1 © 2010 nkumbwa™. all rights reserved. human factors in management sir. eng. r. l. nkumbwa™

1© 2010 Nkumbwa™. All Rights Reserved.

Human Factors in ManagementHuman Factors in Management

Sir. Eng. R. L. Nkumbwa™Sir. Eng. R. L. Nkumbwa™www.nkumbwa.weebly.comwww.nkumbwa.weebly.com


OutlineOutline

1.1. ErgonomicsErgonomics

2.2. Knowledge ManagementKnowledge Management

3.3. Rewards & RecognitionRewards & Recognition

4.4. Safety & HealthSafety & Health

5.5. Effective TeamsEffective Teams

6.6. Conducting Effective MeetingsConducting Effective Meetings


ErgonomicsErgonomics


WHAT IS ERGONOMICS?WHAT IS ERGONOMICS?

- It is the practice of arranging the environment to fit the person- It is the practice of arranging the environment to fit the person

working in it.working in it.

- Ergonomic principles help reduce the risk of potential- Ergonomic principles help reduce the risk of potential

injuries from :injuries from :

* Overuse of muscles * Bad Posture* Overuse of muscles * Bad Posture

* Repetitive motion* Repetitive motion

- Objective of ergonomics is to accommodate workers- Objective of ergonomics is to accommodate workers

through the design of:through the design of:

* Tasks * Controls * Tools* Tasks * Controls * Tools

* Work stations * Displays * Lighting & equipment* Work stations * Displays * Lighting & equipment


WHY IS THERE A CONCERN?WHY IS THERE A CONCERN?

- Recognition that risks exist within the workplace, both in- Recognition that risks exist within the workplace, both in

the factory and office areas.the factory and office areas.

- Commitment to providing a “Clean, Safe and Attractive”- Commitment to providing a “Clean, Safe and Attractive”

work environment for employees.work environment for employees.

- Benefits from Safety improvements create the same for- Benefits from Safety improvements create the same for

Productivity and Quality of product. Productivity and Quality of product.

- Regulatory requirements (OSHA).- Regulatory requirements (OSHA).


WHAT MAKES AN EFFECTIVE PROGRAM?WHAT MAKES AN EFFECTIVE PROGRAM?

- Management commitment and employee involvement - Management commitment and employee involvement

are essential.are essential.

- Management can provide:- Management can provide:

* Resources ( Time, people, financial )* Resources ( Time, people, financial )

* Managing & motivating forces behind effort* Managing & motivating forces behind effort

- Employees can provide:- Employees can provide:

* Intimate knowledge of the jobs performed* Intimate knowledge of the jobs performed

* Identification of existing & potential hazards* Identification of existing & potential hazards

- Together they provide the solutions to the issues. - Together they provide the solutions to the issues.


RELATED DISORDERS/INJURIESRELATED DISORDERS/INJURIES

- Musculo-skeletal system of the body is affected.- Musculo-skeletal system of the body is affected.

- Illnesses affect the structure of the body:- Illnesses affect the structure of the body:

* Muscles * Nerves * Tendons * Joints* Muscles * Nerves * Tendons * Joints

* Ligaments * Bones * Supporting body tissue* Ligaments * Bones * Supporting body tissue

- Injuries are disorders of the: - Injuries are disorders of the:

* Back * Neck * Upper/lower extremities* Back * Neck * Upper/lower extremities

* Shoulders * Strains, sprains, tissue inflammation * Shoulders * Strains, sprains, tissue inflammation

& dislocation & dislocation


DISORDERS/INJURIES CONTINUEDDISORDERS/INJURIES CONTINUED

Cumulative Trauma DisordersCumulative Trauma Disorders

- Can affect nearly all tissues, nerves, tendons & muscles.- Can affect nearly all tissues, nerves, tendons & muscles.

- Upper extremities most affected.- Upper extremities most affected.

- Develop gradually from repeated forceful actions.- Develop gradually from repeated forceful actions.

Carpal Tunnel SyndromeCarpal Tunnel Syndrome

- Affects the hands and wrists.- Affects the hands and wrists.

- Develops due to repeated or forceful manual tasks.- Develops due to repeated or forceful manual tasks.

Back DisordersBack Disorders

- Pulled or strained muscles, ligaments, tendons & disks.- Pulled or strained muscles, ligaments, tendons & disks.

