OCCUPATIONAL SAFETY

Occupational Safety Regulations, Leadership and Worker Involvement



Table of Contents

Introduction2

Discussion2

Organizational Safety Structure2

Functional Structure3

Self-Contained Groups3

Matrix Forms3

Networked Forms4

Learning Organization Structure4

Roles and Responsibilities5

Supervisor5

Manager6

Director6

Vice President6

Suggested Safety Programs7

Voluntary Protection Program (VPP)7

ISO 14001 & OHSAS 18001 Standards8

Implementation of Safety Regulations9

Implementing a Workplace Safety Policy9

Safety Education in the Workplace9

Handling Safety Hazards in the Workplace10

Communicating Risks at Work the Right Way10

Feedback and Environment Improvement of ES&H Operations11

Conclusion11

References13

Occupational Safety Regulations, Leadership and Worker Involvement

Introduction

Creating a culture of safety in the workplace takes plenty of planning for a human resources department, but its well worth the time investment. Being able to cut down on the risks associated with workplace injury claims can be beneficial to both employees and the organization, for obvious reasons. However, creating a total environment of safety in a work environment is what the ultimate goal of any workplace safety plan should be. For an organization of any size, fostering a safety culture can be a good way to cut back on losses associated with accidents on the job. The primary concern for any company should be on reducing the number of workplace injuries, which can range in the tens of thousands of dollars for recurring incidents. Workers' compensation claims alone can add up to the tune of millions of dollars in costs to companies in the form of medical bills, loss of production and even death and dismemberment lawsuits.

Discussion

Organizational Safety Structure

Where do Health, Safety and Environmental (HS&E) functions fit within your corporate structure? Where should they fit? Understanding structure can help to identify opportunities for strategic leverage and uncover roadblocks to HS&E effectiveness. Ideally, HS&E should transcend structural hierarchy and be woven into the very fabric of the organization. This is an admirable and difficult goal, especially given the constant reshape of today's organizations. There are five organizational structures. The first three - functional, self-contained units and matrix structures - are bureaucratic and mechanistic in nature. Networks and learning organizations represent the new world order of organic, flexible structures (Viscusi, 1983).

Functional Structure

Functional structure groups units like manufacturing, research, marketing and finance into disciplines that report vertically up through separate chains of command and come together close to the top of the organization. The form is static, hierarchical and mechanistic. It works well in a stable environment with routine procedures and little need for interdependence.

Self-Contained Groups

Self-contained groups, sometimes called strategic business units, organize around product line, geographical region, common technology or customer orientation. The benefit of this structure is all organizational needs are contained within that group, and they can easily adapt to changes in the environment or customer needs.

Matrix Forms

Matrix forms combine functional and independent units. Functional departments focus on specialization and product departments focus on output. It is best applied when the environment is highly fluid, uncertain and when goals reflect a matching requirement. This structure requires multiple reporting channels. Employees may compete for limited resources and face inconsistent demands.

Networked Forms

Networked forms are separate units (either internal or external) linked together laterally for specific projects or general ...