06. CHAPTER - 6 Safety Management

8/19/2019 06. CHAPTER - 6 Safety Management

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CHAPTER - 6

Safety Management

1. The Concept of Management –1.1 An Indian Origin1.2 The Foreign Origin

2. Evolution of Management Thoughts !rinciples

2.1 Old Management Thoughts !rinciple

2.2 Modern Management Thoughts" #e$nitions% &ature Importance of

Management

'. Elements of Management Functions(. Management !rinciples(.1 )eneral !rinciples of

Management (.2 Managerial *ole% Authorit+%

*esponsi,ilit+ !o-er (." pan of Management (.' #elegation and

#ecentralisation of Authorit+ /. afet+ Management and its

*esponsi,ilities/.1 afet+ Management #e$ned

/.2 !lace of Industr+ in ociet+and afet+ in Industr+ /." afet+ Management0s *ole

/.".1 )eneral cienti$cFunctions

/.".2 !lanning for afet+ /."." Organising for afet+ /.".' #irecting for afet+ /.".( eadership/."./ Communication/.". Controlling for afet+ /.".3 tatutor+ #uties of the

Management /.".4 Overvie- of afet+

Activities/.".15 #ivision of

*esponsi,ilities/.".11 ocation of afet+

Functions/.' afet+ !urchasing !olic+ /.( *ole of the upervisors/./ *ole of the 6or7ers/. *ole of the Trade 8nions/.3 *ole of the Competent !ersons/.4 *ole of the afet+ pecialists

9Consultants or !rofessionals:

. afet+ Organisations.1 T+pes and O,;ectives 9&eed:.2 *ole of the Organisations

.2.1 Industrial Organisation0s*ole

.2.2 The )overnment0s *ole

.2." *ole of the cer 3.2.1 &eed of the afet+

O>cer 3.2.2 afet+ O>cers0 *ules

their *oles3.2." 6or7 uggestions for

afet+ O>cers3.2.' Attitudes of the afet+

O>cer 4. afet+ !rogramme

4.1 Formulating the

!rogramme4.2 Introducing #evelopingthe !rogramme

4." Evaluating and *evie-ingthe !rogramme

15. afet+ Education and Training15.1 #e$nitions15.2 Elements of Training C+cle15." Assessment of Training &eeds15.' O,;ectives of Training15.( Techni?ues of Training15./ #esign #evelopment of

Training !rogramme15. Training Methods

trategies15.3 T+pes of afet+ Training15.4 Training of 6or7ers

upervisors15.15 Individual


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11. Emplo+ee !articipation in afet+ 11.1 !urpose11.2 Area of !articipation11." Methods of !articipation

11.".1 afet+ Committee11.".2 6or7ers0 and 8nion0s

!articipation11."." upervisor0s afet+

Contact 11.".' afet+ uggestion

cheme11.".( afet+ Competitions11."./ afet+ Incentive

cheme9i: Financial Incentives9ii: &on Financial

Incentives11.". Audio


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or monarch is not a real synonym of 5a aas the word Zreligion? is not the synonymof -.

ow was the concept of self$management [

E )* /Q E\1 )*+*]JSM E ^U_/C E ^*RU_G H U`1 9:?** J1K>

) *R6M 2= 9)29)=N

There was neither the 2tate northe 2tate O cials, neither the punishablenor those authorised to punish. Thepeople used to protect each other only onthe strength of Pharma.

But such ideal condition did not lastlonger and gradually the administration of

the 2tate and 5a a were immerged in thesociety. Then 5a a started administration,planning and management.

J * or Zassembly? was de ned by 8anak as under @

E J* J * / 3 E JR6M J6MC E MK J6MC /K E U*R6M =N

)* ^C 9 */ =C =N U*6M* 1R6M J6MC nless any assembly is attended by a

few eXponents of Pharma, those who aredetached in mind, are faultless ineXpression and action and have noallurements, the same cannot be said asproperly constituted or held. Thisdescribes the jualitative juorum forassembly. 2uch assembly will manage thebest. The deep wisdom of thisconstitutional provision isunchallengeable.

)*+* 1RM M*E*Q R1 1*2/CR =1*RE1 $ **QRM91>

In every respect of public policy, the2tate should be worthy of reliance of people. 2uch are the managerialfunctions of the 2tate as conceived byIndian thinkers of old age. thousandsyears B -.

The whole trend of 'shram Pharmawas based on non material pursuits of lifeand the management by minimum

#B#-.

/*1 N R :/KMN ?* ) M*1 N 21L1 R KR E*=N

AR *G /C]R =6/qM 2* 2MKECU_= >RM

2o far one takes as per rejuirementof his stomach, it is his own. e whotakes more than this, is the thief andliable for punishment.

The managers leaders of the society-are advised by &ita @

/ N / N A* )RM V*Kc HML* K1KM)C ?*EH

J / 9:=*U* G 7 MK WCG2M E 1M>MK

The behaviour of the top men isfollowed by others. (hat he establishes,

people follow it. This is the true method of inculcating discipline $ the in uence of ahigh ideal and eXample at the top level

management-.%autilya hanakya is the great father

of Indian 'dministration and #anagementfor 2tate '4airs of his age. e says @

9:?**J K J )* *H 9:?**E* R MK R M=N

E* =*R9:/ R * )* *H9:?**E* M R9:/ R M=N

In the happiness of public, lies thehappiness of the 5uler 5a a-. In theinterest of public, lies the interest of him.It is in his interest to carry out suchfunctions which are liked by the peopleand not merely by him Xample of 2hri5am-.

!arious management, administrativeand eXecutive functions are well de nedby &a"ti'ya in his 'rthashashtra 5a niti-.#anagement of education, ministers,detectives, ambassadors, 2tate O cials,mines, horse stable, weapons, weightsand measure, income and revenue,agriculture, places for eXecution of deathsentence, transport and vehicles, tank

5atha-, military, the hief of 'rmy andtheir functions, currency, citi ens,agreements, marriage, heritage, housebuilding, sale of property, disputes, loan,servants and labour, partnership,eXchange, aggression, gambling,protection of people, theft, ne and

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punishment, welfare, duties of publicservants, implementation, peace,industry, king, rules of friendship, war,treatises, behaviour with enemies, habits,power, weakness, situation, loss andpro t, methods of defence, types of warand policies, eXperiment, other policies,

establishment of peace etc. are describedin details.&o such document -as eBisting in

the -orld in autil+a0s times 9some 2(55 +ears ago:. This is his -onderful andsinglehanded uni?ue contri,ution on soman+ su,;ects of management.

1.(T!e foreign origin )

2ince human beings started living ingroups and families in ancient time, somethoughts of leadership and managementwere evolved from the beginning.

gyptian papyri recognised theimportance of organisation andadministration in the bureaucratic statesof antijuity long back in x zz B

onfucius, in ancient hina suggestedpublic administration and admonitions tochoose honest, unsel sh and capablepublic o cers.

The 'thenian commonwealth in early&reece indicates managerial function forcouncils, courts, o cials and board of generals. 2ocrates? de nition of management as a skill separate fromtechnical knowledge and eXperience isclose to current understanding of thefunction.

The eXistence of the 5omanmagistrates with their functional areas of authority and degrees of importance,indicates characteristics of organisation.

The 2umerian civilisation had asystem of taX collection in zz B

The 5oman atholic hurch, the;yramids of gypt, the cameralists

&erman and 'ustrian publicadministrators in x{th to x|th century-,the hinese ivil 2ervice and old militaryorganisations of earlier centuries presentsome forms of the old foreign concept of management and administration

2ee ;art }.x of hapter$x also.

( E*O+,TION OFMANAGEMENT THO,GHTSAN PRINCIP+ES

#anagement thoughts are also of twotypes – Old and #odern

(.1 O'd ManagementT!o"g!t and Prin%i#'e )

's stated in ;art x, our !edas,5ushies and %autilya are the pioneeringcontributors to the oldest managementthoughts of their time.

2ome foreign contributors and theirthoughts are given below.

Contri$"tor

T!o"g!t

x 5obertOwen

x~~x$x|}|-

uman resources aremore important thanmachines. e startedon human relations andsuggested shorterworking hours, restintervals, training of workers in hygiene,canteen, childreneducation, housingfacilities etc. e isknown as the father of personal managementand co$operation.

• harlesBabbage

x~€•$x|~x-

se of science andmathematics to factoryoperations. Pivision of work. 'pplicability of time " motion study.

ost reduction by

improved methods.;articipative decisionmaking. 2pecialisation.(ork measurement andoptimum use of machines.

enry!arnum;oor

Puring x| € to x|{• hewatched the 'mericanrailroad system andsuggested threeprinciples for managers$organisation,communication and

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information. esuggested Z#anagerial2ystem? of accountability,summarising costs,revenues and rates,leadership and feeling

of unity.enry5obinson

Townex| $

x€• -

e urged thecombination of engineers andeconomists as industrialmanagers, eXchange of eXperience amongmanagers and art of workshop management.

} 8ames(att and#athew5obinsonBoulton

x~€{$x| |-

#arket research andforecasting,standardisation of components and parts,production planning,planned machine forbetter work ow,statistical records,advance control reportsand cost accountingprocedure, employeesickness bene tscheme and scheme fordeveloping eXecutives

{ enry#etcalfex| ~$

x€x~-

5ecord of observations" eXperiences for costestimates. 2ystem of time cards and materialcards to inform themanagement of goodwork of the workers. issystem of managementwas put on record bythe 'merican#anagement

'ssociation.

