CONTENTS CHAPTER NO. CHAPTER NAME PAGE NO. 1 Introduction 2 | Planning for Safety 25.34 a 3 | Organizing for Safety 36-41 | | _ 4 | Directing for Safety 43-56 5 | Monitoring for Safety, Health and Environment 58-67 6 | Principles of Accident Prevention 087 7 | safety, Heath and Enironment Education & Training ~st02 8 Employee participation in safety —_ i 104-108 9 | lobe warming; Human Behavior Confit & Frustration | -—=—«0128 | 10 131-140 Management information SystemSUBJECT CODE: 1S101 SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT CHAPTER-1: INTRODUCTION i PAGE | DESCRIPTION | NUMBERS | ee peceunea | 11 | Introduction to Management | 2 {1 eee | 1.2 | Nature (Characteristics of Management) 23 | oan | 13. | Importance(Significance) of Management 3 i ~ — 7 | 1.4 | Elements of Management Functions 34 { {1s |Generat Principles of Management 46 1.6 | Managerial Role, Authority, Responsibility and Power 69 1.7 _ | Span of Management 10-11 1.8 | Delegation And Decentralization of Authority [ 11-15 1.9 _ | Role of Management in Industrial Safety ~ ‘Organisation Behaviration — Human Factors contributing Accident Duties of Safety Officer 18-19 112 Role of Supervisor in Promotion of OH&S: 19-21 1.13 Role of the worker in Promotion of OH&S: 21-23 114 Role of the trade unions in promotion of OH&S 23-24 ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 1‘SUBJECT CODE: 1104 ‘SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT 1.1 MANAGEMNET In General usage, the word “Management” identifies a special group of people whose job is to direct the effort and activities of other people toward common objectives. Simply stated, “Management gets things done through other people” DEFINITION: Itis an art of knowing exactly what you want men to do and seeing that they do it in the best and cheapest way — FW Taylor To manage is to forecast and plan, to organise to command, to co-ordinate and to control ~ Enrich Fayol 1.2 NATURE (CHARACTERISTICS) OF MANAGEMENT: * It is a group of people and function both: Management is a group of people with different levels depending on responsibility and it is a group of function (process elements) like planning, organising, staffing, directing, controlling, reporting, budgeting, motivating, co-ordinating etc. © It is universal: Whether it be a family, office, club, army, school, trade, industry or business, management is required every-where. Its fundamental principles are applicable in all areas of organised activity. © Itis an Art & Science both: As it requires knowledge, skill, creativity ete., it is an art, As it requires universal application of principles for definite result and systematic knowledge, mathematics and use of scientific rules or study, it is a science also. « Itis.an executive function: It is a technique by which the objectives are predetermined and obtained by method requires. ‘© Itis purposeful: Management without objectives is meaningless. Itis creative, decides goals and try to achieve them. Therefore, itis purposeful * Itis dynamic: because it changes with times, need, objectives and challenges of business to be successful at all times. It cannot be static. ‘© Itis intangible: because the process of management is invisible thought the managers are visible. ‘© It is leadership: Manager acts as a leader of the groups, creative environment for followers and gets work done through them. Therefore, its a leadership fimetion. ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page [2SUBJECT CODE: 1S101 ‘SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT ‘* Itis decision-making: All managers have to take decisions with utmost care using data and analysis to obtain results. Without decision, management is not possible. * Co-ordination as unifying force: The essence of management lies in co-ordinating all its efforts into a team. It requires harmony instead of conflicts. It integrates human and other resources. * It is a practice & profession both: Managers are made and not bom. They lear by practice the whole management process is practice acquire goals. Only after training skill experience, it can become a profession management consultancy. © - Its a social process: Management is by people through people and for people. Human fact most important. Afterall everything is human beings. Therefore, itis a social process. ‘* Itis situational or contingency: Because decisions are dependable on situations which are changeable. » It is a continuous process: It derives knowledge from several disciplines like engineering, science, economics, mathematics, psychology, sociology etc. © It is a continuous process: It is an on-going process continuing to operate till achievement of goals. + It strives for organisational goals: If there is no management, there may be conflict between individual (personal) goals and organisational goals. Management has to work for organisational goals (objectives). 1.3 IMPORTANCE (SIGNIFICANCE) OF MANAGEMENT: © Itis a key to economic success of nations, organisations and all group activities. * It accelerates the process of development and cuts its cost. * Itaccelerates capital formation and progress. * As Peter Drucker says only superior management performance can keep us progressing, can prevent our becoming smug, self-satisfied and lazy. 1.4 ELEMENTS OF MANAGEMENT FUNCTIONS Basic elements or functions of management as followed. 1. Setting up the objectives well defined. 2. Planning the course of action to be taken to attain above objectives. 3, Organising the Structure of staff’ and assigning specific responsibilities to different individual's decentralisation of power and authority. 4, Directing and Co-ordinating the efforts of all members working for the organisation. ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page |3su a IBJECT CODE: IS101 ‘SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT Controlling the activities of the members through setting up and standards for performance. It includes monitoring and evaluating that the objectives are achieved and follow up for those to be achieved Motivating the members to co-operate with each other for the achievement of the objectives Innovating to improve the objectives for the future. 1.5 GENERAL PRINCIPLES OF MANAGEMENT. Act ‘cording to Joseph L Massie, general principles are ‘ Approximations of generalisations from experience’. These principles are short statements for guidance and practice and not the rules orregulations. They are not rigid. They may change with change in conditions. They have been developed in course of time and may further develop from new experiences. According to George Terry ‘By means of principles of management, a manager can void fundamental mistakes in his job and foretell the results of his actions with confidence” According to Harold Koontz, these principles help mangers to * Improve efficiency * Increase knowledge © Impart training ‘© Improve research and * Attain social goals ‘The nature of management principles is characterised by its feature of universality, dynamic, relative and human nature Henry Fayol has listed following 14 principles of management: Division of Work — work of every person should be limited to a single leading function to do more and better work with the same effort Authority and Responsibility ~ They go hand in hand. Authority is the right to give orders and power to exact obedience. Responsibility arises when authority is given. Responsibility implies an obligation to perform duty (task) in a satisfactory manner. Official authority is derived from position one holds while personal authority is derived from intelligence, experience and knowledge one holds ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page |4‘SUBJECT CODE: IS101 SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT 3. Discipline~It is the obedience to agreement between members and must prevail throughout an organisation for its smooth functioning. Clear understanding between workers and ‘management regarding their rules, regulations, orders and penalties is necessary 4, Unit of command — Every employee should receive orders from one superior only. Dual command is a source of conflict or confusion. One group of workers should work under one supervisor only 5. Unit of Direction - There should be one head and one plan for a group of activities having the same objective to ensure unity and co-ordination in management 6. Subordination of individual to general interests ~ Employees personal interest should not dominate the general i.e. management’s interest. In case of conflict between such interests personal interests should be sacrificed 7. Remuneration of personnel ~ The amount and methods of payment should be just, fair and satisfactory to both employees and employers 8. Centralisation — To decrease subordinates role is centralisation and to increase it is decentralisation. This principle should be introduced to yield the best results considering individual circumstances. 9. Scalar Chain — Normally a chain of authority runs from the highest authority to the lowest rank, but however if it very long and causes delay, cross-communication (shorteut) between two employees at lower level should be permitted to avoid such delay (Gang-Plan principle) 10. Order — There should be proper arrangement of men and materials in required order. As there should be place for everything and everything should be in its proper place, there should be an appointed (clear) place for everyone and everyone should be in his/her appointed place. This kind of order requires precise knowledge of human requirements and resources of the concern to maintain balance between them. 11.Equity ~ There should be equality, justice, kindness and impartiality in treatment to employees and a sympathetic and unbiased attitude toward them. This generates better industrial relations. 12. Stability of tenure of personnel ~ Provide job security and long-term service to reduce labour tumover. Instability hampers interest, motivation and efficiency of employees 13. Initiative ~ This refers to freedom (o think and take decision. Employees should be given an opportunity to take initiative to formulate and execute plans even though some mistakes may result. When employees ate given freedom to work independently they tend to grow and develop COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page |5SUBJECT CODE: S101 SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT 14, Esprit de comps ~ Instead of “divide and rule’ management should strive to install team spirit, co-operation and harmony among workers to make the management united and powerful These principles are to be practised for safety management also 1.6 MANAGERIAL ROLE, AUTHORITY, RESPONSIBILITY AND POWER Managerial role: I. _ Interpersonal Roles © Figurehead — Acts as head, performs legal and social duties e.g. greets a special visitor, takes customer to lunch, attends ceremony ete. * Leader — Responsible for work unit e.g. hiring, firing, motivating, training, staffing * Liaison — Maintains outside contacts to get favours, feedback, follow up, information etc. e.g. meeting a peer in another department, contacting Government Official etc. Il. Informational Roles ‘+ Monitor ~Seeks and receives information on progress, performance, environment etc., €.g. asking reports © Disseminator - passes information eg., gives workers important data, briefs higher executives ‘* Spokesman — Send information outside e.g. represents company in meeting, replies on behalf of company Ii. Decisional Roles + Entrepreneur ~ improver of the work unit e.g. looks out for new ideas, develops new programme ‘* Disturbance handler — responds to pressure, crisis e.g. faces strike, decides how to tackle emergency, failure of supply of money, material, services ete. * Resource allocator — allocates resource of men,’ money, material, market, ‘machines, methods etc. .g. sets budget priorities, selects good proposals ‘© Negotiator - represents management in settlement, agreement, bargaining, negotiating, hearing grievances and giving opinion ete. e.g. negotiating union demands ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 6SUBJECT CODE: 15101 SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT AUTHORITY Introduction Authority means legal or delegated power or right to a person. Government officials have powers vested in them by law and therefore they are called “Government authorities”. Similarly when a manager is given powers to perform his managerial roles, by the higher executive, board or the owner, it is said that he has authority to act, sign etc. e.g. Safety Officer has authority to design or sign safe work permit or to sign a purchase order of safety equipment Authority can be delegated also. It is decentralisation of power downward. A safety officer can delegates his authority to permit some work to safety supervisors. Authority gives right to a manager and disobedience of his order injures his right for which a penalty is possible. The statements of authority are called “authoritative” which may set an ‘example. It has force of implementation DEFINITIONS ‘* Authority is the right to give orders and the power to exact obedience CHARACTERISTICS © Itis actuated with position, is legal, legitimate and formal + Itgives power to superior ie. right to act, control, command subordinates and to achieve goals * A subordinate obeys the superior by virtue of his authority © Itis not unlimited, its extent and limits are defined in advance + Itisa relationship between two individuals —a superior and his subordinate * Ibis used to achieve organisational (not personal ) goals, * Ibis akey to the managerial functions It gives right of decision making and to get the decisions carried out « Itcan be delegated * Itis objective, through its existence is subjective ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page |7SUBJECT CODE: 1S101 SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT RESPONSIBILITY Introduction: Authority brings responsibility. When authority is given to a manager, he possesses responsibility i.e. accountability and is answerable for all works, acts and functions for which authority was given to him. When a Safety Officer is authorised for all safety functions, he becomes responsible i. liable to give explanation for the success or failure of all his decisions, works, functions ete. Safety Officer is responsible for accident prevention work. When supervisor allows working ‘on unguarded machine and accident takes place, he is responsible for this work of his omission or negligence, When responsibility is given to us, we must strive to fulfil it by all our sincere efforts and care. A concept of ‘Responsible care’ is developed to nin our plant with utmost care toward surrounding society. Breach of responsibility attracts penalty DEFINITION Responsibility is duty to which a person is bound by reason of his status or task. Such responsibility implies compliance with directives of the person making initial delegation CHARACTERISTICS ‘* Itcannot exist without authority and vice versa ‘* Itoriginates from superior-subordinate relationship ‘+ It is absolute and cannot be delegated. The authority can be delegated ‘* He who holds (accepts) responsibility, is accountable to his superior * It is an obligation of a subordinate to perform the duty assigned to him ‘+ It isa derivative of authority + Itflows upward while authority flows downward ‘* Accountability arises out of responsibility and they go together. Authority gives responsibility which, in turn, creates accountability ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 8SUBJECT CODE: 1S101 SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT POWER Power means ability or capacity to do something to act, to control, to exercise force or command etc. Power also comes with authority because authority gives right and that right gives power. Powerless person cannot do anything. Manager without power cannot manage things, subordinates do not follow his orders and goals of management can never be achieved, Therefore, power should be vested by giving authority to manager. In case of doubt or ambiguity, powers are to be assumed by the manager to get the work done. Power is to be exercised with due care and reasonable requirement. Undue use of power many create opposition. A manager's power may be measured in terms of his ability to given order or reward, punish individuals, withdraw order or reward etc. Power is an important means to enforce obedience to the mules, regulations and decisions of the organisation. Its use (exercise) may affect the behaviour of people. Distinction between authority and power can be explained as under S.no Authority Power 1 Right to do or command Ability to do or command 2 [Derived from position in organisation or | Derived from many sources like institution authority, seniority, knowledge, competence ete 3 Flows downward — can be delegated Flows in all direction — cannot be delegated 4 ‘Legitimate - resides in the position May be illegitimate, extra constitutional orassumed 5 Increases as one goes up in hierarchy “May of may not accompany increase in authority 6 Right to allocate resources Ability to control resources 7 [Narrow term — One source or subset of | Broad concept — can achieve result power when authority fails 8 | Visible from organisation chart. It is | Not visible from organisation chart institutionalised power ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 9SUBJECT CODE:1S101 SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT 1.7 SPAN OF MANAGEM! T ‘The span of management refers to the number of subordinates a manager or supervisor can supervise effectively because of his limitations