- Most disorders result from long term injury.- Most disorders result from long term injury.

- Excessive or repetitive twisting, bending or lifting. - Excessive or repetitive twisting, bending or lifting.


CAUSES & CONTRIBUTING FACTORSCAUSES & CONTRIBUTING FACTORS

SHORT TERM INJURIES/Acute exposures:SHORT TERM INJURIES/Acute exposures:

- Identifiable accident or trauma caused injury- Identifiable accident or trauma caused injury

LONG TERM INJURIES/Chronic exposuresLONG TERM INJURIES/Chronic exposures

- Problems builds over time, no specific accident source- Problems builds over time, no specific accident source

UNSAFE CONDITIONS UNSAFE ACTIONSUNSAFE CONDITIONS UNSAFE ACTIONS

- Weight of object - Improper lifting/lowering- Weight of object - Improper lifting/lowering

- Size & shape - Twisting with a load- Size & shape - Twisting with a load

- Height of work - Excessive reaching- Height of work - Excessive reaching

- Housekeeping - Lifting beyond capacity- Housekeeping - Lifting beyond capacity


HAZARD PREVENTION & CONTROLHAZARD PREVENTION & CONTROL

ENGINEERING CONTROLSENGINEERING CONTROLS

- Eliminate the task or unnecessary movement.- Eliminate the task or unnecessary movement.

- Reduce weights of loads, increase handling capacity of- Reduce weights of loads, increase handling capacity of

equipment.equipment.

- Workspace modifications.- Workspace modifications.

- Use handles or “easy grip” surfaces.- Use handles or “easy grip” surfaces.

- Investigate quality problems that may cause stresses.- Investigate quality problems that may cause stresses.

- Lift properly, keeping loads close to body.- Lift properly, keeping loads close to body.

- Logical, convenient controls and displays.- Logical, convenient controls and displays.


HAZARD PREVENTION & CONTROLHAZARD PREVENTION & CONTROLCONTINUEDCONTINUED

ADMINISTRATIVE & PROCESS CONTROLSADMINISTRATIVE & PROCESS CONTROLS

- Work rest or break scheduling.- Work rest or break scheduling.

- Training in proper lifting techniques & ergonomics.- Training in proper lifting techniques & ergonomics.

- Job orientation, training and follow up.- Job orientation, training and follow up.

- Rotation between high & low stress tasks.- Rotation between high & low stress tasks.

- Housekeeping.- Housekeeping.

- Video study and evaluation of job tasks.- Video study and evaluation of job tasks.

- Use of effective job safety analysis program.- Use of effective job safety analysis program.

- Enforcement of existing procedures. - Enforcement of existing procedures.


ERGONOMIC MODIFICATION PROCESSERGONOMIC MODIFICATION PROCESS

1) Identify existing or potential problems1) Identify existing or potential problems

- Analyze injury data- Analyze injury data

- Interview staff & employees- Interview staff & employees

- Observe work activity- Observe work activity

- Conduct initial ergonomic evaluation- Conduct initial ergonomic evaluation

2) Identify & evaluate risk factors involved.2) Identify & evaluate risk factors involved.

3) Review data, info. with Management and employees.3) Review data, info. with Management and employees.

4) Design & implement corrective measures.4) Design & implement corrective measures.

5) Monitor & evaluate effectiveness of corrective measures.5) Monitor & evaluate effectiveness of corrective measures.


INTERVENTION DESIGNINTERVENTION DESIGNCONSIDERATIONSCONSIDERATIONS

1) Task, Job and Workplace Factors1) Task, Job and Workplace Factors

2) Employee Factors2) Employee Factors

3) Process / Human Interface3) Process / Human Interface

4) Management and Supervision Styles4) Management and Supervision Styles


RISK FACTORSRISK FACTORS

WORK ENVIROMENTWORK ENVIROMENT

- Temperature & humidity- Temperature & humidity

- Air velocity- Air velocity

- Lighting & glare- Lighting & glare

- Noise levels- Noise levels

Work StationWork Station

- Working heights- Working heights

- Reaching, awkward postures- Reaching, awkward postures

- Workplace & workpiece access- Workplace & workpiece access

- Furniture, floor surfaces- Furniture, floor surfaces


RISK FACTORS CONTINUEDRISK FACTORS CONTINUED

TOOLS & EQUIPMENTTOOLS & EQUIPMENT

- Vibration- Vibration

- Hand posture, grip & grasp- Hand posture, grip & grasp

- Hand pressure & forces- Hand pressure & forces

- Tool design, condition & maintenance- Tool design, condition & maintenance

- Controls & displays (layout, function)- Controls & displays (layout, function)