T!o"g!t on S%ienti %Management)

F.(. Taylor, enri Fayol andsubsejuent thinkers developed thethoughts of cienti$c Management sincethe beginning of •zth century.

F./. Tay'or 01 26 - 13124 ) Frederick(. Taylor is called the founder of modern

scienti c management. is famous workZThe ;rinciples of 2cienti c #anagement?was published in x€xx. is main concernwas with achieving e ciency of humanbeings and machines through time andmotion stud+ . e suggested followingfunctions for managers @

x. 5eplacing rule$of$thumb methods withscienti c determination of eachelement of a man?s ob.

•. 2cienti c selection and training of workmen.

. o$operation of management andlabour to accomplish work inaccordance with scienti c method, and

. ' more ejual division of responsibilitybetween managers and workers, withmanagers planning and organising thework.

Henri Fayo' 01 (5 - 13(24 ) enriFayol the French industrialist published hisacute observations on the principles of general management in x€x{ in Frenchand divided all activities of industrialundertaking into siX groups @

x. Technical manufacturing orproduction-.

•. ommercial buying, selling andeXchange-.. Financial search for and optimum use

of capital-.. 2ecurity protection of property and

persons-.}. 'ccounting including statistics- and{. #anagerial planning, organisation,

command, co$ordination and control-

Fayol identi ed ve elements orfunctions of management process asunder $

x.

;lanning To foresee and providemeans for the future

•.

Organising to provide a businesseverything useful toits functioning e.g. rawmaterials, tools,capital and personnel

.ommandin

gto maintain activityamong personnel

. o$ordinating to unify and harmoniseall activities and

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e4orts}.

ontrolling to see that everythingoccurs in conformitywith established rulesand eXpressedcommand

Fayol published his bookZ'dministration Industrielle et &enerale?in x€x{. It was also published in nglish inx€ € under the title ‚&eneral andIndustrial #anagement?.

Fayol gave Z )eneral !rinciples of Management ? as $

x. Pivision of work.•. 'uthority and responsibility.

. Piscipline.

. nity of command.}. nity of direction.{. 2ubordination of individual to general

interest.~. 5emuneration of personnel.|. entralisation.€. 2calar chain.xz. Order.xx. ;rinciple of ejuity.x•. 2tability of tenure of personnel.x . Initiative andx . sprit de orps i.e. unity of e4ort

through harmony of interests.Fayol advocated the universality of

management concepts and principles. esaid that managerial functions andprinciples are applicable to all types of organisations.

Mary Par er Fo''ett 01 6 -13774 ) 2he analysed the problems of power, authority, con ict and control froma psychological viewpoint and revealedthe operation of social process and groupdynamics in industrial organisation. 2hecontributed in the areas of motivation,leadership, authority and co$ordinationand recognised management as aprofession.

er management thoughts can besummarised as x- onstructive con ict

•- 7aws of the situation - 7eadership- 'uthority " 5esponsibility }-

;rinciples of o$ordination.

George E'ton Mayo 01 8 -13534 ) is thoughts concluded from hisZ awthorne eXperiments?, put stress onhuman and social factors in industry andcalled the ZFather of uman 5elations'pproach to #anagement?. e said thatin uence of inter$personal relations,

attitudes of supervisors and other socialand psychological factors is more thanthe in uence of working conditions.(orkers respond to total work situationincluding their care, recognition,participation, work design etc.

C!e ter I. 9arnard 01 6 - 13614 )is thoughts can be summarised as $

x. oncept of organisation.•. Formal and informal organisations and

interaction between them.. lements of organisation with the

systems of ctionalisation, incentive,authority and logical decision$making.

. Functions of the eXecutive.}. #otivation.{. Organisational ejuilibrium and~. Xecutive e4ectiveness.

e is regarded as the spiritual fatherof the social system school. e stressed

upon leadership, motivation, informalorganisation, status, acceptance of authority and communication.

Her$ert A. Simon ) e was an'merican political and social scientist

x€~|-. is thoughts were focused on $

x. oncept of organisation.•. Pecision$making.

. Bounded rationality.

. 'dministrative man.}. ommunication and{. In uence.

Ren i +i ert 01387 - 13:(4 ) ewas a leading social psychologist. eclassi ed Zmanagement styles? in fourcategories $ Xploitative autocratic,Benevolent autocratic, ;articipative andPemocratic. e developed the concept of Zlinking pin? to integrate individual andorganisational goals. e and his

associates also developed a measuring

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instrument scale- to evaluate leadershipstyles of managers.

o"g'a M%Gregor 01386 - 13654 )e is known for his theory of motivationtheory ƒ and theory „-. e stressed on

human relations and Zsatis ed and happy

employees? as an ob ective of organisation.2ee ;art |. .~ of hapter .

C!ri Argyri ) is books onmanagement were published betweenx€}€ to x€~x. e is known for hisimmaturity$maturity model of personality.

e told that employees must be givenresponsibility, authority and increasedcontrol over the decision$making toimprove their work environment.

Peter F. r"% er ) e was a leadingmanagement consultant and a proli cwriter. Born in x€z€, was a leadingproponent of manageri m. e haswritten •z books on di4erent facets of management. e considers managementas the dynamic, life giving element in anorganisation. is writings are landmarksin management. e has eXercised ma orin uence on contemporary management

thought and practice. is thoughts in brief are as under $

x. …ature of management – it is aZpractice? rather than profession.

•. #anagerial functions $ To managemanagers, workers and the work.

. Organi ational structure.

. Pecentrali ation.}. #anagement by ob ectives #BO- $

;hilosophy resting on human action,behaviour and motivation. e suggests| key areas in which clear ob ectivesmust be laid down $ market,innovation, productivity, physical and

nancial resources, pro tability,managerial performance anddevelopment, worker performance andattitude and public responsibility.

{. Futurity $ e was worried by rapidprogress of technology and its impacton society.

H. /. Heinri%! ) e is called thefather of Zsafety management?. is

famous book – ZIndustrial accidentprevention – ' 2afety #anagement'pproach? was rst published in x€ x.

e is famous for his accident causationtheory and ve fundamentals of accident prevention. e has eXplainedsafety functions for supervisors and

managers. 2ee ;art ~.x and |.• of hapter$ .

(.( Modern ManagementT!o"g!t 0Re%ent Trend 4 )

Pevelopment in technology, science,trade, business and employment haveincreased the si e and compleXity of management and organisation. †ualitystandards, consumers awareness, after

sale$service, mass production,automation, human resourcedevelopment, stress on training, tradeunion demands and use of computerbased programmes are adding newtrends in management. ;ublic and privateboth the sectors have increased.

hallenges and manifold responsibilitiesare increased demanding technocrat roleof the managers and demand for #B'study is also increasing.

'reas of such modern trends are $

x. Information technology.•. lectronic ommunication $ advanced

computers, F'ƒ, mail, Internets.. Importance of human relations.. hallenges by trade$unions.

}. Impact of &overnment policy.{. Facing &overnment authorities

intervention-.~. #arketing.|. ;ublicity.

€. ompetition.xz. 7eadership.xx. Futurology.x•. FleXible Organisation.x . hanging situations and decisions.x . !ariety of goals.x}. ;rofessionalism i.e. increasing studies

of management sub ects.

…ew developments, systems andapproaches in all above areas, provide#odern #anagement Thoughts newtrends-. Thus, the management thoughts

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are changing and depending on moderntrends.

7. EFINITION; NAT,RE ANIMPORTANCE OFMANAGEMENT)

Pi4erent de nitions on managementare available as under@

x. The accomplishment of desiredob ectives by establishing anenvironment favourable toperformance by people operating inorganised groups.

•. It includes the managerial functions of $ x- stablishment of ob ectives and

•- ;rocess of planning, organising,controlling and directing i.e.motivating and co$ordinating to attainthose ob ectives and innovating toimprove the ob ectives for the future$R" tom S. a


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Nat"re 0C!ara%teri ti% 4 ofManagement )

1 It i a gro"# of #eo#'e andf"n%tion $ot! @ #anagement is agroup of people with di4erent levelsdepending on responsibility and it is agroup of functions process elements-like planning, organising, sta ng,directing, controlling, reporting,budgeting, motivating, co$ordinatingetc.

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5 E+EMENTS OFMANAGEMENT

F,NCTIONS'll above criteria conclude seven basic

e'ement or f"n%tion of managementas follows@

x. 2etting up the o$ e%ti


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ordination of planning, sourcing,purchasing, moving, storing andcontrolling materials in an optimummanner so as to provide a pre$decidedservice to the customer at a minimumcost.

2 MANAGEMENTPRINCIP+ES

2.1 Genera' Prin%i#'e ofManagement )

'ccording to 8oseph 7. #assie,general principles are ZapproXimations of generalisations from eXperience?. Theseprinciples are short statements for

guidance and practice and not the rulesor regulations. They are not rigid. Theymay change with change in conditions.

They have been developed in course of time and may further develop from neweXperiences.

'ccording to &eorge Terry Zby meansof principles of management, a managercan avoid fundamental mistakes in his

ob and foretell the results of his actionswith con dence?.

'ccording to arold %oont , theseprinciples help managers to i- improvee ciency ii- increase knowledge iii-impart training iv- improve research and

v- attain social goals. The nature of management principles

is characterised by its feature of universality, dynamic, relative and humannature.