of time, capacity, ability, nature of work, pressure of work ete. No single individual can effectively supervise unlimited n umber of subordinates. The term span of management, span of control, span of supervision, span of authority are used interchangeably in management literature. Factors determining span of management: They are Nature of work © Type of technology © Ability of the manager © Capacity of subordinates © Degree of decentralisation © Planning * Staffassistance © Communication techniques * Time available for supervisors and * Geographical distance of subordinates Narrow (tall) & Wide (Flat) Span ‘Narrow span means a few subordinates and wide span means more subordinates directly under ‘one manager or supervisor Difference between tall and flat structure is as follows ‘S.n0) Tall (narrow) structure Flat (Wide) Structure‘) T | Centralisation and close control Decentralisation and loose control 2 _ | Better co-ordination due to inter-locking network | Difficulty in co-ordination 3 | Less mistakes due to close supervision More mistakes due to loose supervision ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 10SUBJECT CODE: 1S101 ‘SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT aff desiring detailed guidance Good for staff requiring | independence, challenge and responsibility 3 | Distorted and delayed communication ____—‘| Speedy and improved | communication 6 | Costly because of overheads Less supervisors and less overheads 7_| Slow desision making | Faster decision making 8 | Greater distance between top and bottom [ Lesser administrative distance 9 | Less pressure on managers High pressure on managers 10 _ | Less opportunity for development of subordinates | More such opportunity Ti | Less competent subordinates can be employed Competent and willing subordinates are required 5 > : Se By oe Oy Oe by Oe be Be 3-2 Naerow of Tall Structure, Span = 2, Leveled rs ‘Wide or Flat Structure, Span = 4 Level = 2 ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 11SUBJECT CODE: 1S101 SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT 1.8 DELEGATION AND DECENTRALISATION OF AUTHROTIY Delegation of Authority Definition Delegation means assigning work to others and giving them authority to do it. It gives right to decision making in certain defined areas and charging subordinates with responsibilities for carrying out those assigned tasks. Charaeteristies: © A superior grant some authority to a subordinate who must act within the limit prescribed © Entire authority cannot be delegated ‘© Responsibility cannot be delegated. No manager can escape from his obligation by delegating authority to subordinates ‘© Delegation does not reduce the authority of a manager. It is retained even after delegation. Manager can reduce, alter, enhance or take back the delegated authority ‘* Delegation may be specific or general, written or oral, formal or informal. It does not mean avoiding décisions or abandonment of work * It is an art because it is creative, practice based, involves personal skills, result oriented and personalised process Importance of Delegation 1, Human capacity is limited, By delegation, a manager can distribute his workload to others and he can concentrate on more important policy matters 2. It facilitates quick decisions because the authority to decide lies near the point of action. Subordinate can decide easily and quickly 3. It enables to obtain specialised knowledge and expertise of subordinates 4, It improves job satisfaction, motivation and morale of subordinates. It satisfies their needs of recognition, responsibility and freedom. It prepares a second line of command which is always useful 5. It increases interaction, understanding and healthy relationship with subordinates. It binds group members together ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 12SUBJECT CODE:1S101 SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT. 6. It is an aid to executive development. It facilitates expansion and diversification of business through a team of competent and experienced workers Process (Elements) of Delegation: It involves four steps (i) Results are defined before delegation Gi) Assignment of duties (ii) Granting of authority and (iv) Creating accountability for performance Degree of delegation is classified as over-delegation or under-delegation DECENTRALISATION OF AUTHROITY DEFINITION Everything that goes to increase the importance of subordinates role is decentralisation, tion everything which goes to reduce it, is central Decentralisation is associated with fundamental principle of democratic management. Centralisation and decentralisation are relative and opposite terms, Neither 100% centralisation nor decentralisation is desired or possible. Proper balance between them is required depending on nature and span of the management EFFECTIVE DECENTRALISATION: This requires 1. Proper balance between centralisation & decentralisation 2. Centralised authority to decide proper decentralisation, co-ordination and to resolve problems Good number of competent managers Effective and speedy communication Adequate controls to distribute resources, assign costs, lay down standards and norms Willingness of the top management to share authority downward (COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 13ADVANTAGES OF DECENTRALISATION: SUBJECT CODE: 1S101 SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT Relief to top executives Motivation of subordinates Executive development Quick decisions Effective Communication Efficient supervision and control Growth & diversification Development of initiative and responsibility Boosts morale Simplifies division of work Development of leadership Stability and continuity Flexibility Develops harmony Preserves grip on market DISADVANTAGES OF DECENTRALISATION Difficulties of coordination Expensive (staff cost) Problems of control Internal