MATERIALS & CONTAINERSMATERIALS & CONTAINERS

- Lifting/Lowering - Twisting/turning- Lifting/Lowering - Twisting/turning

- Pushing/pulling - Grip & grasp - Pushing/pulling - Grip & grasp

- Repetitive motions - Size, weight, handles, edges- Repetitive motions - Size, weight, handles, edges


RISK FACTORS CONTINUEDRISK FACTORS CONTINUED

HUMAN FACTORSHUMAN FACTORS

- Static body postures- Static body postures

- Body size & strength- Body size & strength

- Body movements- Body movements

- Workload- Workload

- Handling methods- Handling methods

- Employee condition & motivation- Employee condition & motivation


WORK PRACTICE CONTROLSWORK PRACTICE CONTROLS

The key elements of an effective work practice program are:The key elements of an effective work practice program are:

- Instruction in proper work techniques.- Instruction in proper work techniques.

- Employee training & conditioning.- Employee training & conditioning.

- Regular monitoring.- Regular monitoring.

- Feedback.- Feedback.

- Adjustments.- Adjustments.

- Modification.- Modification.

- Maintenance.- Maintenance.


WORK AT WORKING SAFELYWORK AT WORKING SAFELY

Awareness of ergonomics and the causes of related disordersAwareness of ergonomics and the causes of related disorders

is critical in prevention efforts:is critical in prevention efforts:

- Cooperate with employer in making related design - Cooperate with employer in making related design

changes in the workplace.changes in the workplace.

- Be aware of signs & symptoms indicating a possible - Be aware of signs & symptoms indicating a possible

problem or injury caused by poor workplace design.problem or injury caused by poor workplace design.

- Participate in hazard controls initiated by employer.- Participate in hazard controls initiated by employer.

- Be aware of job-specific techniques used to alleviate- Be aware of job-specific techniques used to alleviate

ergonomic issues.ergonomic issues.

- Follow doctor’s instructions, if under treatment.- Follow doctor’s instructions, if under treatment.


Knowledge ManagementKnowledge Management


The cutting edge of organizational success (Nonaka, 1991)

The engine transforming global economies (Bell, 1973, 1978)

Leading us toward a new type of work with new types of workers (Blackler, Reed and Whitaker, 1993)

The element that will lead to the demise of private enterprise capitalism (Heilbruner, 1976)

The sum total of value-added in an enterprise (Peters, 1993)

The “mobile and heterogeneous [resource that will end the] hegemony of financial capital [and allow employees to] seize power” (Sveiby & Lloyd, 1987)

Why Knowledge Management?

Knowledge is fast becoming a primary factor of production (e.g., Handy, 1989, 1994; Peter, 1993; Drucker, 1992)

Knowledge is: Knowledge results in:

Conclusion

The “learning organization” (Mayo & Lank, 1995)

The “brain-based organization” (Harari, 1994)

Intellectual capital” (Stewart, 1994)

“Learning partnerships” (Lorange, 1995)

Obsolete capitalists economies and radically different societies (Drucker, 1993)

Source: Theseus International Management Institute, February 2000


“Knowledge management is leveraging

relevant intellectual assets to enhance

organizational performance.”

What is knowledge management?

Stankosky, 2002

What is Knowledge Management


•Dow Chemical: $100m

•Silicon Graphics: $2.8m

•Texas Instruments: $500m (cost avoidance)

•Computer Sciences Corp: $5.8b

•Chevron: $150m

•Cemex: (average delivery time 20 minutes)

•Ford: 3 month reduction in cycle time

•Cisco: One hour virtual financial close

KM Pays Off—True KM Implementation and ResultsKM Pays Off—True KM Implementation and Results

23© 2010 Nkumbwa™. All Rights Reserved.LEADERSHIP ORGANIZATION TECHNOLOGY LEARNING