Henry Fayo' has listed following xprinciples of management @

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human rejuirements and resources of the concern to maintain balancebetween them.

xx E "ity $ There should be ejuality, ustice, kindness and impartiality intreatment to employees and asympathetic and unbiased attitude

toward them. This generates betterindustrial relations.x• Sta$i'ity of ten"re of #er onne' $

;rovide ob security and long$termservice to reduce labour turnover.Instability hampers interest,motivation and e ciency of employees.

x Initiati


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'uthority gives right to a managerand disobedience of his order in ures hisright for which a penalty is possible. Thestatements of authority are calledZauthoritative? which may set aneXample. It has force of implementation.

e nition )x. Henry Fayo' $ 'uthority is the right to

give orders and the power to eXactobedience.

•. &oont> and O@ onne'' $ 'pplied tothe managerial ob, authority is thepower to command others to act ornot to act in a manner deemed by thepossessor of the authority to furtherenterprise or departmental purpose.

. Her$ert Simon $ It is the power tomake decisions which guide actions of others.

. Terry $ 'uthority is eXercised bymaking decisions and seeing thatthey are carried out.

C!ara%teri ti% ) Thus, characteristics of authority are $

x. It is attached with position, is legal,legitimate and formal.

•. It gives power to superior i.e. right toact, control, command subordinatesand to achieve goals.

. ' subordinate obeys the superior byvirtue of his authority.

. It is not unlimited, its eXtent and limitsare de ned in advance.

}. It is a relationship between twoindividuals $ a superior and hissubordinate.

{. It is used to achieve organisationalnot personal- goals.

~. It is a key to the managerial functions.|. It gives right of decision making and to

get the decisions carried out.€. It can be delegated.xz. It is ob ective, though its eXistence is

sub ective.

T!eory ) Theories for the sources of authority are $

x. Formal authority theory.

•. 'cceptance authority theory.. ompetence authority theory.

S%o#e ) Its scope or limitations are $

x. Biological limitations.•. ;hysical limitations.

. 7egal constraints.

. 2ocial constraints.

}. conomic constraints.{. 7imited span.~. Organisational limitations.

Re #on i$i'ity )

'uthority brings responsibility. (henauthority is given to a manager, hepossesses responsibility i.e.accountability and is answerable for allworks, acts and functions for whichauthority was given to him. (hen asafety o cer is authorised for all safetyfunctions, he becomes responsible i.e.liable to give eXplanation for the successor failure of all his decisions, works,functions etc. 2afety O cer is responsiblefor accident prevention work. (hensupervisor allows working on unguardedmachine and accident takes place, he isresponsible for this work of his omissionor negligence. (hen responsibility isgiven to us, we must strive to ful l it by

all our sincere e4orts and care.' concept of re #on i$'e %are@ isdeveloped to run our plant with utmostcare toward surrounding society. Breachof responsibility attracts penalty.

e nition )

x. M. E. H"re'y $ 5esponsibility is duty towhich a person is bound by reason of his status or task. 2uch responsibilityimplies compliance with directives of the person making initial delegation.

•. &oont> and O@ onne'' $5esponsibility is the obligation of asubordinate to whom duty has beenassigned to perform the duty.

. R. C. a


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}. T!eo Haimann $ 5esponsibility is theobligation of a subordinate to performthe duty as rejuired by his superior.C!ara%teri ti% ) #ain characteristics

of responsibility are $

x. It cannot eXist without authority and

vice versa.•. It originates from superior$subordinate

relationship.. It is absolute and cannot be delegated. The authority can be delegated.

. e who holds accepts- responsibility,is accountable to his superior.

}. It is an obligation of a subordinate toperform the duty assigned to him.

{. It is a derivative of authority.~. It ows upward while authority ows

downward.|. 'ccountability arises out of

responsibility and they go together.'uthority gives responsibility which, inturn, creates accountability.

Po=er )

;ower means ability or capacity to dosomething, to act, to control, to eXerciseforce or command etc. ;ower also comeswith authority because authority givesright and that right gives power.;owerless person cannot do anything.#anager without power cannot managethings, subordinates do not follow hisorders and goals of management cannever be achieved. Therefore, powershould be vested by giving authority to

manager. In case of doubt or ambiguity,powers are to be assumed by themanager to get the work done. ;ower isto be eXercised with due care andreasonable rejuirement. ndue use of power may create opposition.

' manager?s power may be measuredin terms of his ability to give order orreward, punish individuals, withdraworder or reward etc. ;ower is an importantmeans to enforce obedience to the rules,regulations and decisions of the

organisation. Its use eXercise- may a4ectthe behaviour of people. Pistinctionbetween authority and power can beeXplained as under @

No.

A"t!ority Po=er

x 5ight to do orcommand. 'bility to do orcommand.• Perived from

position inorganisation orinstitution.

Perived frommany sourceslike authority,seniority,knowledge,competenceetc.

Flowsdownward $ canbe delegated.

Flows in alldirection $cannot bedelegated.

7egitimate $resides in theposition.

#ay beillegitimate,eXtraconstitutional orassumed.

} Increases asone goes up inhierarchy.

#ay or may notaccompanyincrease inauthority

{ 5ight toallocateresources.

'bility to controlresources.

~ …arrow term $one source orsubset of power.

Broad concept $can achieveresult whenauthority fails.

| !isible fromorganisationchart. It isinstitutionalisedpower.

…ot visible fromorganisationchart.

Thus, authority, responsibility andpower go side by side and are useful toolsfor managers to achieve theorganisational goals.

2.7 S#an of Management )

The span of management refers tothe number of subordinates a manager orsupervisor can supervise e4ectivelybecause of his limitations of time,capacity, ability, nature of work, pressure

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of work etc. …o single individual cane4ectively supervise unlimited number of subordinates. The terms span of management, span of control, span of supervision, span of authority are usedinterchangeably in managementliterature.

*.A. Grai%"na , a Frenchmanagement consultant has givenfollowing formulae for di4erentrelationships due to span as under @

Pirect single relationships ˆ nn ˆ …o. of subordinates-

Pirect group relationships ˆ n $x-

ross relationships ̂ n n $ x-

Total relationships ˆ n ‰ n$x-

This formula gives some gures asunder @

No. of S"$ordinate

Tota'Re'ation !i#

x x

• {x|

} xzzxz }•xzx| • }€{z•

9'a% and S%ott have given anotherformula as 2 ̂ 7 n where 2 ˆ 2panof ontrol, 7 ˆ …o. of 2upervisory levelsand n ˆ …o. of mployees.

Thus, if there are x•} employees and levels of supervision, average span of

control would be @

x•} ˆ } This is an average general- indicatorand it ignores details. are is rejuired ininterpretation.

#odern approach discards such magicformulae and contends that span is

eXible and there is no single Xed- spanfor all situations. It depends on manyfactors as under @$

Fa%tor determining S#an of Management ) They are $

x. …ature of work.•. Type of technology.

. 'bility of the manager.

. apacity of subordinates.}. Pegree of decentralisation.{. ;lanning.~. 2ta4 assistance.|. ommunication technijues.€. Time available for supervisors andxz. &eographical distance of

subordinates.Narro= 0ta''4 /ide 0 at4 S#an )

Narrow span means a few subordinates andwide span means more subordinates directlyunder one manager or super isor! "ee #ig 6!3 $6!4!

7x

7•

7

7

2 ˆ •Fig 6.7 Narro= or Ta'' Str"%t"re; S#an (; +e


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2 ˆ Fig 6.5 /ide or F'at Str"%t"re; S#an 5 +e O@ onne'' $ 'uthority isdelegated when decision makingpower is vested in a subordinate bysuperior.

. &oont> Cyri' O@ onne'' $ Theentire process of delegation involvesthe determination of results eXpected,assignment of tasks, delegation of authority for accomplishment of thesetasks and eXaction of responsibility fortheir accomplishment.

. r. Terry $ Pelegation meansconferring authority from oneeXecutive or organisation unit toanother in order to accomplishparticular assignments.

}. +o"i A. A''en $ It is a process amanager follows in dividing the workassigned to him so that he performsthat part which only he, because of his unijue organisational placement,can perform e4ectively and so that hecan get others to help him with whatremains.

A''en says ‚once a man?s ob growsbeyond his personal capacity, hissuccess lies in his ability to multiplyhimself through other peopleŠ i.e.delegate his work to others-.

/. O. ?eD. Herri $ Pelegation of authority is the delivery by oneindividual to another of the right to act,to make decision, to rejuisitionresources and to perform other tasks inorder to ful l ob responsibilities.

~ E.F.+. 9rea%! $ Pelegation means the

passing on to others of a share in thefour elements of the management

16


17/87

process, that is to say, in thecommand of the activities of otherpeople and in the responsibility for thedecision making that will determinethe planning, co$ordination and controlof the activities of such other people.

Thus, delegation means assigningwork to others and giving themauthority to do it. It gives right todecision making in certain de nedareas and charging subordinates withresponsibilities for carrying out thoseassigned tasks.

C!ara%teri ti% )

x. ' superior grant some authority to asubordinate who must act within thelimit prescribed.

•. ntire authority cannot be delegated.. 5esponsibility cannot be delegated. …o

manager can escape from hisobligation by delegating authority tosubordinates.

. Pelegation does not reduce theauthority of a manager. It is retainedeven after delegation. #anager canreduce, alter, enhance or take backthe delegated authority.

}. Pelegation may be speci c or general,written or oral, formal or informal. Itdoes not mean avoiding decisions orabandonment of work.

{. It is an art because it is creative,practice based, involves personalskills, result oriented and personalisedprocess.

