Key Functions
The main focus of the discussions in this paper would be safety. There are numerous dimensions of safety and so far, the top three dimensions that the organization’s safety department will focus on will be humanitarian concerns, insurance and other costs of accidents, and the safety image of the company. Humanitarian concerns may include all the efforts that the company has made in order to ensure that their obligation (as mandated by the federal government) to ensure a healthy and safe working environment to their stakeholders, especially their employees, is well met (e.g. sick leaves, compensation claims, among others) . Insurances and other costs of accidents should also be automatic because their existence dramatically decreases the cost of workplace-related accidents. As long as these two main obligations are met, the company’s safety image would be far from being harmed.
Just like any other organization, the current organization’s safety department is going to be a part of a chain of command. A chain of command determines an entity’s placement within an organization’s framework. It determines which entities would be under or above it in terms of control. It also determines which ones are at the same level. This is important because it minimizes confusion within the organization especially in decision-making situations.
There are five organizational entities above the position of the safety manager. The topmost position is held by the Chief Executive Officer. Needless to say, all other executive and non-executive officers would have to report to this person. The list includes entities that are below the safety manager’s level. This means that the CEO has a direct control of the safety level of the organization even though safety-related tasks are the main responsibility of the safety manager.
This is followed by the Chief Operating Officer. This person is most likely responsible for all operations-related aspects of the organization. This naturally includes the safety aspect. This is because safety concerns (and the consequences of such concerns) can directly affect operations after all. The last three levels above the safety department manager’s level would be the Senior Vice President, Division President, and Regional Operation Manager.
The safety manager would have to work with these entities in order to carry out all of his safety-related initiatives . Most likely, his involvement with the higher-ups would involve seeking approval for safety initiative proposals. This happens before all details of a new safety initiative is disseminated and implemented throughout the safety department. This would include the district safety chairs (six). The safety manager is also mandated to work with the loss prevention manager to ensure the smoothness of operations.
Key Personnel
The three key personnel that will be discussed here would be the safety director, safety manager, and the safety supervisors. The safety director would be responsible for the total safety regulation within the organization. All safety related concerns would have to be reported to this person. This is because he, in turn, would have to regularly report to the management team. Therefore, he needs all functional members of the safety department to cooperate.
The safety manager’s role is akin to that of the director. However, the scope will be significantly smaller. Each manager is often responsible of a certain district or line or business. They are expected, however, to work with the functional members of their district. This is to maintain safety standards in their jurisdiction.
The safety supervisors would be the most hands-on safety management team member. This is because he is the one in charge of the day to day safety-related operations. He reports to and works closely with the manager. Similarly, there can be numerous supervisors in a manager’s jurisdiction. They are to work together to ensure the safety of a certain division.
Safety Management Tools
The main safety management tool here would be microcomputers. The rationale behind this choice would be the fact that technology can make safety levels within the organization better. Microcomputers can be embedded with software solutions that would enable almost real-time tracking capabilities to the safety personnel. This means that should any adjustments be needed, they would be able to execute them. Ideally, the use of microcomputers should be integrated with the entire function of the organization to enable a more effective safety monitoring.
Safety Management Program
Safety management programs are important in that they dictate the success of an organization’s safety campaign. The first one here would be safety training and personnel protection. This enables that all personnel are equipped with the tools and knowledge they need to abide with organizational standards. Standards are put in place to be followed after all. Without the tools and knowledge, the employees would basically be a safety liability.
Accidents happen. It does when one least expects them. This is where the importance of first aid training comes. This would be effective in minimizing the impacts of a workplace incident. It also empowers the employees to act almost immediately in case of an accident.
Fire is one of the worst enemies of a business. It also happens unexpectedly. Prevention, in this case, would always be better. Educating the employees how to prevent fires would have a higher yield. However, training them how to respond to fire-related incidents would also be needed. With both, the can minimize the potential impacts of fire as a safety concern to the organization.
And lastly, jobsite inspections should be done regularly. This is because all loopholes in the system can be identified through inspections. Without inspections some problem may never be identified. Usually, it all starts with problem ignorance. The important thing is that all identified problems get solved as soon as possible. Moreover, safety inspections should not only be done in the job sites but in other high risk areas as well.
References
Goetsch, D. (2011). Occupational Safety and Health for Technologists and Engineers. http://www.tamuc.edu/academics/cvSyllabi/syllabi/201480/82494.pdf.
Siu, O., Phillips, D., & Leung, T. (2004). Safety climate and safety performance among construction workers in Hong Kong: The role of psychological strains as mediators. Accident Analysis and Prevention, http://commons.ln.edu.hk/cgi/viewcontent.cgi?article=1026&context=sw_master.
