A6 ORGANISATIONAL FACTORS

Question 1

QUANTITATIVE

Answer 1

1

Question 2

QUALTITATIVE

Answer 2

1

Question 3

6.1 INTERNAL INFLUENCES ON H&S IN AN ORGANISATION

Answer 3

5 INFLUENCES
FINANCE - BUDJETS TRAINING AND MAINTENANCE
TRADE UNIONS - GOOD WORKING RELATIONSHIPS LEAD TO
1)BETTER CONTROL OF WORKPLACE RISKS
2) LOWER ACCIDENT RATES
3) POSITIVE CLIMATE/CULTURE
PRODUCTION GOALS - TIME PRESSURE TO MEET PRODUCTION & ORGANISATIONAL GOALS DEMANDS INCREASE ACCIDENT RATES & BONUSES MAY COMPROMISE SAFETY

Question 4

EXTERNAL INFLUENCES ON H&S IN AN ORGANISATION

Answer 4

LEGISLATION - SETS THE MINIMIM STANDARD OF ACCEPTABLE BEHAVIOUR - ENFORCEMENT ACTION
PARLIAMENT/HSE - REGULATION/DEREGULATION & STRATEGIC DIRECTION OF HSE
ENFORCEMENT AGENCIES - HSE, LOCAL AUTHORITIES, AND OFFICE OF RAIL REGULATION. SUPPORT GOVENMENT STRATERGIES
COURT & TRIBUNALS - INTERPRET LEGISLATION AND SET LEGAL PRECEDENTS WHICH INFLUENCE H&S PRACTISE
CONTRACTS - EXERCISE REASONABLE CARE FOR THE EMPLOYEES PHYSICAL AND PSYCHOLOGICAL WELLBEING
CLIENT/CONTRACTOR RELATIONSHIP C.D.M - SUPPLY CHAIN PRESSURES TO PERFORM TO HIGH STANDARDS OF H&S
PUBLIC OPINION - WORKFORCE AND CUSTOMER BASE - ACCIDENTS HAVE A NEGATICE IMPACT ON PUBLIC OPINION. THINK THE 3 P’S PITTY, PRAISE, AND PROMISE TO PUT IT RIGHT
INSURANCE COMPANIES - TAKE AN ACTIVE INTEREST IN RISK MANAGEMENT, INFLUCENCE ORGANISATIONAL BEHAVIOUR THROUGH TRAINING AND CONSULTANCY SUPPORT AND SETTING CONDITIONS FOR EMPLOYERS LIABILITY INSURANCE
TRADE UNIONS -LOBBYING GOVENMENT, RESEARCH AND TRAINING, SUPPORT MEMBERS

Question 5

6.2 TYPES OF ORGANISATIONS

WHAT IS SYSTEMS THEORY

Answer 5

THE STUDY OF SELF-REGULATING SYSTEMS

BASICALLY DO WHAT YOU SAID YOU WERE GOING TO DO

Question 6

6.2 ORGANISATIONAL STRUCTURES AND FUNCTIONS - INCLUDING FORMAL AND INFORMAL, LARGE OR SMALL, ORGANISATION CHARTS, ROLE OF MANAGEMENT

Answer 6

1

Question 7

6.2 POTENTIAL CONFLICT BETWEEN ORGANISATIONAL GOALS AND THOSE OF THE INDIVIDUAL

Answer 7

1

Question 8

6.2 THE INTERGRATION OF THE GOALS OF THE ORGANISATION WITH THE NEEDS OF THE INDIVIDUAL -AUTHORITY RESPONSIBILITY, ACCOUNTABILITY

Answer 8

1

Question 9

6.3 THIRD PARTY CONTROL

THIRD PARTIES; CONTRACTOS, VISITORS, TRESPASSERS AND MEMEBERS OF THE PUBLIC

Answer 9

1

Question 10

6.3 CRIMINAL LAE DUTIES OWED TO THIRD PARTIES UNDER THE HEALTH AND SAFETY AT WORK ETC ACT 1974 AND THE MANAGEMENT OF HEALTH AND SAFETY AT WORK REGULATIONS