Im#ortan%e of e'egation )

x. uman capacity is limited. Bydelegation, a manager can distributehis workload to others and he canconcentrate on more important policymatters.

•. It facilitates juick decisions becausethe authority to decide lies near thepoint of action. 2ubordinate can decideeasily and juickly.

. It enables to obtain specialisedknowledge and eXpertise of subordinates.

. It improves ob satisfaction, motivationand morale of subordinates. It satis es

their needs of recognition,responsibility and freedom. It preparesa second line of command which isalways useful.

}. It increases interaction, understandingand healthy relationship withsubordinates. It binds group members

together.{. It is an aid to eXecutive development.It facilitates eXpansion anddiversi cation of business through ateam of competent and eXperiencedworkers.

Pro%e 0E'ement 4 of e'egation ) It involves four steps x-

5esults are de ned before delegation •-'ssignment of duties - &ranting of authority and - reating accountabilityfor performance.

Pegree of delegation is classi ed asover$delegation or under$delegation.

Obstacles of delegations arereluctance to delegate by managers-,reluctance to accept delegation bysubordinates- or if both are ready thereare organisational weaknesses likeinadejuate planning, splintered authority,lack of unity of command, absence of control technijues, non$availability of

competent persons, unclear authority,internal distrust etc.Prin%i#'e of e'egation )

x. Pe ne functions ob, target, results-before delegation.

•. Pelegate authority and powernecessary.

. ;arity balance- of authority andresponsibility should be maintained.

. 5esponsibility cannot be delegated.}. nity of command i.e. a subordinate

should be responsible to one superioronly.{. 7imits of authority of each subordinate

should be well de ned.~. 'uthority level principle i.e. each

subordinate should take decisionwithin his urisdiction only and mattersbeyond his scope of authority shouldbe referred to superior.

|. 2calar principle i.e. chain of authorityshould go without break from top tobottom in organisation structure. achemployee should be aware of the

17


18/87

source from which authority andcommand ow up to him and to whomhe should report his work anddi culties.

094 e%entra'i ation of A"t!ority )

e nition )

x. Henry Fayo' $ verything that goes toincrease the importance of subordinates? role is decentralisation,everything which goes to reduce it, iscentralisation.

•. ?o e#! Mea ie $ Pecentralisation isan organisational concept which takesdecision making to the lower levels of organisation.

. Ne=man; S"mmer and /arren $ Itis nothing but distribution of

managerial functions and assignmentof de nite responsibilities to variousmanagerial units.

. &eit! a


19/87

lines.xz 2impli es

division of work.;ressureincreases ondepartmentalheads.

xx Pevelopment of leadership.

Importance ande4ect of

superior aredecreased.x• 2tability and

continuity.x FleXibility.x Pevelops

harmony.x} ;reserves grip

on market.

egree of e%entra'i ation )arnest Pale has given four tests to

measure degree of decentralisation$x. …umber of decisions.•. Importance of decisions.

. 4ects of decisions.

. hecking of decisions.

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#anagement 2afety Industry2ocietyFig 6.2 P'a%e of Safety Management

Industries are inevitable in modernsociety because human needs of foods,

clothes, homes, amenities, luXuries,services and knowledge are to be ful lled.It is also rejuired for employment. (antsof modern society are day by dayincreasing with the increase in population,invention, technology, industrialisationand human desires. ow to produce,distribute and supply all such wants tothe whole humanity[ #ass production ispossible by industries only. Pistributionand supply are possible by trade andbusiness. Therefore place of industry isahead, vital and most desirable. (ecannot eliminate industry from society.Only its ha ards are to be eliminated andfor this purpose, the safety managementis desired. As place of industr+ in societ+ is inevita,le% similarl+ the place of safet+ in industr+ is also inevita,le% ,ecausesafet+ is most re?uired in industries.

Ind" tria'i ation has been de nedby Pr. 7uigi ;armeggiani as ‚the processof change in the mode of production to

utilise more capital per unit of output,higher levels of technology andmanagement , widening markets withcost economics of scale and specialisedlocation of plant, type of plant and skillsŠ.

Ind" tria'i ed %o"ntry has beende ned as one that derives more than

z‹ of its gross domestic product &P;-from manufacturing, while a semi industrialised countr+ derives •z to z‹,an industrialising countr+ between xz tox€‹ and a non industrial countr+ lessthan xz‹ from the same source.

A%%ident #ro$'em created by theindustrialisation is already discussed in

hapter $ x " }. Increasing number of accidents and their costs with rapidindustrialisation call for accidentprevention work. This is an essential taskfor every management. Occupationalha ards, accidents and diseases, are tobe prevented by providing protection tomen and machines, by good

maintenance, medical health check$ups,good working and living conditions,

prompt and e4ective legislation and lastbut not the least by constant education,training and motivation of workers towork safely. Thus, a place of safety inindustry must be accepted andstrengthened by providing e cient safetymanagement.

6.7 Safety Management@Ro'e )

This is a manyfold role as describedin eleven heads as under –

6.7.1 Genera' and S%ienti %F"n%tion )

The basic safety role of any industrialmanagement is well derived from the vesteps of accident prevention suggestedby .(. einrich. These are organisation,facts nding, analysis of the facts found,selection of remedy and application of theremedy.

The cienti$c Method of Management considers more productive or improvedmethod of management by careful and

accurate classi cation of facts, theirsejuence and correlation, discovery of scienti c laws and its impartialapplication, new concepts, eXperimentsand observations. The siB functions of scienti$c safet+ management areD

x. P'anning D It includes setting safetyob ectives, formulating safety policy,safety programming, budgeting anddetermining safe or standardprocedures. &ood planning at thedesign stage always helps. ;lanningfor site, eŒuent disposal, facilities forstoring and handling raw materials,intermediates and products, types of

oor, roof, construction, lighting,ventilation, layout of machinery,pressure vessels, lifting machines,ha ardous processes, boilers, storagetanks, repair services, auXiliaries,utilities, re protection, training,welfare and sanitary facilities etc.,

must consider safety points at thisinitial stage so that the planning and

20


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design defects can be eliminated orminimised from the beginning.;revious plans approval and correctionafter operation are also necessary.

•. Organi ing DIt includes establishmentof the formal structure of authoritythrough which work subdivisions are

de ned, arranged, and co$ordinated forthe planned safety ob ectives.

'n organisational set$updescribes four classes of management$ Top or Xecutive, Intermediate,#iddle and 2upervisory management.

The set$up may vary according to thesi e and nature of establishment. 'model safety organisation is shown inFig {.{.

Fig. 6.6 Organi ationa' Set-"#0Str"%t"re4

The ompany Board decides thesafety policy and ob ectives andmonitors its implementation. #anaging

Pirector is reportable to the Board forimplementation of safety policy. 2afetyeXecutive or safety department reportsto #P. #anagers are answerable tothe 2afety Pepartment or Xecutivefor application of the safetyarrangements. 2upervisors arereportable to the #anagers for shop

oor eXtension and application of safety policy, rules and procedures.(orkers are responsible to theirsupervisors for e4ectively carrying outthe safety rules and precautions.2afety 5epresentatives selected fromworkers and supervisors advise andassist to 2afety ommittee forpromoting health and safety. 2afety

ommittee advises on all matters of safety and health to the #anagers andthe #anaging Pirector.

". StaJng D It includes personnelfunction of recruitment and trainingthe sta4 and maintaining safe and

favourable conditions of work throughpersonnel.'. ire%ting D It is a continuous task of

taking decisions, ordering, instructing,guiding and advising on all maters of safety.

(. Contro''ing D It includes performing,evaluating and correcting theperformance according to ob ectives,procedures and plans. It is concernedwith juality, times, uses and cost insafety matters.

/. Co-ordinating D It includesinterrelating and synchronising thedi4erent activities for achieving safetygoals.

7et us see these functions one by one –

6.7.( P'anning for Safety )

;lanning is the most fundamental andthe rst function or element of

management process. Other functionsrest on it. …eed for planning is increasing

21

%ompany&oard

'anaging(irector

'anagersor

(epartmental)eads

"uper isors

*or+ers

"afety,epresentati es

"afety%ommittee

-op'anagement

"uper isory'anagement

.ntermediateand 'iddle

'anagement

"afety/ ecuti e $

(ept!


22/87

because of changes in technology,materials, methods, processes, demands,law, government policy, procedure andcompetition.

e nition of Genera' P'anning )

x. Henry Fayo' $ ;lanning refers to apreview of future activities.•. ,r/i% $ It is fundamentally a mental

predisposition to do things in anorderly way, to think before actingand to act in the light of facts ratherthan of guesses.

. Hayne Ma ie $ ;lanning is thatfunction of manager in which hedecides in advance what he will do. Itis a decision making process of aspecial kind, its essence is futurity.

. &oont> and O@ onne'' $ I t i s anintellectual process, a consciousdetermination of course of action, thebasing of decisions on purpose, factsand considered estimates.

}. George R. Terry $ ;lanning is theselecting and relating of facts andusing of assumptions regarding thefuture in the visualisation of formulation of proposed activitiesbelieved necessary to achieve desired

goals.{. a'ton M%Far'and $ It is de ned asthe activity by which managersanalyse present conditions todetermine ways of reaching a desiredfuture stage. It embodies the skills of anticipation, in uencing andcontrolling the nature and direction of change.

~. T!eo Haimann $ ;lanning is thefunction that determines in advancewhat should be done. It consists of selecting the enterprise ob ectives,policies, programmes, procedures andother means of achieving theseob ectives.