constrains, Extemal constrains E.g. Market, Unionism, Government Policy Harmful in emergency Loss in staff service Lack of uniformity Narrow product lines Pressure increases on departmental heads Importance and effect of superior are decreased ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 14SUBIECT CODE: IS101 SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT Difference between Delegation & Decentralisation | sno DELEGATION DECENTRALISATION T Ttis a technique of management Tt is a philosophy of management \2 Relationship between superior _& | Relationship between top management subordinate and other department or divisions 3 Tt is essential and useful It is optional. Management may or may | not disperse authority 4 Person who delegates, holds control over | Control is delegated to departmental subordinates heads 3 Ttis a process or an act Itis the end resuit of delegation without | 6 Delegation is, Decentralisation is not possible without decentralisation delegation 1.9 ROLE OF MANAGEMENT IN INDUSTRIAL SAFETY. ‘Management's responsibility: It really good practice in the elimination of preventable injuries is to be achieved and held in any establishment, top management must accept full and define responsibility and must apply 1 good share of its attention to the task, just as it does to any other undertaking of vital importance. Every kind of work that men do involves some degree of hazard, and every uncontrolled hazard, if given time enough, will produce its share of injuries. But proper attention to safety will result in the elimination of almost all the injuries that would otherwise occur, regardless of the industry, the type of operation, of the occupation in question. In ‘management is vested all authority, the determination of policies and executive direction; from. ‘management must come to the drive for safety. Management must want to eliminate injuries enough to make accident prevention a vital part of all activities. Prevention must be given continuous attention along with such matters as costs, quality and production, ‘What Management Must Do Briefly, the more important fundamentals for which management must assume responsibility in order to achieve adequate safety performance and prevent accidents may be summarized as follows: (COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 15SUBJECT CODE: 15101 ‘SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT ‘Make crystal clear to all levels of Supervision and to all workers that top management is behind the safety program and that every supervisor will be held ‘accountable for the success of the program in his area of responsibility. This policy must be clearly set forth in writing and must be brought to the attention of everyone in the pant. (b) Provide a safe and healthy place to work, including: (1) Safe equipment and tools; (2) Safeguard machinery. New Machines should be ‘guarded before they are installed. (3) Processes and operations planned and arranged with careful attention to safety. (4) An inspection system to discover and correct all hazards. (c) Provide adequate training and supervision to develop safe work habits in all employees. Train supervisors in safety so they, in tum, can train and supervise the people under them in safe methods of performing their jobs. Safety training, however, should not be considered a substitute for elimination of physical hazards: (d) Organize the safety activities as a continuing function, The safety organization may take any number of forms — department with a full- time director, safety as a collateral duty, safety committees — but there are certain sustaining activities, which must be carried on continuously. Among these are: (1) Investigation of all accidents, (2) reporting of accidents to the proper authorities. (3) Development of accident statistics as a means of eliminating cause of injury. (4) First Aid treatment. ‘* Control of physical conditions: ‘That physical condition in the work place is the responsibility of management is obvious. That ‘management can always impress these conditions so the work place will be adequately safe is not an obvious, but just as true. Accident prevention is good business, since the cost of accidents is always greater than the cost of prevention. Thus, the control of physical conditions to insure safe performance is well within the power and the financial means of any firm able to continue in business at all. ‘© Control of work practice: ‘A moment's reflection will make it equally clear that management, which must provide whatever training and supervision may be necessary to ensure a level of worker performance adequate to satisfactory production, must similarly accept responsibility for the control of work practices essential to safety. ‘* Safety and production: ‘The relationship of safety to modem quantity production methods should be clearly understood. Quantity production rests upon careful planning for and accurate control of, all operations. Worker injury occurs only as the result of faulty planning or faulty operations and therefore a high degree of safety is a by-product of successful quantity production. Safety must be made ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 16SUBJECT CODE: S101 SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT an essential and integral part of every operation and activity if truly successful quantity production is to be attained. The truth of this statement has been demonstrated again and again by comparing injury occurrence with the day-by-day curve of production, ‘+ Developing safe behaviour: Essentially, the methods by which safe and adequate behaviour are developed involve advertising, education and training. Just as advertising is important to the sale of consumer goods, advertising of safety is necessary to condition favourably the minds of the personnel in any establishment, But just as advertising alone will sell few goods, safely advertising alone will have little effect in getting individual work men to modify their ordinary work methods ‘and practices. For this, detailed training is necessary. Along with advertising and training must go the presentation of informational material designed to broaden the employee's knowledge of safety as it applies to his work activities. 