Answer 10

1

Question 11

6.3 INTERNAL RULES AND PROCEDURES CONCERNED WITH THE SELECTION, APPOINTMENT AND CONTROL OF CONTRACTORS

Answer 11

1

Question 12

6.3 RESPONSIBILITIES FOR CONTROL OF RISK ASSOSICATED WITH CONTRACTORS AND VISITOS

Answer 12

1

Question 13

6.3 REQUIREMENTS TO PROVIDE INFORMATION RELATING TO HAZARDS/RISKS TO THIRD PARTIES

Answer 13

1

Question 14

6.4 CONSULATION WITH EMPLOYEES

THE ROLE AND BENEFITS OF CONSULTATION WITHIN THE WORKPLACE

Answer 14

1

Question 15

6. 4 FORMAL CONSULTATION:
7. 4 -FUNCTIONS AND RIGHTS OF REPRESENTATIVES ON HEALTH AND SAFETY (TRADE UNION APPOINTED ELECTED)
   - FUNCTIONS OF A SAFETY COMMITTE
   - FORMAL CONSULTATION DIRECTLY WITH EMPLOYEES

Answer 15

1

Question 16

6. 4 INFORMAL CONSULATION
   - DISCUSSION GROUPS, SAFETY CIRCLES, DEPARTMENTAL MEETINGS, EMPLOYEE DUSCYSSION
   - BEHAVIOURAL ASPECTS ASSOCIAED WITH CONSULTATION - PEER GROUP PRESSURES, DANGER OF TOKENISM, POTENTIAL AREAS OF CONFLICT.

Answer 16

1

Question 17

6.5 DEVELOPMENT OF A HEALTH AND SAFETY MANAGEMENT INFORMATION SYSTEM - THE RELEVANT LEGAL REQUIREMENTS AND THE DATA IT SHOULD CONTAIN

Answer 17

1

Question 18

6.5 THE DEVELOPMENT OF A HEALTH AND SAFETY MANAGEMENT INFORMATION SYSTEM WITHING THE WORKPLACE

Answer 18

1

Question 19

6.5 TYPES OF DATA WITHIN A HEALTH AND SAFETY MANAGEMENT INFORMATION SYSTEM: EG, LOSS EVENT DATA, COST DATA, SUPPLIERS DATA, RESULTS OD AUDITS/INSPECTIONS

Answer 19

1

Question 20

6. 5 LEGAL REQUIREMENTS AND PRACTICAL ARRANGEMENTS FOR PROVIDING HEALTH AND SAFETY INFORMATION:
   - INTERNALLY TO EMPLOYEES, TEMPORARY WORKERS, CONTRACOTS, ETC
   - EXTERNALLY TO CUSTOMERS SUPPLIERS ENFORCEMENT AUTHORITIES, EMPLOYMENT AGENCIES, MEMEBERS OF THE PUBLIC AND OTHERS

Answer 20

1

Question 21

6.6 HEALTH AND SAFETY CULTURE AND CLIMATE

MEANING OF HEALTH AND SAFETY CULTURE AND CLIMATE

Answer 21

1

Question 22

6.6 IMPACT OF ORGANISATIONAL CULTURAL FACTORS AND ASSOCIATED VALUES ON INDIVIDUAL BEHAVIOUR

Answer 22

1

Question 23

6.6 INDICATORS OF CULTURE

Answer 23

1

Question 24

6.6 CORRELATION BETWEEN HEALTH AND SAFETY CULTURE/CLIMATE AND HEALTH AND SAFETY PERFORMANCE

Answer 24

1

Question 25

6.6 MEASUREMENT OF THE CULTURE AND CLIMATE, EG SAFETY CLIMATE ASSESSMENT TOOLS, PERCEPTION SURVEYS, FINDINGS OF ACCIDENT/INCIDENT INVESTIGATIONS, EFFECTIVENESS OF COMMUNICATION, EVIDENCE OF COMMITEMENT BY PERSONNEL AT ALL LEVELS IN THE ORGANISATION

Answer 25

1

Question 26

6.7 FACTORS THAT MAY PROMOTE A POSITIVE HEALTH AND SAFETY CULTURE (EG, MANAGEMENT COMMITMENT AND LEADERSHIP, HIGH BUSINESS PROFILE TO HEALTH AND SAFETY, PROVISION OF INFORMATION, INVOLVEMENT AND CONSULTATION, TRAINING, PROMOTION OF OWNERSHIP, SETTING AND MEETING TARGETS )