;lanning is a process, as eXplainedby above thinkers, and a Zplan? is theoutcome of this process.

Safety P'anning@ de ned ) Fromabove general de nitions, we can de ne

safety planning as the rst step of safetymanagement wherein a safety manager

decides in advance safety ob ectives,policy, procedure, strategies, rules,programmes, methods, budgets,schedules and necessary means forachieving these ob ectives, consideringfacts of accidents and other ha ards-and anticipating foreseeable events that

may a4ect safety of plant, people andenvironment.

P"r#o e 0im#ortan%e4 of Genera'P'anning ) ;urpose, importance,signi cance, advantages or utility of planning are summarised as under $

x. Focuses on ob ectives and results.•. 'ctivities become purposeful and

orderly.. 5educes uncertainty, risk, wastage

etc.. elps in controlling future events

loss-.}. elps in saving of costs.{. Imparts accuracy.~. elps other functions of management

i.e. organising, sta ng, budgeting,directing, controlling etc.

|. ;rovides direction.€. reates healthy organisational climate.xz. ;rovides framework.

xx. elps to visualise a clear andcomplete picture of the business oractivity.

x•. 2ecures co$operation fromemployees.

x . #aintains balance between variousactivities.

x . ncourages innovation and creativity.x}. &uides decision making.x{. ;rovides basis for decentralisation.x~. ;rovides e ciency in operations.

P"r#o e 0Area 4 of Safety P'anning) It includes all above x~ aspects withreference to health and safety of workersand public, safety of plant andsurrounding environment, and preventionof total losses. 2ome sub ects of safetyplanning are given below.

x. To draft health and safety policy andenvironmental policy for themanagement.

•. To decide safety committee, itsob ectives and e4ective functioning.

22


23/87

. To decide safety targets likeero‡minimum accidents, maXimum

working hours without accident, safetyeducation, training and awarenessprogrammes for the workers and thepublic.

. 'reas of ha ards and their detection,

inspection, audit, risk assessment andmeasures for their removal orminimisation.

}. 'ccidents investigation, analysis, costscalculation and introducing safetymeasures to prevent their recurrence.

{. Organisation structure, sta4, keypersons and their roles for safety.

~. 2tandards for safety ejuipment, tools,permissible eXposures etc.

|. ;reparation, rehearsal and updating of on$site emergency plans.

€. Petails of safe or standard operatingprocedures 2O;-, close$downprocedures, methods, re ghtingprocedures, emergency preparedness,

rst$aid etc.xz. Testing, inspection and records of

lifting machines, pressure vessels,ventilation, lighting, safe environmentetc., as per statutory need.

xx. #edical eXamination of workers,records and corrective action as

directed by doctors.x•. ompliance of statutory and non$statutory safety provisions, theirrecords and reporting.

x . 2earch for safe and clean technologyfor the process and ha ard controltechnijues for detection and removalof all hidden ha ards.

x . Follow$up action, evaluation of safetyprogrammes and improvement of future plans, strategies etc.

x}. ;lanning to achieve national andinternational standards, awards etc.

Nat"re of P'anning ) …ature,features or characteristics of planning areas under $

x. It is a primary and most importantfunction of management.

•. It is goal oriented.. It is an intellectual or rational process.. It is pervasive, it encompasses all

levels of management.}. It is a continuous process function-.

{. It is conscious activity.~. It is eXible.|. Forecasting or forward looking is the

essence of planning.€. 'ccuracy is essential to planning.xz. It is a choice of alternatives.xx. It is concerned with group ob ectives.

x•. It is an integrated process.x . It is directed towards e ciency andachievement of decided goals.

Fa%tor 0+imitation K Con traint 4aDe%ting %o#e of P'anning ) They are@

x. Inaccuracy.•. Time consumption.

. 5igidity.

. ost.}. 'ttitudes of management.{. Faults in planning system i.e. lack of

reward, lack of participation or speci cactivities and incompetence of theplanner.

~. 7ack of orientation and training formanagers.

|. ncertainty.€. 5esistance to change.xz. False sense of security.xx. nvironmental constraints i.e.

technological, social, legal, economicand other outside forces.

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24/87

balanced, comprehensive, economical,practical and should provide standards forevaluation procedure and proper analysisand classi cation of actions.

Pro%ed"re 0 te# 4 of P'anning )Basic steps in planning are as under $

x. Identify problems.•. stablish ob ectives goals-.. Pevelop #'anning #remi e @ e.g.

land, labour, capital, market, money,time, production, public relation,employee relation, reputation, morals,policy, programmes, rules,emergencies, new inventions,population trends, supply positioneconomic, technological, political andsocial conditions etc.-

. Petermine alternative courses of action.

}. valuate the alternatives.{. 2elect a course of action.~. Formulate derivative nal- plan and

sub$plans as per need.

These procedural steps are to beapplied in planning for safety. ere#'anning #remi e for afety would besafety ob ectives, safety standards,safety procedures, safety rules, safety

provisions, safety training, safetyprogrammes, safety policy, committee,inspection, audit, analysis, assessment,accident analysis, other control methods,forecasting of emergencies and planningfor that, development of new methods,purchase policy, safety ejuipment, safetyreports " records, use of new material,process or technology, process revisionand various sub ects of safety including

re, eXplosion, toXic eXposure etc.' safety manager rejuires wide

knowledge and help of otherdepartmental heads, consultants, eXpertsetc., while planning on above specialisedareas.

Range of P'anning ) Based on timeschedules three types of plans can beprepared as under$

x S!ort-term 0o#erationa'4 #'an $For a period up to one year. They are

speci c and detailed and cover formsand contents of long term plan. They

are prepared on the basis of strategicand tactical plans. Xamples are dailyoperations, repairs and maintenanceplan, purchase plan, product plan,activity planning, working methods,procedure, accident investigation "analysis, inspection technijues,

induction training etc.• Medi"m-term 0intermediate4 #'an$ For a period of more than one yearand less than } years. They are co$ordinative and tactical in nature. Theyare less detailed than short$term plan.

Xamples are proposed product and itssafety aspects, emergency planningand forecasting of emergencies,refresher courses etc.+ong-term 0 trategi%4 #'an $ For aperiod of }, xz, x} or more years. Itconsiders future changes inenvironment and provides overalltargets toward which all activities of the organisation are to be directed. Itresults in long term commitment of resources. It takes a macro view of theorganisation and provides direction forthe growth of the enterprise. Itinvolves uncertainty because of thelong period. Xamples areenvironmental impact assessment,

future opportunities, scienti cdevelopment and its forecasting,future need of people and markettrends, future eXpansion, competitionetc.

*ariety 0ty#e 4 of P'an ) They areclassi ed as under $

x. Based on ob ectives $ ;roduction plan,sales plan, nancial plan, investmentplan, eXpansion plan, research anddevelopment plan, training plan,eXisting business plan, reform orientedplan etc.

•. Based on time $ 2hort, medium andlong term plans as eXplained earlier.

. 2ingle use plan $ ;rogrammes,pro ects, budgets etc.

. 5epeated use standing- plans $ theyconsider ob ectives, policies,procedures, rules and strategies.

Strategi% P'anning )

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The word Zstrategy? is used in militaryindicating its art technijue- of ghtingthe enemy. In business or industry itmeans a special type of plan to meetchallenges, competitions, emergenciesand other environmental forces. On$siteand o4$site emergency contingent- plans

are the best eXamples of such strategicplanning. Their details are given in ;art {of hapter $ x€. 2trategic ;lan is a masterplan for the whole company and is framedby the chief eXecutive, top levelmanagement or eXperts on the sub ect.

e nition )

1. M%Far'and $ 2trategy is theeXecutive behaviour whose purposeis to achieve success for the companyor personal goals in a competitiveenvironment based on the actual orprobable action of others.

(. Stoner and /an e' $ 2trategicplanning is the formalised, long rangeplanning process used to de ne andachieve organisational goals.

7. &oont> and /ei!ri%! $ 2trategicplanning means to analyse thecurrent and eXpected future situation,determine the direction of the rm

and develop means for achieving themission.5. . +. C'e'and and /.R. &ing $

2trategy is the compleX plan forbringing the organisation from a givenposture to a desired position in afuture period of time.

Thus strategic planning links theresources of the organisation with therisks and challenges posed by eXternalforces and lays down a long$termdirection for the enterprise. In this sensestrategic safety plans means on$site ando4$site emergency plans to ght internaland eXternal grave emergencies andlong$term public awareness andinvolvement programmes to deal withpublic or massive emergency due toindustrial disaster.

Nat"re 0%!ara%teri ti% 4 of Strategi%P'anning )

x. It is a long$term planning to ghtfuture eXternal forces.

•. It is action oriented, eXible, dynamicand forward looking.

. It deals with basic juestions.

. It is a function of the top management.}. It becomes a base for the detailed

plans.{. It focuses on energies and resources.~. It analyses the environment.|. It involves assumption of certain

calculated risks.€. It is a contingent plan to meet

demands of a particular situation.

E entia' 0e


26/87

{. 2elect the best alternative decisionmaking-.

~. Implement and control it.Pevelop programmes and budgets for

each function. 2hort term operationalplan should be prepared to utilise theresources. ;roper sejuence and timing

e4orts are decided to take every step atthe right time. ;erformance should beevaluated, where results are beloweXpectations, strategy should bereviewed and modi ed as per need.

6.7.7 Organi ing for Safety )

Meaning )

The term Zorganisation? is used inmanagement in di4erent ways as under $

x. It refers an activity, process or functionof management i.e. organising.

