Essays on Monitoring a Safe Work Place, Promoting Team Effectiveness Coursework

Download full paperFile format: .doc, available for editing

The paper "Monitoring a Safe Work Place, Promoting Team Effectiveness" is a great example of management coursework.   Information is power and it would only be prudent for the leader to let know his team of the risk that confront their work assignments and measures that they could use to protect themselves from injuries. Letting them know of the legislation that governs OHS would help to clarify the extent of their coverage by the legislation and their naked liabilities (Kroon & Overeynder 1991). That way the workers will be safer from work-related injuries.

Organizations have also realized that the costs of installing preventive mechanism are way below the costs that are incurred when injuries result. Such costs come in the form of workman’ s compensation and damaged company image. Insurance companies are also going to charge higher premiums for employee cover if the company has not undertaken the right informative steps to its employees. 2. Effective consultative mechanisms allow a person placed at a higher position to give guidance on the manner in which workers should go about doing certain tasks. These mechanisms are important in helping the junior and fresh workers to learn how to use machines safely and thereby reduce costs of injuries sustained as a result of inappropriate application of machines or systems (Gustavsen, 1985).

Such mechanisms enhance on the job training and thus eliminate intimidation on the side of workers. The lines of communication between the machine operators and the supervisor should be kept as open as possible to enhance the sharing of information through effective consultation. 3. When training is used to implement an organization’ s OHS policy, a number of factors could be considered.

One of those is the workers’ level of education, skills and qualification. This helps to gauge how well they can be conversant to new systems and challenges. The idea of benchmarking could also be considered, whereby an organization compares itself with the best operators in a certain field or industry (Gustavsen 1985). The issue of technological change should also be considered by ensuring the training curriculum matches with the most recent technology. 4. Hazard reports refer to formal documentation of key areas of the organization’ s operations that are susceptible to risks.

They point out the events that are likely to bring about injuries to the workers and detail the precautionary measures that workers should observe to reduce chances of injury (Kroon & Overeynder 1991). Different companies have different experiences depending on the nature of their activities. It, therefore, means that there can be no standard fit it all-hazard reports. It would be the work of the company management to prepare one that fits the entity’ s unique requirements. 5. Risk management refers to steps that are taken by managers to mitigate the effects of unforeseen events that may confront an organization due to the nature of its work.

Much of effort is dedicated to preventing the chances of occurrence of such calamities. The organization manages risk by identifying the areas that could bring about injury to the workers and take steps to reduce the probability of their occurrence (Kroon & Overeynder 1991). Uncertainties prevent the managers from ascertaining what will happen in the environment in the future short run or long run and hence the exact risk factor cannot be objectively quantified.

References

Argandona, A. 1998, ‘The Stakeholder Theory and the Common Good,’ Journal of Business

ethics, Vol. 17, pp. 1093-1102.

Bowman, JP & Branchaw, BP 1988, Business Report Writing, (2nded.) The Dryden Press,

Chicago.

Dale B. & Boaden 1993, Management of Quality, Wiley, London.

Edwards, P & Wright, M 2001, ‘High-involvement work systems and performance outcomes: the

strength of variable, contingent and context-bound relationships,’ International Journal of Human Resource Management. Vol. 12, no. 4, pp. 568-585.

Goldenberg, J, Lehmann, DR & Mazursky, D 2001, ‘The Idea Itself and the Circumstances of Its

Emergence as Predictors of New Product Success,’ Management Science Vol. 47, pp. 69-84.

Karp, T & Helgo, T 2008, ‘The future of Leadership: The art of Leading people in a Post-

Managerial Environment.’ Foresight, Vol. 10, no. 2, pp. 30-37.

Meredith, JR & Shafer, SM 2002, Operations Management for MBAs, (2nd ed.) John Wiley &

Sons, New York.

Meredith, JR & Mantel , SJ, Jr 2006, Project Management: A Managerial Approach, (6th ed.)

John Wiley & Sons, New York.

Murphy, KR & Cleveland, JN 1995, Understanding performance appraisal: Social,

Organizational, and goal-based perspectives, Sage, Thousand Oaks, CA.

Gustavsen, B 1985, Training for work environment reform in Norway: The Organizational

practice of Democracy, Wiley, Chichester.

Kroon, PJ & Overeynder, MA 1991, Occupational Heath Services in Six Member States of the

EC, University of Amsterdam, Amsterdam.

Oswald, J & Crompton, H 2009, ‘Enterprise Logic and Firms: A model of Authentic

Entrepreneurial Leadership,’ Journal of Strategy and Management, Vol. 2, no. 4, pp. 329-351.

Download full paperFile format: .doc, available for editing
Contact Us