A Safe and healthy environment

7/27/2019 A Safe and healthy environment

1/22

Presented by:

Arpana Roy, CP1112

Pranay Bisani, CP0412


2/22

Safety

Introduction

What is Safety?

Types of Accidents Need for Safety

Safety Programme

Health

2


3/22

Why do these accidents occur?

3


4/22

4


5/22

Accidents

Internal

Major

Fatal Disability

Temporary

Partial Total

Permanent

Partial Total

External

Minor

5


6/22

6

Cost Saving

Increased Productivity

Moral

Legal


7/22

5 Basic Principles:

1. Multiplicity of factors.

2. Identification of potential hazards,

providing effective safety facilities andequipment and to take prompt remedial

action.

3. Safety policies.

4. Responsibility of management andsupervisors.

5. Training in safe methods of work

7


8/22

Development of safetypolicy

Organization forsafety

Analysis of causesand accidents

Implementationof the

programme

Evaluation ofeffectiveness

Strategic choices

8


9/229


10/22

Physical health

Mental health

Noise control

Work stress

AIDS

Alcoholism and drug abuse

Violence in the work place

10


11/22

Health Hazards Causes

Lung cancerCoke oven emissions, asbestos, active

or passive cigarette smoke

White lung disease Asbestos

Black lung disease Coal dust

Brown lung disease Cotton dust

Leukemia Benzene, radiation

Cancer of other organsAsbestos, radiation, vinyl chloride,

coke over emissionsSterility/reproductive

problemsRadiation

Deteriorating eye-sight Chemical fumes, office equipment

Hearing impairment High noise levels

11


12/22

Perception

Past Experience

Social Support

Individual Differences

StressorStress

The EnvironmentThe Individual

12


13/2213

Individual LevelPersonality

Role Overload

Role Conflict

Role Ambiguity

Task-Characteristics

Group Level

Managerial Behaviour

Lack of Cohesiveness

Intra-group conflict

Status Incongruence

Sexual harassment

Work place violence

Organisational Level

Climate

Management styles

Organisational life cycle

Extra- Organisational

Family

Economy

Lack of mobilityQuality of Life

Moderating Variables

Perception

Past Experience

Social Support

Individual Differences

Behavioural

Satisfaction

Performance

Absenteeism

Turn over

Accidents

substance Abuse

Physiology

Increased-blood pressure

High cholesterol heart

disease

Burnout

Cognitive

Poor Decision-making

Lack of concentration

forgetfulness

Stressors

Stress

Outcome


14/22

Stress Burnout

The person feels fatigueThe individual encounters chronic

exhaustion

The person is anxious The individual is hypertensive

The person is dissatisfied with his or her

job

The individual is bored and cynical about

the work

The persons job commitment hasdropped off

The individual's job commitment is

virtually nil; he/she is mentally

detached from the organisation

The person feels moodyThe individual feels impatient, irritable

and unwilling to talk to others

The person feels guiltyThe individual encounters mental

depression

The person is having difficulty in

concentrating he/she tends to forget

things

The individual does not seem to know

where he/she is; forgetfulness is become

more frequent

The person undergoes physiological

changes such as increased blood pressure

and heartbeat

The individual begins to voice

psychosomatic complaints

Source: Richard M. Hodgetts, Organisational Behaviour, p.345 14


15/22

Emotional

Exhaustion

Depersonalisation

Feeling a lack of

personal

Accomplishment

Personal, Job and

organisational

stressors

Attitudinal andBehavioural

symptoms of

Burnout

15


16/22

Physical

signs

Emotional

signs

Mental

signs

Relational

signs

Spiritual

signs

Behavioural

signs

Appetite

changes Bad temperLacking

humour IsolationA feeling of

emptiness Pacing

Headaches Anxiety Dull senses Defensive Apathy Swearing

Fatigue Nightmares Lethargy IntoleranceInability to

forgive

Substance

abuse

Insomnia Irritability Boredom Resentment Cynicism Nail biting

Indigestion DepressionIndecisivene

ssLoneliness

Loss of

direction

Slumped

posture

Cold FrustrationForgetfulnes

sNagging Doubt Restlessness

Weightchange

Oversensitivity

Poorconcentratio

n

Lower sexdrive

Need toprove self

Risk aversion

Teeth

grinding

Mood

swings

Personality

changeAggression

Negative

look

Eating

disorder

Tension FearfulnessStuck in

pastabuse Gloom Headaches

Source: Suzanne C. De Junasz, et al., Interpersonal Skills in Organisation, p.72 16


17/22

One of the major causes of stress for managers comes from

time pressures. No matter how fast some managers work andhow much time they put in, they are still unable to get all

their work done. One of the most effective ways of dealing

with this problem is the use of time management technique.

Today many organisations are training their managers how to

get more done in less time. Some of the most helpfulguidelines for effective time management are:

Make out a to do list that identifies everything that must

be done during the day. This helps keep track of work

progress.

Delegate as much minor work as possible to subordinates. Determine when you do the best workmorning or

afternoon and schedule the most difficult assignments for

this time period.

Set time aside, preferably at least one hour, during the

day when visitors or other interruptions are not permitted.17


18/22

Have the secretary screen all incoming calls in order toturn away those that are minor or do not require yourpersonal attention.

Eat lunch in the office one or two days a week in orderto save time and give yourself the opportunity to catch

up on paperwork. Discourage drop-in visitors by turning your desk so that

you do not have eye contact with the door or hallway.

Read standing up. The average person reads faster andmore accurately when in a less comfortable position.

Make telephone calls between 4.30 and 5.00 pm. Peopletend to keep these conversations brief so that they cango home.

Do not feel guilty about those things that have not beenaccomplished today. Put them on the top of the to dolist for tomorrow.

18


19/22

Organisational

Stress Management

Programmes

Work Stressors

Workload

Job Conditions Role Conflict and Ambiguity

Career Development

Interpersonal Relations

Aggressive Behaviour

Conflict between Work and

other Roles

Outcomes of Stress

Physiological

Emotional BehaviouralEmployee

Perceptions/

Experience of

Stress

Targeted at

19


20/22

20


21/22

A. Moderately Injurious B. Highly Injurious

Property damage, vandalismPhysical attacks and

assaults

Sabotage Psychological traumaPushing, fist fights Anger-related accidents

Major violations of company

policyRape

Frequent arguments withcustomers, co-workers or

supervisors

Arson

Theft Murder

Source: Bernardin, et al., op. cit., p.419

21


22/22

22

A Safe and healthy environment

Documents

Transcript of A Safe and healthy environment