•. It is used in a dynamic way referring toa process by which the structure iscreated, maintained and used.

. It is used in a static way referring astatic structure skeleton- of responsibilities and authorities i.e. anetwork " relationships amongindividuals and positions in an

organisation.. It refers to an ongoing business uniti.e. a unit which is purposefullycreated to attain some ob ectives withresources.

e nition )

1. ?o e#! +. Ma ie $ Organisation isde ned as the structure and processby which co$operative group of humanbeings allocates its tasks among itsmembers, identi es relationship andintegrates its activities towardscommon ob ectives.

(. M%Far'and $ It is an identi able groupof people contributing their e4ortstowards the attainment of goals.

7. Haimann $ Organising is the processof de ning and grouping the activitiesof the enterprise and establishing theauthority relationships among them.In performing the organising function,

the manager de nes,departmentalises and assigns

activities so that they can be moste4ectively eXecuted.

5. C!e ter 9arnard $ It is a system of co$operative activities of two or morepersons.

2. + .,r=i% $ Organisation is theprocess of dividing up of the activities

which are necessary to any purposeand arranging them in groups whichare assigned to individuals .

6. ?o!n P Dner $ It is essentially amatter of relationship of man to man,

ob to ob and department todepartment.

:. Mooney Rei'y $ It is the form of every human association for theattainment of a common purpose.

. &im$a'' &im$a'' $ Organisation issubsidiary to management. Itembraces the duties of designatingthe departments and personnel thatare to carry on the work, de ningtheir functions and specifying therelations that are to eXist betweendepartments and individuals.

3. +o"i A''en $ Organisation is aprocess of i- identifying and groupingthe work to be performed ii- de ningand delegating responsibility andauthority and iii- establishing

relationships for the purpose of enabling people to work moste4ectively together in accomplishingob ectives.

18.G. R. Terry $ Organising is i- theestablishing of e4ective behaviouralrelationships among persons ii- sothat they may work togethere ciently and iii- gain personalsatisfaction in doing selected tasks

iv- under given environmentalconditions v- for the purpose of achieving some goal or ob ectives.

11.?o!n on; &a t and Re n>=eig $Organisation is an assemblage of people, materials, machines andother resources geared to taskaccomplishments through a series of interaction and integrated into asocial system.

The main points that follow fromabove de nitions of organisation are @

26


27/87

x. '

business unit is divided into di4erentsections or departments.

•. ach section or department isassigned a de nite function or duty.. The authority and responsibility of

each section or department or a groupof people are clearly de ned.

4! The interrelationship among variousdepartments and among the groups of people working in them is clearlyspeci ed.

2ee Fig. {.~ for a general organisationstructure.

Fig 6.7 - rganisation "tructure

Safety Organi ation de ned )Inferring from above general de nitions,2afety organisation can be de ned as thestructure and process by which groups of people employeesare divided intosections or departments, each section ordepartment is assigned speci c safety

function or duty, authority andresponsibility of everybody is clearlyde ned and interrelationship betweenthem is speci ed for the accomplishmentof organisational safety goals.

' large unit may have safetydepartment which may have groups of people for division of such safety functionand responsibilities. But in a small unit

ma ority- if such division is not possibleand only a few persons are available forsafety work, they will be assigned speci cduty and other departmental heads

production, purchase, personnel etc.- willbe eXplained their role and responsibilitytowards safety goals. 'll supervisors shallbe integrated with safety as part of theirduty. Z2afety is everybody?s duty? will beeXplained to all with their safety dutygiven in writing or by displaying at theirworkplaces.

Need 0Signi %an%e4 of Organi ation )

Organisation is the foundation orframework of the whole structure of management and contributes greatly tosuccess and continuity of an enterprise inthe following ways $

x. Facilitates administration and otherfunctions of management process.

•. Facilitates growth and diversi cation.. ;ermits optimum use of technological

improvements.. ncourages use of human beings.

}. 2timulates creativity.{. 'ttains maXimum e ciency with

minimum costs.

;lanning is the brain of a businessunit while organisation is its physicalstructure. 'll managerial functions likeplanning, directing, co$ordinating,controlling, budgeting, sta ng etc. areperformed through the medium of organisation.

Its importance is remarkablyeXplained by 'ndrew arnegie 'merican

27

'ain officeffice

/ ecuti eersonnel(ept!

ersonnel'anager

urc ase(ept!urc asefficer roduction

(ept!roduction'anager

"afety (ept!"afety

'anager

"ales (ept!"ales

'anager

#inance(ept!

#inance'anager

c ie ingoalsof t e nit


28/87

industrialist- @ ‚Take away our factories,take away our trade, our avenues of transportation, our money. 7eave usnothing but our organisation, and in fouryears we shall have re$establishedourselvesŠ.

Nat"re 0C!ara%teri ti% 4 of Organi ation ) Brie y they can bestated as under $

x. It is a set up to realise the ob ectivescommon purpose-.

•. It is a co$operative activity.. It is a process function- and structure

both.. Pivision into Pepartments or groups.

Pivision of labour.}. Pelegation of authority and

responsibility. The chain of superior $subordinate relationship is known asZchain of command?. 'uthoritystructure-.

{. Importance of human elementpeople-.

~. !ertical and hori ontal relationshipbetween man to man, ob to ob anddepartment to department.

|. It is closely linked with planning. Otherfunctions of management are not

possible without organisation.€. It is eXible and accommodatesenvironmental changes.

xz. It is stable and resists challenges.xx. ;rovides supervision, control and

review.x•. ;rovides mechanism of co$ordination.x . ;rovides channels of communication.x . ;rovides policies, procedures, rules

and regulations for systematicfunctioning.

x}. Backbone of management andregenerates everything frombeginning.

Prin%i#'e of Organi ation0Feat"re of a good Organi ationStr"%t"re4 ) They are summarised asunder $

x. nity of ob ective $ all are geared tocommon ob ectives.

•. 2pan of control $ each superior has

limited subordinates to report him.

. nity of command $ each subordinatehas only one superior to get command.

. 2calar principle $ clear chain of command from top to bottom.

}. o$ordination $ should eXist among allindividuals and groups.

{. ommunication $ should be open and

clear.~. Facilitates leadership.|. ;arity of authority and responsibility $

eXist by way of delegation.€. Xception principle $ only matters

beyond control may be referred tohigher levels.

xz. Functional de nition $ Functionsduties-, authority and responsibility of

every position should be clearlyde ned so as to avoid duplication oroverlapping.

xx. ciency $ optimum use of resourcesat minimum possible costs.

x•. FleXibility $ should accommodatechanges.

x . 2tability $ should resist challenges.x . ontinuity $ by training and

development of eXecutives andemployees.

x}. Balance $ between centralisation anddecentralisation.

x{. Pivision of work $ one member one

function.x~. nity of direction $ clear$cut directionat all levels. Pirections should besimple, easy to understand andunambiguous.

x|. 2implicity and clarity $ they add toe cacy of organisation.

Organi ation for Safety ) 2ee ;art{. .x of this hapter Z&eneral and2cienti c Functions?.

Safety e#artment ) 2ee ;art | of this hapter.Safety Committee ) 2ee ;art xx. .x of this hapter.Ty#e of Organi ation ) There areseven types of organisation @

x. 7ine, military, scalar or verticalorganisation.

•. 7ine " sta4 organisation.. Functional organisation.. ;roduct organisation.

}. ;ro ect organisation.{. #atriX organisation, and

28


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~. ommittees.

In Z7ine organisation? line of authorityis vertical owing from top to the bottomand no sta4 specialists. In ZFunctionalorganisation? the whole task is dividedinto specialised functions departments-

and hori ontal relationships also eXist.+ine StaD Organi ation ) Z7ine "

sta4 organisation? is a combination of lineand functional structures, line of authority

ows in a vertical line, but sta4 specialists are attached to line positions

to advise them on important matters andthese specialists do not have power of command over subordinates in otherdepartments, but they possess it oversubordinates in their own department e.g.

hief 2afety O cer has command oversafety o cers in his department but he

has no command over accounts o cer inother department. e has only advisoryrelationship with other departments likeproduction, personnel, 5P etc. 'common model of line " sta4 organisation is shown in Fig {.|.

Board of Pirectors

;' to #P #anaging Pirector ;5O

‡ F#

Finance ;roduction #arketing ;ersonnel 2afety#anager #anager #anager #anager #anager

hief '‡c 2ta4 ;urchase#anager

2ales#anage

r

2ta4 2afetyO cer

'ccountan

ts

2upervisor

s

2ta4 2ta4 7abour‡

(elfareo cers

2ta4

2ta4 (orkers 2upervisors

2upervisors

(orkers

(orkers (orkers

Fig. 6. ) 7ine and 2ta4 Organisation

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instructions are issued i.e. the employeesare Zdirected? to carry the orders. Thisprocess of inspiring and guiding peoplewhat to do and how to do the best of theirability is known as Z directing ?.

Thus after planning, organising andsta ng, directing is the fourth managerial

function. It is that part of themanagement process which guides,inspires, instructs and harnesses peopleto work e4ectively and e ciently toachieve the goals.

e nition )

1. ,r=i% and 9re%! $ Pirecting is theguidance, the inspiration, theleadership of those men and womenthat constitute the real core of theresponsibility of management.

(. ?. +. Ma ie $ Pirecting concerns thetotal manner in which a managerin uences the actions of subordinates.It is the nal action of a manager ingetting others to act after allpreparations have been completed.