1.10 ORGANISATION BEHAVIRATION -HUMAN FACTORS CONTRIBUTING TO ACCIDENT Safety engineers, supervisors and managers, in their attempt to prevent accidents, must recognise that psychological factors that bear on workers and affect their accident potential Although engineering design and modification ~ the development of safe working conditions —have done much to make the work environment and work tasks less hazardous, itis evident that engineering solutions by themselves are not enough. Human errors of omission or commission contribute to a disproportionately high percentage of all accidents. How and why such errors are committed must be understood patiently by supervisors and managers. Workers who are protected by safety guards remove them or fail to use them, People who are told about hazards ignore the wamings. Well-trained workers seem to forget what they have leamed. Attempting to analyse and understand this behaviour from an outward appearance without first understanding human nature can lead to only on conclusion ~ human are illogical beings doing many things without apparent rhyme or reason. No so. All human behaviour is directed by a striving for satisfaction of needs. All life is a struggle to satisfy the many needs that everyone has, and it is a never-ending struggle, because human beings are so constituted that as soon as they satisfy one of their needs another appears in its place. According to Frank E Bird, Jr, Executive Director, International Loss Control Institute, there are some physical and psychological needs that conflict with safety and protection needs ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 17SUBJECT CODE: 1S101 SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT Safety versus Saving time — If the safe way takes more time than an unsafe way, some people will choose the unsafe way ~ to save time. The greater the time advantage, the greater the motivation to risk unsafe behaviour. People want to save time for many reasons (e.g. To eam more incentive pay, to have the satisfaction of getting job done quickly, to gain more time for socializing with others or just plan ‘taking it easy’) + Safety versus Saving Effort ~ Ifthe safe way requires more work than an unsafe way, some people will choose the unsafe way ~ to save the effort. They will choose a safe way that involves more work if the risk of the easier way are too great * Safety versus Comfort ~ If the safe way is less comfortable than an unsafe way, some people will choose the unsafe way — to avoid discomfort. The greater the discomfort associated with the safe way, the greater is the temptation to choose the more comfortable unsafe way + Safety Versus Getting Attention — The greater the amount of attention gained by the unsafe way, the stronger is the tendency for some people to choose the unsafe way. Some people feed their starved desire for recognition by ‘Showing off + Safety versus Independence — If an unsafe way gives greater freedom from authority than the safe way, some people will choose the unsafe way ~simply to assert their independence. It becomes a way of expressing resentment, of defying supervision. ‘© Safety Versus Group Acceptance ~ If an unsafe way has greater group approval than the safe ways many people will choose the unsafe way — to get or maintain group acceptance. Peer pressures are pervasive and powerful. Hardly anyone likes to be rejected. 1.11 DUTIES OF SAFETY OFFICER The duties of the Safety Officer shall be to advise and assist the factory management in the fulfilment of its obligation, statutory or otherwise, conceming prevention of personal injuries and maintaining a safe working environment. These duties shall include the following namely; * To advise the concerned department in a factory in planning and organizing measures necessary for the effective control of personal injuries. * to check and evaluate the effectiveness of the action taken or proposed to be taken + to prevent personal injuries; to advise on safety aspects in all job studies, and to carry out detailed job safety studies of selected jobs; + to advise the purchasing and stores department in ensuring high quality and availability of personal protective equipment; ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 18SUBJECT CODE: S101 SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT. * to provide advice on matters related to carrying out plant safety inspections, * to carry out plant safety inspections in order to observe the physical conditions of work and the work practices and procedures followed by the workers and to render advice on measures to be adopted for removing unsafe physical conditions an preventing unsafe actions by workers; * to renderadvice on matters related to reporting and investigation of industrial accidents and diseases; * to investigate the case of industrial diseases contracted and dangerous occurrences under Rule 96; + to advise on the maintenance of such records as are necessary relating to accidents, dangerous occurrences and industrial diseases; * to promote setting up of safety committees and act as adviser and catalyst to such committees, * to be instrumental in designing and implementing the various creative initiatives in association with the concemed departments like campaigns, competitions, contests and other activities which will develop and maintain the interest of the workers and enhance the workers participation in occupational safety and health management. © To design and conduct either independently or in collaboration