People Processes Technology

Infrastructure Management and Maintenance

Business Strategy

Implementation /Operational Plans

• Business Process / Best Practices

• Capabilities• Environmental

Influences

• Value Added

Ente

rpris

e En

ablin

g

Business D

rivers

Baldanza, 1999

Input

Process

Output

Efficiency Effectiveness

KM Starts with the Business Strategy


Organizational Culture 80%

Lack of Ownership 64%

Info/Comms Technology 55%

Non-Standardized Processes 53%

Organizational Structure 54%

Top Management Commitment 46%

Rewards / Recognition 46%

Individual vice Team Emphasis 45%

Staff Turnover 30%

Barriers to Knowledge Management Success

Earnst & Young KM International Survey, 1996 (431 senior executive responses)

Results From International Survey:


M U L T I P L E D I S C I P L I N E S

KNOWLEDGE MANAGEMENTThe Architecture of Enterprise Engineering

Systems Engineering Organization Development Organization BehaviorSystems Management

E-mailOLAPData WarehousingSearch EnginesDecision SupportProcess ModelingManagement ToolsCommunications

TECHNOLOGY

TECHNOLOGY

BPR - Processes - ProceduresMetricsMBOTQM/LWorkflowCommunications

ORGANIZATION

ORGANIZATION

Business CultureStrategic Planning - Vision and GoalsClimateGrowthSegmentationCommunications

LEADERSHIP

LEADERSHIP

IntuitionInnovation vs. InventionLearning CommunityVirtual TeamsShared ResultsExchange ForumsCommunications

LEARNING

LEARNING

Environmental InfluencesSocial

Political Governmental

Economic

LEADERSHIP

TECHNOLOGY

LEARNING ORGANIZATION

M U L T I P L E D I S C I P L I N E S

KNOWLEDGE MANAGEMENTThe Architecture of Enterprise Engineering

Systems Engineering Organization Development Organization BehaviorSystems Management

E-mailOLAPData WarehousingSearch EnginesDecision SupportProcess ModelingManagement ToolsCommunications

TECHNOLOGY

TECHNOLOGY

BPR - Processes - ProceduresMetricsMBOTQM/LWorkflowCommunications

ORGANIZATION

ORGANIZATION

Business CultureStrategic Planning - Vision and GoalsClimateGrowthSegmentationCommunications

LEADERSHIP

LEADERSHIP

IntuitionInnovation vs. InventionLearning CommunityVirtual TeamsShared ResultsExchange ForumsCommunications

LEARNING

LEARNING

Environmental InfluencesSocial

Political Governmental

Economic

LEADERSHIP

TECHNOLOGY


LEADERSHIP

TECHNOLOGY


Key Elements to Engineering a KM System

Theory: A formulation of apparent relationships or underlying principles of certain observed phenomena which has been verified to some degree.

Webster’s New World Dictionary


SYSTEMSTHINKING

SYSTEMSANALYSIS

SYSTEMSMANAGEMENT

SYSTEMSENGINEERING /

BPR

INFORMATIONSYSTEMS

ENGINEERINGAND

MANAGEMENT

KNOWLEDGEMANAGEMENTENGINEERING

THE ENTERPRISE

INTEGRATIVE MANAGEMENT / ENGINEERING

KNOWLEDGE MANAGEMENT INFRASTRUCTURE

THE ENTERPRISE

INTEGRATIVE MANAGEMENT / ENGINEERING

KNOWLEDGE MANAGEMENT INFRASTRUCTURE

SYSTEMS APPROACH

INPUT PROCESS OUTPUT

Knowledge Management Engineering - Overview


INPUTS PROCESS OUTPUTS

FEEDBACK

Stankosky 2001

FEEDBACK

Knowledge Engineering, Integration, and Management

Enhanced

organizational

performance

Efficiency

Effectiveness

Innovation

Enhanced

organizational

performance

Efficiency

Effectiveness

Innovation

Integrative Management

Management Plans Systems Approach Teams

Methods and Standards Information Systems Enterprise

Assess Design Plan Implement

Integrative Management

Management Plans Systems Approach Teams

Methods and Standards Information Systems Enterprise

Assess Design Plan ImplementAssess Design Plan Implement

E n t e r p r i s e

M a t e r i a l a n d E q u i p m e n t

I N P U T P R O C E S S O U T P U TI N P U T P R O C E S S O U T P U T

L a b o r

G e n e r a lP u b l i c

C a p i t a l

L a n d

C u s t o m e r s

E c o l o g y

G o v e r n m e n t

C o m p e t i t o r s

T e c h n o l o g y

F e e d b a c k C o n t r o l s

T h e O r g a n i z a t i o n



I N P U T P R O C E S S O U T P U TI N P U T P R O C E S S O U T P U TI N P U T P R O C E S S O U T P U TI N P U T P R O C E S S O U T P U T