Pro%e ) The process of directingconsists of the following steps @

x. Issue orders and instructions. Theyshould be clear, complete and withincapabilities of the followers.

•. ;rovide and continue guidance andsupervision to ensure that theassigned tasks are carried oute4ectively and e ciently.

. #aintain discipline and reward for goodwork.

. Inspire and motivate to work hard toachieve the goals.

Thus motivation, supervision,leadership and communication are themain elements of directing.

Nat"re of ire%tion ) The maincharacteristics of directing are @

x. !ervasive function $ every managerhas to guide and inspire hissubordinates.

•. Continuing or on$going function.

. in7ing function between preparatoryfunctions planning, organising andsta ng- and controlling.

. Creative function $ It converts plansinto performance. It is themanagement in actions. It brings lifefor organisation.

}. uman factor $ involves humanbehaviour for which motivation isuseful.

{. Chain of command $ It ows from topto bottom. ach superior directs hissubordinates.

Ro'e 0$ene t 4 of ire%tion )

It x- initiates action •- ensures co$ordination - improves e ciency ande4ectiveness - facilitates change and

}- assists stability and growth.

Prin%i#'e of ire%tion ) They are @

x. armon+ of o,;ectives $ #anagementshould take care of personal goals of employees with the organisationalgoals.

•. 8nit+ of command $ One subordinateshould get orders‡instructions from onesuperior only.

. #irect supervision $ There should bepersonal or direct supervision.

. )ood communication $ elps toimprove understanding and speed of work.

}. MaBimum contri,ution $ #anagersshould try to get maXimum possiblecontribution from each subordinate.

{. Appropriate techni?ues $ Thetechnijues should be suitable tosuperior, subordinates and situation toget e ciency.

~. trategic use of informal organisation$ 2ome informal groups should becontacted to decide direction.

|. Comprehension $ Orders should beclear, complete and understandable.

€. )ood eadership $ #anagers shouldguide and counsel subordinates to wintheir con dence and trust.

xz. Follo- up $ #anagers should follow$uptheir orders and modify if necessary.

Te%!ni "e of ire%tion ) &enerallyfour technijues are available for

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directing. They are delegation of authority, supervision, orders andinstructions.

By delegation of authority a superiorentrusts his subordinates with certainrights or powers. e assigns a part of hiswork and authorises him to do work.

2upervision means eXpert overseeingof subordinates at work to ensurecompliance of plans and procedures. 'toperating level it is most useful ande4ective.

The terms order, instruction, directiveand command are used interchangeablyin management literature. They mean toinitiate , modify or stop an activity. It is aprimary tool by which activities arestarted, altered, guided and terminated.

'bove de nitions, principles andtechnijues of direction are ejuallyapplicable to the area of safety andsafety managers should know and followthem while guiding, inspiring, motivatingand instructing workers to detect andremove unsafe conditions and actions andto maintain safe environment in their dayto day activities.

6.7.2 +eader !i# )

Meaning )

It is an indivisible part of the processof directing as eXplained in earlier part. Itis a tool or means which makes directione4ective. Pr. Terry says that managershave to manage business which meansthat they have to provide leadership.

They have to instil in them desire toachieve the goals, a desire to improvetheir performance and a sense of co$operation. If the managers fail to providesuch leadership the employees willsearch the leadership outside which maylead to con ict or distraction.

e nition )

1. &oont> and O@ onne'' $ 7eadershipis in uencing people to follow in theachievement of common goal.

(. Terry $ It is the ability of in uencingpeople to strive willingly for natural

ob ectives.

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{. Enthusiasm $ is rejuired in leader. eshould be self motivated and capableof motivating others.

~. no-ledge of * $ 7eader has to dealwith human beings and therefore heshould posses knowledge of humanresources.

|. Communicative s7ill $ e should bee4ective in his speech, talk andforceful impression.

€. ocial s7ill $ e should miX with hisfollowers freely and socially. e shouldappreciate others? opinion and workwith close co$operation.

xz. Technical competence $ Poubtlesslyhe must be technically morecompetent so that he can successfullyteach technical aspects.

+eader !i# Sty'e 0Te%!ni "e 4 ) Theyare of three types $x. 'utocratic or Pictatorial leadership.•. Pemocratic or onsultative or

;articipative leadership.. Free 5ein or 7aisse Faire leadership.

In autocratic leadership subordinateshave less freedom which increases indemocratic leadership. 2uperior en oysmore authority in autocratic leadership

and less authority in democraticleadership. 2ee Fig {.xz.

Fig 6.18 5elationship of two types ofleadership

A"to%rati% 'eader !i# is useful whensubordinates are illiterate, unskilled,untrained and secrecy in decision makingis rejuired. It can be applied when thereis a clear chain of command or clear$cutdivision of authority. Its features areretention of power, relying on orders onlyand close supervision.

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#otivation cannot succeed withoutcommunication. It is a process involvingthe transmission and reception of message, eliciting meaning in the mind of the receiver and resulting in appropriateaction which is desired.

Though one way communication such

as speech, posters, instruction, radio, T!has their uses, two way communicationsis the only e4ective way to transfer anidea from one mind to another. Two waycommunications allows for clari cationand ampli cation.

2afety communication should bemore clear, loud and e4ective. By goode4orts create responses, desires, insightand action as soon as possible. 'udiovisual display, transparency and modernteaching aid should be used for e4ectivecommunication.

e nition and Meaning )

1. Haimann $ ommunication meansthe process of passing informationand understanding from one person toanother. It is the process of impartingideas and making oneself understandby others. It is fundamental and vitalto all managerial functions.

(. Ne=man and S"mmer $ I t i s aneXchange of facts, ideas, opinions oremotions by two or more persons.

7. &oont> and O@ onne'' $ I t i s anintercourse by words, letters, symbolsor messages, and is a way that oneorganisation member shares meaningand understanding with another.

hester Bernard has stated ‚The rsteXecutive function is to develop andmaintain a system of communicationŠ.

It is communication when we speak,tell, write, read, watch, listen, hear or actor convey or transmit our message byeXpression or any other way of understanding feeling, attitudes, wishes,ideas, opinions, emotions, thoughts etc.;oor communication creates problem andgood communication solves it.

P"r#o e 0Ro'e or igni %an%e4 ofComm"ni%ation )

x. It is utmost necessary for planning,decision making, organising, directingand controlling.

•. ;lans cannot be implemented withoute4ective communication.

. Its basic purpose is to create mutualunderstanding and to secure desired

response.. #otivation and morale can be boostup.

}. uman relations can be improved.{. Training and development is not

possible without communication.~. o$ordination can be bridged by

communication.|. ;ublic relations can be maintained and

strengthened.€. It increases productivity and

performance.xz. It assists other functions.xx. It gives ob satisfaction.x•. It is a basis of leadership.x . It gives success to enterprise.

Pro%e of Comm"ni%ation )'ccording to 2hannon and (eaver, itconsists of following components orelements@

x. ender $ One who sends a message.

•. Message $ (hat is conveyed by thesender.. Encoding $ (ords, symbols, gestures

etc. by which the message istransmitted.

. Channel $ #edium or route throughwhich the message is passed i.e. faceto face, talk, phone, pager, radio, T!,letter etc.

}. *eceiver $ (ho receives the message.e may be a listener, reader or

observer.{. #ecoding $ The process of

understanding or interpreting by thereceiver.

~. Feed,ac7 $ #eans reply, response oracknowledgement of the receiver thathe has understood the message. Itmay be by words, actions oreXpressions. (hen the sender receivessuch feedback, the process of communication becomes complete.2ee Fig. {.xx.

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2ender #essage ncoding

x •

~ Feedback

(ecoding 5eceiver hannel{ }

Fig. 6.11 The ;rocess of ommunication

Nat"re of Comm"ni%ation )

x. It is a continuous process. Its stoppagemeans stoppage of human activity.

•. It is a two way process betweensender and receiver.

. It creates mutual understanding andhuman relation.

. It is a pervasive function i.e. rejuiredin all managerial functions.

Ty#e of C!anne' and Media ofComm"ni%ation )

ommunication

hannels #edia

OralFormal Informal (ritten

&rapevine,in alldirections-

lectronicPownward

&esture

pwardori ontal

Piagonal

Fig 6.1( hannels " #edia of ommunication

' communication channel is a routethrough which messages ow from thesender to the receiver. It is either formalor informal. Formal planned or

systematic- communication may ow indownward, upward, hori ontal or diagonal

direction and creates communicationnetworks. Informal i.e. uno cial or inter$personal unplanned and need base-communication ows in all directions andtherefore it is called structure less orgrapevine. Type of communication mediaare oral, written or gesture i.e. implied or

posture. 2ee Fig. {.x•. Their di4erencesare shown below@

No.

Forma'Comm"ni%ation

Informa'Comm"ni%ation

x O cialhannel.

no cialchannel.

• Intentional,deliberate,planned orsystematic.

Interpersonal,unplanned orspontaneous.

Impersonal. ;ersonal and2ocial.

2low andstructured.

Fast andunstructured.

} 2table andrigid.

FleXible andunstable.

{ Orientedtowards goalsand tasks.

Pirectedtowards goalsand needsatisfaction.

~ ;art oforganisationstructure.

uts acrossformalrelationship.

No.

o=n=ardComm"ni%ation

,#=ardComm"ni%ation

x From higher tolower level.

From lower tohigher level.

• Flowsdownward andfast.

Flows upwardand slow.

Pirective in

nature.

…on$directive.

;urpose is toget plansimplemented.

