as play or rest. The average human being does not inherently dislike work. Depending upon controllable conditions, work may be a source of satisfaction (and will be voluntarily performed) or a source of punishment (and will be avoided if possible). 2. External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives.
Page 19 - ... 1. The average human being has an inherent dislike of work and will avoid it if he can. This assumption has deep roots. The punishment of Adam and Eve for eating the fruit of the Tree of Knowledge was to be banished from Eden into a world where they had to work for a living. The stress that management places on productivity, on the concept of "a fair day's work...