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Workplace Management

Workplace Management. Unit Two. What is Management?. The science of getting things done through other people. Management Roles: Designer of programs Administrator of programs Auditor of programs Evaluator of programs. Keys to Management Performance.

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Workplace Management

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  1. Workplace Management Unit Two

  2. What is Management? The science of getting things done through other people. Management Roles: • Designer of programs • Administrator of programs • Auditor of programs • Evaluator of programs

  3. Keys to Management Performance • Management must create the environment to motivate workers • Selection of the right: person, job and environment • Behavior and interpersonal skills essential

  4. Human Behavior and Safety “The Troubled Employee” • an employee whose personal problems interfere significantly with job performance. How does the troubled employee effect the organization?

  5. Human Behavior and Safety Psychological Factors that influence Safe Behaviors: • Individual Differences • Motivation • Frustration and Conflict • Employee Attitudes

  6. Human Behavior and Safety Stress in Workplace !!!! • Examples? • Who creates them? • Effects on safe behaviors? • Coping with stress?

  7. Human Behavior and Safety Safety Techniques to Address Human Behavior: • educating employees in proper safety methods • observe/discuss and measure safe behaviors as the occur • reinforcing safe behavior

  8. Human Behavior: Creating Change • A company with a strong safety culture typically experiences few at-risk behaviors, consequently they also experience low accident rates, low turn-over, low absenteeism, and high productivity. • Top management support of a safety culture often results in acquiring a safety director, providing resources for accident investigations, and safety training.

  9. Human Behavior: Creating Change • Ultimately, safety becomes everyone's responsibility, not just the safety director's. • Management and employees are committed and involved in preventing losses.

  10. Safety LeadershipWhat makes people want to follow a leader? Why do people reluctantly comply with one leader and passionately follow another to the ends of the earth?

  11. 6 C’s of Leadership • Character • Charisma • Commitment • Communication • Competence • Courage

  12. Character • Who are you when no one’s looking? • How you deal with crisis reveals much. • Two paths: Character or Compromise • Action is the real indicator of Character • Real character is being bigger on the inside

  13. Charisma • The ability to draw people to you • It CAN be developed: • Love life • Put a “10 on everyone’s forehead • Give people hope • Share yourself • Practice “other-mindedness”

  14. Commitment • Scares some people • Means something different to individuals • Starts in the heart • Tested by action • Opens the door to achievement

  15. Communication • Absolutely essential • Much of life’s successes depend upon it • Simplify the message • See the person • Show the truth • Seek a response

  16. Competence • You don’t have to be Michael Jordan or Bill Gates to excel in this area • Show up consistently • Keep improving • Follow through with excellence • Accomplish more than expected • Inspire others

  17. Courage • A leadership position doesn’t give a person courage, but courage can give them a leadership position • Begins with an inward battle • Making things right, not just smoothing them over • Inspires commitment from followers • Your life expands in proportion to your courage

  18. What do the letters L-E-A-D-E-R mean?

  19. 6 important things that all leaders do: Listen and Learn from others Energize the organization Act for the benefit of everyone Develop themselves and others Empower others to lead Recognize achievement

  20. Listen and Learn from others • Adopt the 2/1 rule • Listen to what is NOT being said • Let others speak first • Encourage people to dump on you • Learn from failures • Promote a “culture of learning” • Listen to yourself

  21. Energize the organization • Share successes • Encourage people to meet and mingle • Develop a plan that does away with “isolationism” • Plan timely development sessions to recharge your members • Use humor liberally

  22. Act for the benefit of everyone • Just do it! • Set the example: Walk the talk • Be willing to make the tough decisions • Go on a problem hunt • Remember “The Hard Right” • Be a champion

  23. Develop themselves and others • Think! • Know thyself • Be driven by vision, but willing to nurture the ideas and talents of others • Demonstrate a willingness to teach others • Be honest • Tell others what you expect

  24. Empower others to lead • Ask others to “drive for a while” • Foster and encourage cooperation • Learn to manage a diverse team • Learn to let go • Delegate responsibility . . . & authority • Anticipate problems and head them off before they occur • Focus on results

  25. Recognize achievement • Good ideas and good people need to be noticed • Remember that recognition is critical to self-esteem • Be sensitive to those who don’t like a fuss • Make a big deal of achieving goals • Remember that people marry people, not organizations

  26. Safety and Health Programs

  27. Introduction • Research indicates several benefits to companies who establish effective worker safety and health programs: • Reduction in the extent and severity of work-related injuries and illnesses • Improved employee morale • Higher productivity • Lower workers’ compensation costs

  28. Introduction • An effective safety and health program makes all the difference in preventing injuries and illnesses in the workplace. The result is lower accident-related costs. • Other benefits include: • Reduced absenteeism, • Lower turnover, • Higher productivity, and • Improved employee morale. • And it's the right thing to do.

  29. Integrated Approach to Health and Safety Programs • The best Safety and Health Programs involve every level of the organization, instilling a safety culture that reduces accidents for workers and improves the bottom line for managers. • To be most effective, safety and health must be balanced with, and incorporated into, the other core business processes.

  30. Major Elements • Keys to an effective program: • Management commitment and employee involvement • Worksite analysis • Hazard prevention and control • Safety and health training h

  31. Management Commitment • Safety and health policy statement • Clear program goals and objectives • Visible involvement in program from top management • Leadership

  32. Management Commitment • Assignment of safety and health responsibilities • Clear communication of program goals

  33. Management Commitment • Provides adequate authority to responsible personnel • Holds managers, supervisors and employees accountable for meeting their responsibilities

  34. Employee Involvement • Active role for employees: • Workplace inspections • Hazard analysis • Development of safe work rules • Training of coworkers & new hires

  35. Worksite Analysis • Hazard Identification: • Facilities • Processes • Materials • Equipment • Use professionals that understand the processes involved

  36. Worksite Analysis • Perform job hazard analysis • Break tasks down into elements • Identify the hazards in each element • Identify control measures and safe work rules for each element

  37. Worksite Analysis • Identify existing hazards • Anticipate hazards where procedures or operations change

  38. Worksite Analysis • Provide for regular site safety and health inspections • Method for reporting and correcting hazards: • Communication of hazards • Method for correcting reported hazards • Prioritize • Timeliness • Without fear of reprisal

  39. Worksite Analysis • Effective system for: • Accident Investigations • Near Misses • Identify root causes • Contributing factors • Methods for prevention of reoccurrence

  40. Worksite Analysis • Analyze injury and illness trends over time: • Identify injury type patterns • Identify injury task patterns • Analyze by department • Identify common causes and prevent reoccurrence

  41. Hazard Prevention and Control • Determination made that hazard exists • Where feasible eliminate by job or task design/redesign • Elimination not feasible, control hazards • Engineering controls • Administrative controls • Personal protective equipment (PPE)

  42. Hazard Prevention and Control • System for timely correction or control of hazards • Safe work procedures: • Developed from worksite analysis/SOPs • Training • Correction of unsafe performance • Positive reinforcement • Enforcement

  43. Hazard Prevention and Control • Provide for facility and equipment maintenance • Plan and prepare for emergencies: • Training and drills • Medical Program • First aid • Physician and emergency care

  44. Safety and Health Training • Effective new employee orientation: • Employee safety and health responsibilities • Protective measures • Proper procedures for machine operation • Understand all safeguards • Exits and emergency procedures

  45. Safety and Health Training • Cover all required employee training • Documentation where required • Reinforcing employee training: • Continual feedback • Refresher training as needed

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