with the training department, suitable training and educational programmes towards occupational safety and health management. + to coordinate with qualitative and quantitative risk assessment studies with either internal or extemal resources and follow up the compliance of all the recommendations’suggestions, © to coordinate all third party inspections/survey/investigations/testing and Examinations either statutory or otherwise aimed towards management of occupational safety and health; ‘© to advise the management of the factory in fulfilling obligations under all occupations Safety and health related legislations applicable 1.12 ROLE OF SUPERVISOR IN PROMOTION OF OH&S ‘Supervisor or foreman (or forewoman) is a chief worker in charge of a group of workers and who exercises such control over them as delegated to him (her) by the management. A supervisor is an important link or key-man between management and the workers. Fie is constant on the shop floor, more dose to the workers, devoting more time in close observation ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 19SUBJECT CODE: 1S101 SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT of performance. He converts management's policy into action with the cooperation of workers. Management looks him as a shop floor manager in-charge of men, machines and materials and responsible for men’s behaviours on jobs. Workers look him as their representative for the management. Workers like to give their opinions or complaints through supervisors. Management likes to influence workers' behaviour through supervisor and the workers like to gain first-hand knowledge through supervisor. Management achieves the production targets through supervisor and workers achieve their targets, resources and facilities through supervisor, Therefore good supervisors are essential for effective implementation of management policy (including safety policy) on the shop floor. A good supervisor performs the following functions: ‘+ Assurance of quality production within specified time and cost. He has to see quality, quantity, efficiency and effectiveness all at a time. This requires high skill. Constant watch over safe conditions and actions for accident less production. He has to teach safety through his behaviour. His attitude is first reflected. ‘+ He has to see continuity in production. Therefore he manages to repair the machine and restart the job at the earliest possible. + He helps the workers in training them for their jobs and in solving their problems. He is, useful in carrying out job safety analysis and on the job training. ‘+ He ensures safety through four major areas (1) Working machine/equipment and the job (2) Work area/environment or surrounding (3) Work methods, SOPs and actions and (4) Work attitudes. For this purpose he inspects machine condition, job condition, surrounding situations, working environment, methods and worker's attitudes and tries to remove any defect if noticed. Checklist for this purpose may be very long but his eye should be the checklist. He establishes work methods, assigns jobs to persons, gives job instruction and maintains man-machine reaction safe. + For matter out of his control, he will immediately report to his higher officer. Meanwhile he makes temporary safety arrangements. ‘* He pays attention on good maintenance of machines, materials, tools, ete. and also on good housekeeping and good health of the workers. ‘* He reports all accidents and defects to the management and carries out their investigation for the purpose of stopping its recurrence. (COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 20SUBJECT CODE: S101 SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT He supplies proper protective equipment to workers and persuade to use them. + He observes and understands worker's difficulties. He observes physiological and psychological factors such as body movement, reaching-walking time and distance, weight, workload, environment, boredom, monotony and tries to find the solutions. * He has to carry out compliance of safety measures suggested by Safety Department, Factory Inspectorate and other authorities. Here he needs support from the management as well as workers ‘+ He has to fill requisite production report, performance report, safety report and other records required. This requires his manifold personality. ‘Thus sympathetic and intelligent support of the able supervisor is essential to any safety programme. Proper training of supervisors in accident prevention is essential. The status, responsibility and the degree of supervision of a supervisor varies according to the size and type of the industry, number of workers under control, position in hierarchy and extent of authority delegated. In a small factory a supervisor may enjoy wide power while in a big one where safety officer and workers safety committee exist, his role becomes limited to that extent, 1.13 ROLE OF THE WORKERS IN PROMOTION OF OH&S Who are most exposed to hazards? Who are nearer to the unguarded machines? Who handle the hazardous chemicals? Who lift the heavy materials? Who face the dangerous machines, hazardous processes, unsafe conditions, situations and environment? Who mostly lose the life or get injury in accidents? No doubt, they are the workers only. They are the first victim of any accident. They are the sufferers of pain and all ill effects of occupation. ‘Their families also suffer the losses. Occupational diseases and poisoning, minor or major injuries first touch them, because they are nearer to machines, hazards and environment. Therefore they must realize that any accident prevention work is in their interest and will save their lives. If they understand this fact, they will understand the need of safety and their role to promote and maintain safety. ‘Themanagement should bring above facts to the worker's knowledge by accident figures, costs, compensation and company losses. Trade unions of workers should also teach the workers their safety duty and safe ways of working. (COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 21SUBJECT CODE: 1S101_ SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT Workers’ role should be explained to them as follows: 1. Safety is worker's well-being and in theit own interest. Their actions should be based on this 2. Before starting the work, they should check all guards, fencing, safety devices and equipment in proper order and should always follow the safe methods of working. It should be checked after the closure of work also, 3. If safety guards and personal protective equipment are not provided, they should demand it through their supervisor or safety department. 