Answer 26

1

Question 27

6.7 FACTORS THAT MAY PROMOTE A NEGATIVE HEALTH AND SAFETY CULTURE (EG ORGANISATINAL CHANGE, LACK OF CONFIDENCE IN ORGANISATION OBJECTIVES AND METHODS, UNCERTAINTY, MANAGEMENT DECISIONS THAT PREJUDUCE MUTUAL TRSYT OR LEAD TO MIXED SIGNALS REGARDING COMMITMENT

Answer 27

1

Question 28

6.7 EFFECTING CULTURAL CHANGE PLANNING AND COMMUNICATION, STRONG LEADERSHIP, THE NEED FOR A GRADUALIST (STEP BY STEP) APPROACH, DIRECT AND INDIRECT ACTION TO PROMOTE CHANGE (INCLDUING CULTURAL DIVIDENTS FROM RISK ASSESSMENT) STRONG EMPLOYEE ENGAGEMENT, OWENERSHIP AT ALL LEVELS, TRAINING AND PERFORMANCE MEASUREMENTS, IMPORTANCE OF FEEDBACK

Answer 28

1

Question 29

6.7 PROBLEMS AND PITFALLS (EG ATTEMPTS TO CHANGE CULTURE TOO RAPIDLY, ADOPTING TOO BROAD AN APPROACH, ABSENCE OF TRUST IN COMMUNICATIOS, RESISTANCE TO CHANGE

Answer 29

1

Question 30

Why may H&S not be seen as a priority by the management of an organisation?

Answer 30

Competes with other priorities such as production of goods and services which is the basic rationale of an organisation. May be seen as an unproductive cost.

Question 31

Internal Sources of info on H&S From

Answer 31

Internal Sources of info on H&S From

1. accident and medical records
2. company doctors
3. RAs & maintenance reports
4. JIs with safety reps, audits, surveys, sampling, tours & safety comm minutes

Question 32

External Sources of info from

Answer 32

External Sources of info from

1. national legislations
2. MSDS and manuals
3. CoP & Guidance notes
4. National / int standards, journals & magz
5. trade associations & local safety groups

Question 33

Demonstrating Top Management Commitment

Answer 33

• Ensuring availability of resources
• Defining roles and responsibilities
• Appointing a member of top mgmt with specific responsibility for H&S
• Appointing competent person
• Reviewing performance at board level
  (In summary People, Time & Money)

Question 34

Definition of Culture (re H&S)

Answer 34

“The safety culture of an organisation is the shared attitudes, values, beliefs and behaviours relating to health and safety”

Question 35

Correlation between Culture and Performance

Answer 35

Strong link between safety culture and H&S performance. Organisations with positive culture tend to have a good performance

Question 36

Positive Culture indicators

Answer 36

Workers thing H&S important
Mgrs think about H&S implications of their decisions
Everyone works safely because they want to
People who do not share this view are in the minority
Clear link between safety culture and H&S performance
People work safely, therefore fewer accidents and less ill-health
Organisations strive to create a strong, positive safety culture because when there is one, it has a direct influence on worker behaviour

Question 37

Negative Culture indicators

Answer 37

Workers think H&S unimportant
Mgrs do not consider H&S in their decisions
Other priorities dictate their actions
Workers behave unsafely, often because they do not know any better
Safety-conscious workers are in the minority
Lack of attention to H&S by the organisation
Low standards, poor behaviours and accidents may occur

Question 38

Indicators used to Assess Culture

Answer 38

Accidents - comparisons with previous years & similar organisations, standard of any investigations and effort put in to prevent recurrence
Sickness Rates - a lot of ill-health is caused, or made worse, by work. Sickness rates can be used in the same way that accident rates are
Absenteeism - high level indicates workers are either not able, or not willing, to come to work
Staff turnover - Low staff turnover may indicate a good safety culture, while high staff turnover may indicate the opposite
Compliance with Safety Rules - in a positive safety culture workers wan to work safely. In a negative culture, workers break the rules because they are not well trained and there is poor supervision
Complaints About Working Conditions - an organisation with positive culture will encourage complaints, but few serious ones will be made, negative culture discourages complaints but many will be legitimate and serious

Question 39

Influence of Peers

Answer 39

• interaction
• influence
• hierarchy
• norms
• peer group pressure