;urpose is toprovide feedback onperformance orto asksomething.

} Xamples@Orders,instructions,lectures,manuals,handbooks etc.

Xamples@5eports,jueries,2uggestions,appeals,protests,

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grievances,surveys etc.

No.

Ora'Comm"ni%ation

/rittenComm"ni%ation

x &enerallyinformal.

&enerallyformal.

• Involves talkingand listening. Involves writingand reading.Feedback isjuick andinstantaneous.

Feedback isdelayed due totime oftransmission.

conomical. Xpensive andstable.

} FleXible andfaster.

5igid, slow andelaborate.

{ 2uitable forshortmessages.

2uitable forlengthy andorganisedmessages.

~ …o permanentrecord. earand forget.5ecording ispossible

'uthentic andcredible recordis possible.

| Xamples@ Faceto face talk,groupmeetings,phone etc.

Xamples@letters, memos,

Ps,handbooks,manuals,reports, mail,etc.

iDeren%e of Ty#e =it! Media)-

Ora' /ritteno=n=ard Comm"ni%ation )-

;ersonalinstructions,lectures, meetings,

conferences,interviews,employeecounselling, bells,whistles,telephone, movies,slides, publicaddress system

;'2-, social andcultural gatherings,union activities.

Orders andinstructions,letters, mail,

circulars, memos,posters, bulletin,house organs,handbooks, Ps,manuals, annualreports, policystatements, unionpublications,informationalracks.

,#=ard Comm"ni%ation )-Face to face talk, ;ersonal letters,

oral report, eXitinterviews, phone,meetings andconferences, socialand cultural a4airs.

mail, writtenreports, Ps,suggestionscheme,grievanceprocedure,surveys, union

publications.Hori>onta' Comm"ni%ation )-7ectures, talks,meetings andconferences, phoneand intercom,movies and slides,social a4airs, unionactivities.

7etters andmemos, reports,carbons, memo,graphs, posters,bulletin,handbooks,manuals, houseorgans, unionpublications,

mail.iagona' Comm"ni%ation )-

Inter$departmentaloral injuiry, talksand meetings,phone andintercom to otherdepartment, socialgatherings ofmiXed groups.

Inter$departmentalletters, memos,reports,suggestions,ob ections, mailetc.

Too' of Comm"ni%ation ) They are

the means through which information iscommunicated. They can be classi ed asunder @

Ora' 0*er$a'4 ) ;ersonal contact,talk, phone, meetings, audio,video etc.

/ritten ) 7etters, circulars, memos,reports, notices, handbooks,manuals, booklets, maga ines,bulletins, mail etc.

*i "a' ) …ewsreel, lm, video, play,posters, pictures, boards etc.

Informa' ) asual or incidental talk,meetings etc.

9arrier to Comm"ni%ation )

Pespite of growth in communicationsystem and modern electronic media, itmay fail due to following barriers orobstacles.

x. Incomplete, ambiguous or badlyeXpressed message.

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•. 'bsence of clarity of thought.. 'bsence of brevity and eXactness,

unwanted length, words, repetitions,over$elaboration etc.

. Timeliness i.e. the message does notreach in time.

}. 7ack of attention by the receivers.

{. Organisational barrier $ 2calar chain of command, ltering of message,discouragement to informalcommunication, eXcessive control etc.

~. 2tatus barrier $ 2ubordinate has fear toreport everything to superior and mayhide unpleasant facts.

|. ;erceptual barrier $ 5eceiver may payattention only on that part where hehas interest or liking and mayunderrate or lter the message.

€. Information overload $ Pue to overloadwork, managers may ignore somemessage, may forget to inform somepeople or may send incompletemessage.

xz. ;remature evaluation $ The receiverevaluates the message before gettingcomplete information i.e. he derivespremature conclusion.

xx. hannel distortion $ ;hysical,#echanical or electronic disturbance ormistransmission due to channel

distortion.x•. Improper order of information.x . Improper selection of medium.x . motional or sentimental messages.x}. hange of meaning during

transmission.x{. nwanted assumptions either by

sender or receiver or both.

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correct-, the sender supplies ad ustedinformation to the receiver. Then clearunderstanding takes place between themand in both the ways. Thus two$waycommunication with correct feedback- isthe e4ective communication. 2ee Fig.{.x

'sk the audience whether they haveunderstood what you have eXplained. &ettheir feedback point or topic wise andthen proceed further. One waytransmission may go overhead. Thereforeinvolve the listeners, ask juestions,opinions and make the atmosphere live.First assess the needs, concerns,problems, age$group, levels of knowledgeand eXperience of the participants andselect the media and method accordingly.

4ective listening steps are sensing,interpreting, evaluating and responding

feed back-.&roup discussion, practical,

assignment etc. are good programmes of two$way communication.

In two$way communication feedbackis rejuired which is not possible withoutgood listening. Factors of good listeningare @

x. 2top talking and thinking other sub ect.

•. mphasi e.. #aintain eye$contact.. 2hare responsibility for communication

and}. larify and interrogate if not

understood.

Two way communication is a key of success.

Comm"ni%ation and Gro"#ynami% )

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The groups perform four functions of x- 2ocialising the new employees •-

&etting the work done - Pecisionmaking and - ontrol measures.

&roup dynamics states followingcharacteristics of a group @

x. Str"%t"re $ ach member occupies aposition in the group depending on hisstatus, power, eXperience,aggressiveness etc. 7eadership is aspecial status.

•. Ro'e $ Pepending on position, themembers perform three types of roles @eXpected role, perceived role andenacted role.

. Norm $ mean prescriptions foracceptable behaviour determined bythe group.

. Informa' manageria' ro'e $#anagers can perform three types of roles x- Interpersonal roles as a

gurehead, leader and liaison o cer•- Informational roles as disseminator,

monitor and spokesperson -Pecisional roles as entrepreneur,disturbance handler, resource allocaterand negotiator enr+ Mint=,erg -.

}. Informa' %omm"ni%ation y tem $or grapevine communications in all

directions should be utilised to attainob ectives.

2upervisors? good behaviour withtheir workers, informal relations andtaking interest in their personal mattersand paying constant attention for theirindividual growth, give desired results.2uch behaviour is much more useful tomake the workers safety oriented.2ympathetic and fatherly behaviour isthe best form of communication. &roupdynamics should not disintegrate theorganisation, rather it should strengthenintegration. 'rt of communication shouldbe developed for this purpose by givingspecial training to the superiors.

6.7.: Contro''ing for Safety )

To complete the management cycle itis important to know about the function of controlling after knowing about planning,

organising, sta ng and directing.

e nition )

1. &oont> and O@ onne'' @ #anagerialcontrol implies the measurement of accomplishment against the standardand the correction of deviations toassure attainment of ob ectives

according to plans.(. Ro$ert N. Ant!ony @ #anagementcontrol is the process by whichmanagers assure that resources areobtained and used e4ectively ande ciently in the accomplishment of an organisation?s ob ectives.

7. r. George Terry @ ontrol isdetermining what is beingaccomplished, that is evaluating theperformance and if necessary,applying corrective measures so thatthe performance takes placeaccording to plans.

5. Mary C" !ing Ni'e @ (hereplanning sets the course, controlobserves deviations from the courseand initiates action to return to thechosen or to an appropriatelychanged one.

2. Peter F. r"% er @ ontrol maintainsthe ejuilibrium between ends andmeans, output and e4ort.

6. Hayne and Ma ie @ Fundamentallyontrolling is any process that guidesactivity towards some predeterminedgoal. The essence of the concept is indetermining whether the activity isachieving the desired results.

:. Henry Fayo' @ In an undertaking,control consists in verifying whethereverything occurs in conformity withthe plan adopted, the instructionsissued and principles established. Ithas for ob ect to point outweaknesses and errors in order torectify them and prevent recurrence.It operates on everything people andactions.

. Hi% and G"''et D ontrolling is theprocess by which management sees if what did happen was what wassupposed to happen. If not, necessaryad ustments are made.

Thus controlling is aimed at x-

monitoring the outcome of activities •-reviewing feedback about this outcome

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and - if necessary, take correctiveaction to achieve the outcome accordingto the plan.

ontrol function is closely connectedto planning. It can be said an e4ectivecounterpart to planning.

sing these de nitions, %ontro''ingfor afety can be de ned as ‚a processthat veri es and guides activities towardspredetermined planned- safety goals andtakes necessary action, if rejuired, toachieve the goals.Š

C!ara%teri ti% ) #ain characteristicsnature- of control are that it is x- a

system •- universal - a continuousprocess - forward looking }- anin uence process and {- involvingmeasurement.

Need 0P"r#o e4 ) Its main purpose arex- to measure progress •- to uncover

deviations of change, delegation,mistakes, compleXity etc., and - toindicate corrective action.

Im#ortan%e 0$ene t 4 ) It o4ers x-&uide to operations •- ;olicy veri cation

- #anagerial accountability -mployee morale }- ;sychological

pressure and {- o$ordination in action.Ty#e 0&ind 4 ) ontrols are of threekinds x- Feedback control •- oncurrentcontrol and - Feed forward control.

Area of Contro') They are over x-personnel •- performance of production

with safety- - Finance and - #orale.

Ste# 0E'ement 4 of Contro' Pro%e ) They are x- stablishment of

standards $ jualitative and juantitative•- #easurement of performance -omparing performance with standards

- 'nalysis of Peviations and }- Takingcorrective action.

Re "irement of EDe%ti

8/19/2019 06. C

06. CHAPTER - 6 Safety Management

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