4, Surrounding place should be kept clean, safe and without obstruction. "Safe Production is the best Production’ and "Good housekeeping is always essential” should be their habit. 5. Wrong habits at work should be left 6. They should take part in Safety Committee as expected under section 41 G of the Factories ‘Act. It is their right and duty under section 41 H of the Factories Act to wam about imminent danger in hazardous processes and to inform the occupier/manager and also the Factory Inspector. 7. They should analyse their own mistakes and failures tending to hazards and accidents and should rectify them with the help of supervisor or safety department. 8. Temptation to earn more by working overtime causes health hazards. Hurry, worry, short- cuts, chance-taking, over speed and overconfidence also contribute accident causes. A shortcut may cut short. Therefore they should be avoided. 9. They are responsible to their employer for their safe conduct of their work and safe upkeep or maintenance of machines and equipment. 10. They should not unduly interfere with the work of fellow workers and similarly should not allow fellow workers to interfere with then work. They will exercise due care and good judgement in preventing accidents. 11. They should give their knowledge and experience in safety to new workers for safe working 12, Through safety committee or union they should suggest their views in formulating safety rules and regulations. Thus they should give their share to participate in safety management. 13. Sections 97 and 111 of the Factories Act draw attention toward offences by workers and their obligations. They are supposed to comply with the provisions of this Act, Rules and orders made thereunder imposing any duty or liability on them, otherwise, they are punishable, Such duties east upon them are: ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 22SUBJECT CODE: 1S101_ SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT a) They shall not wilfully interfere with or misuse any appliance, convenience or other thing provided for the purpose of securing health, safety or welfare of workers, b) They shall not wilfully and without reasonable cause do anything likely to endanger themselves or others ©) They shall not wilfully neglect to make use of any appliance or other thing provided for the purpose of securing health or safety of the workers and 4) They shall not refuse to undergo medical examinations for their health and safety. 1.14 ROLE OF THE TRADE UNIONS IN PROMOTION OF OH&S Generally a trade union is a combination of work-people for collective bargaining on pay and conditions of employment, though its activities have expanded with the passage of time. Unions first grew up in UK and Eastem Europe and now they exist in each country. International trade unions also exist. In demands of better service conditions they should insist for safe and healthy working conditions also. At present we see the trade union's role as mostly opposing management, raising demands for wages and allowances and launching cases in Labour Courts and elsewhere. With a few exceptions, hardly they do any work of teaching or educating for safe work practices. It is desirable that whatever may be their other activities; they should help the management in the joint task of safety by playing the role as under: 1. Checking and demanding for safe place, tools, machines, equipment, working conditions and environment for work. 2, Training and insisting their members to use and maintain guards, safety devices, protective equipment and to follow safe work practices. They can run the teaching classes in their offices in addition to the training by the management. 3. Always helping in maintaining safety in running the plant and safe closure of the plant in case of emergency. They should take lead in executing on-site emergency plan and the disaster control plan under the guidance of the management. In the matter of safety all problems should be solved by co-operation. Safety is not a field for quarrel. Safety equipment and conditions must be demanded but sabotage or any act endangering safety of plant, machinery, workers and others should not be committed. A helpful approach should be followed. (COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 23SUBJECT CODE:1S101 SUBJECT NAME: SAFETY, HEALTH AND ENVIRONMENT MANAGEMENT 4, Checking for physical workloads, working hours, odd shifts, welfare facilities and statutory requirements for health, safety and welfare of workers and bringing them to the notice of the management and the authorities. 5. Actively participating in all safety campaigns, safety-day-programmes, seminars, publicity and every type of motivational safety movement. 6. Urging both management and members to measure up their responsibilities to safely drive and fulfil their obligations to each other so as to supplement the efforts 7. Deputing their members on worker's safely committee or joint safety committee, 8, Sending their members for safety courses, seminars, and training classes. ‘COURSE MATERIAL FOR CERTIFICATE COURSE IN INDUSTIRAL SAFETY Page | 24