Into to Safety Mgmt Flashcards
The _____ tells everyone what you do. The _____ lets everyone know who you are.
a. safety values statement, safety program
b. safety management system, company policy
c. vision statement, mission statement
d. mission statement, vision statement
d. mission statement, vision statement
What is better than developing goals?
Developing SMART Operational Objectives
What does SMART stand for?
SMART: Specific, Measurable, Action-oriented, Relevant, and Timely.
Which of the following statements is written as an objective?
a. Improve safety and health awareness through increased training
b. Gain credibility with the local community
c. Lower our workers compensation costs this year
d. Lower the number of serious accidents by 20% by the end of the year
d. Lower the number of serious accidents by 20% by the end of the year
According to Dan Petersen, management is first of all interested in how the safety professional’s ideas relate to _____.
a. workers compensation
b. OSHA
c. safety
d. profits
profits
According to the National Safety Council, when considering all industries nationally, the average direct and indirect claim costs for a lost time injuries is more than $______ and fatalities average over $______.
According to the National Safety Council, when considering all industries nationally, the average direct and indirect claim costs for a lost time injuries is more than $40,000, and fatalities average over $1 million.
Direct Costs vs. indirect costs for safety (injury)
Direct Costs are medical costs and indemnity payments.
Indirect Costs refer to production time lost by the injured employee, fellow workers and supervisors; spoiled product, unhappy customers; cleanup time; schedule delays; training new employees; overhead costs; legal fees and an increase in insurance costs.
What is the difference between accountability and responsibility?
Responsibility may be thought of as simply the “obligation to fulfill a duty or task.” To be responsible, you need only be assigned one or more duties.
Accountability, on the other hand, may be thought of as establishing the “obligation to fulfill a task to a required level of performance or else.” When you are held accountable, your performance is measured against some specific criteria or standard and consequences are applied appropriate to the level or quality of performance.
The Six Elements of an Effective Accountability System
Element 1: Formal Standards of Performance
Element 2: Adequate Resources and Psychosocial Support
Element 3: A System of Performance Measurement
What is the primary purpose of psychosocial support in the workplace?
a. Increase line production
b. Reduce employee stress
c. Improve company profits
d. Decrease errors in production
b
What is the different between tough-coercive and tough-controlling leadership?
Tough-Coercive Leadership
Managers with a tough-coercive leadership style are tough on safety to protect themselves from litigation and OSHA citations. Their motivated by a need to fulfill their legal obligations and that’s it. Tough-coercive leadership has the following characteristics:
The manager’s approach to controlling performance may primarily rely on the threat of punishment.
The culture is fear-driven because management resorts to an accountability system that emphasizes negative consequences.
What managers do and say communicate messages that create negative untrusting relationships with employees.
Employees perform only to the level that avoids negative consequences. They will comply, but excellent performance is rare.
Employee turnover is high due to the lack of job satisfaction and increased stress.
Tough-Controlling Leadership
Managers using a tough-controlling leadership approach are tough on safety primarily to control losses. They consider safety as a “loss control” function. They may have high standards for behavior and performance, and feel the need for tight control of all aspects of work to ensure compliance.
Tough-controlling leadership approach has the following characteristics:
It is considered the “traditional” management model.
Management is interested in effective safety to successfully reduces injuries and illnesses, thereby cutting production costs.
Managers may rely on a balance of negative and positive reinforcement to control behaviors.
Tight control is necessary to achieve numerical goals.
Communication is typically top-down and information is used to control.
A safety “director” is usually appointed to act as a cop: responsible for controlling the safety function.
The safety culture is less fear-based, yet compliance is still the primary safety goal.
What is Tough caring leadership?
ough-Caring Leadership
Tough-caring leaders are tough on safety because they care about the success of their employees first. This approach is similar to the more familiar “servant-leader” model in which leaders serve those they lead.
The tough-caring leadership model represents a major shift in leadership and management thinking from the tough controlling model. Characteristics of this approach include:
Managers understand that complying with the law, controlling losses, and improving production can best be assured if employees are motivated, safe, and able.
Management understands that they can best fulfill their commitment to external customers by fulfilling their obligations to internal customers: their employees.
Communication is typically all-way: bottom up as well as top-down.
Information is used to share so that everyone succeeds.
The safety manager is considered a consultant, not a cop.
A high level of safety involvement and ownership, mutual respect, and trust exists between labor and management.
The difference between leading and lagging KPIs
lagging indicators or results statistics over which top managers actually have little of no direct control
Recognition Programs tend to generate what kinds of operant conditioning?
Both positive reinforcement and negative punishment occur in safety recognition programs that reward one employee for being first, best, or most improved. At the same time the one winner receives positive reinforcement, everyone else receives negative punishment because they are, in fact, losers. Everyone else may have performed quite well, but since they were not the best, positive recognition is withheld. The result is one winner and many losers.