L a b o rL a b o r



C a p i t a lC a p i t a l

L a n dL a n d

C u s t o m e r sC u s t o m e r s

E c o l o g yE c o l o g y

G o v e r n m e n tG o v e r n m e n t

C o m p e t i t o r sC o m p e t i t o r s

T e c h n o l o g yT e c h n o l o g y



S t r a t e g i c G o a l s

( M e a s u r a b l e )

I n t e l l e c t u a l a s s e t s( D e c i s i o n

M a k i n g )

LD

ER

SH

IP

OR

G

TE

CH

LE

AR

NIN

GE n t e r p r i s e



L a b o r


C a p i t a l

L a n d

C u s t o m e r s

E c o l o g y

G o v e r n m e n t


T e c h n o l o g y






L a b o rL a b o r




L a n dL a n d








E n t e r p r i s e



L a b o r


C a p i t a l

L a n d

C u s t o m e r s

E c o l o g y

G o v e r n m e n t


T e c h n o l o g y






L a b o rL a b o r




L a n dL a n d








S t r a t e g i c G o a l s

( M e a s u r a b l e )

I n t e l l e c t u a l a s s e t s( D e c i s i o n

M a k i n g )

LD

ER

SH

IP

OR

G

TE

CH

LE

AR

NIN

G

LD

ER

SH

IP

OR

G

TE

CH

LE

AR

NIN

G

LD

ER

SH

IP

OR

G

TE

CH

LE

AR

NIN

G

Assure Generation

Codification Transfer Use

Codification Personalization

KM Technologies• Collaborative• Distributive• Codified

Organization

Formal Informal

Functions

Processes

Intellectual Assets(Operational)

Assure Generation

Codification Transfer Use

Codification PersonalizationCodification Personalization


Organization

Formal Informal



Organization

Formal Informal

OrganizationOrganization

Formal InformalFormalFormal InformalInformal

Functions

Processes

Functions

Processes




Embodies a theory for knowledge management, with validated key elements as design inputs

Enterprise-wide approach in the design of a knowledge management system

Systems’ perspective throughout the various phases of system design

Integrates both integrative management and systems engineering disciplines into a single construct to ensure successful design, implementation, and management of a knowledge management system.

Summary

If taking a true systems approach, a knowledge management system will enhance efficiency, effectiveness, and innovation

through leveraging its enterprise’s intellectual assets.


Rewards & RecognitionRewards & Recognition



Seven steps for a rewards and recognition systemSeven steps for a rewards and recognition system

1. Develop a rewards and recognition strategy. • Starting with the organization’s priorities and values,

determine the behaviors you want to recognize (these are your strategic objectives) and the strategic initiatives you may need to take within each facet of your pride and recognition program.




2. Review your formal awards. • You may need to make adjustments to the awards

programs you already have to ensure they support your strategic objectives.




3. Align your informal awards. • Your informal awards also need to reinforce your overall

directions and values. The key here is to customize your informal awards to fit your culture and employees.




4. Determine the reinforcing day-to-day managerial behaviors. • What we are looking at here is ‘walking the talk’. The

management team at all levels needs to be aware of how their day-to-day decisions and actions affect employees’ behavior. Organizational health surveys and other feedback mechanisms may assist managers in gaining this understanding and in making adjustments where required.




5. Align other management systems. • Consider whether other systems such as performance

management, training, resource allocation and staffing support your pride and recognition strategy and program.




6. Establish a feedback system. • An on-going approach to monitoring and improving the

program will ensure it continues to promote the changing culture and directions of your organization. You might consider integrating reward and recognition indicators with financial and other performance measures.




7. Market the program. • Bring attention to your activities, not only within your

organization, but also to other departments and external agencies and associations.


Safety & HealthSafety & Health


Why Worry about Safety? Why Worry about Safety?

Why do you need to be concerned about safety?Why do you need to be concerned about safety?

