a safe and healthy environment
TRANSCRIPT
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Presented by:
Arpana Roy, CP1112
Pranay Bisani, CP0412
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Safety
Introduction
What is Safety?
Types of Accidents Need for Safety
Safety Programme
Health
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Why do these accidents occur?
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Accidents
Internal
Major
Fatal Disability
Temporary
Partial Total
Permanent
Partial Total
External
Minor
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Cost Saving
Increased Productivity
Moral
Legal
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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
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Development of safetypolicy
Organization forsafety
Analysis of causesand accidents
Implementationof the
programme
Evaluation ofeffectiveness
Strategic choices
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Physical health
Mental health
Noise control
Work stress
AIDS
Alcoholism and drug abuse
Violence in the work place
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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
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Perception
Past Experience
Social Support
Individual Differences
StressorStress
The EnvironmentThe Individual
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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
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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
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Emotional
Exhaustion
Depersonalisation
Feeling a lack of
personal
Accomplishment
Personal, Job and
organisational
stressors
Attitudinal andBehavioural
symptoms of
Burnout
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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
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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
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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.
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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
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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
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