Hurt

DOL

EPA

$$$$

Lost time

WC Pain!

Loss


Why Worry: Common ReasonsWhy Worry: Common Reasons

Getting hurt isn’t fun!!!Getting hurt isn’t fun!!!


Not All Pain is GainNot All Pain is Gain

Nobody likes getting hurt. Healthy employees are more Nobody likes getting hurt. Healthy employees are more productive employees. productive employees.



Getting hurt isn’t fun!!!Getting hurt isn’t fun!!! Cost of AccidentsCost of Accidents


Cost of AccidentsCost of Accidents

Direct CostsDirect Costs Medical Costs (including worker’s comp)Medical Costs (including worker’s comp) Indemnity PaymentsIndemnity Payments

Indirect costsIndirect costs Time Lost (by worker and supervisor)Time Lost (by worker and supervisor) Schedule delaysSchedule delays Training new employeesTraining new employees Cleanup time / equipment repairsCleanup time / equipment repairs Legal feesLegal fees


Cost of Accidents: Cost of Accidents: The Iceberg EffectThe Iceberg Effect

On average, the indirect costs of On average, the indirect costs of accidents exceed the direct accidents exceed the direct costs by a 4:1 ratiocosts by a 4:1 ratio



Getting hurt isn’t fun!!!Getting hurt isn’t fun!!! Cost of AccidentsCost of Accidents Legal Issues and LiabilityLegal Issues and Liability


Legal Issues and LiabilityLegal Issues and Liability

As a result of safety violations:As a result of safety violations: You can be named in a law suitYou can be named in a law suit Criminal charges may be filed against youCriminal charges may be filed against you You can be cited by an enforcement agencyYou can be cited by an enforcement agency You can be fined by an enforcement agencyYou can be fined by an enforcement agency Your lab/workplace can be shut down by an enforcement Your lab/workplace can be shut down by an enforcement

agencyagency



Because of personal liability, and you can be named as a Because of personal liability, and you can be named as a defendant in a lawsuit defendant in a lawsuit Working for a company does not protect you. Working for a company does not protect you.



You can have criminal You can have criminal charges filed against you.charges filed against you. Negligent supervisors and Negligent supervisors and

employers have been employers have been charged with charged with manslaughtermanslaughter



You can be cited by an enforcement agencyYou can be cited by an enforcement agency State Department of Labor (DOL)State Department of Labor (DOL)

DOL is currently inspecting departments on campusDOL is currently inspecting departments on campus

EPAEPA They’ve already been here, and they’re coming back!They’ve already been here, and they’re coming back!

Federal OSHA has authority to get involvedFederal OSHA has authority to get involved GM plant in OKCGM plant in OKC



You can be fined by an enforcement agencyYou can be fined by an enforcement agency State DOL will issue citations firstState DOL will issue citations first EPA will levy fines…EPA will levy fines…

Boston University was fined $750,000 in 1997Boston University was fined $750,000 in 1997 Brown University was fined $500,000 in 2000 Brown University was fined $500,000 in 2000 University of Hawaii was fined $1.7 million in DecemberUniversity of Hawaii was fined $1.7 million in December



Cease and desist orders: if the violations are serious Cease and desist orders: if the violations are serious enough, agencies such as DOL, OSHA, and the EPA can enough, agencies such as DOL, OSHA, and the EPA can (and will) shut down the job site until the problems are (and will) shut down the job site until the problems are corrected.corrected.


So how do you protect yourself?So how do you protect yourself?

????????????????


Understanding Accident CausesUnderstanding Accident Causes

Accidents are caused by:Accidents are caused by: Unsafe actsUnsafe acts Unsafe conditionsUnsafe conditions


Accident CausesAccident Causes

Unsafe ConditionsUnsafe Conditions Easiest to correct (and very cost effective)Easiest to correct (and very cost effective) Easiest to preventEasiest to prevent

Safety auditsSafety audits Safety inspectionsSafety inspections Maintenance schedules for equipmentMaintenance schedules for equipment Encouraging employee reportingEncouraging employee reporting Good housekeepingGood housekeeping


Accident CausesAccident Causes

Unsafe ActsUnsafe Acts Most difficult to addressMost difficult to address

Changing behavior isn’t easyChanging behavior isn’t easy

Best prevented by developing a “safety culture”Best prevented by developing a “safety culture”


Safety CulturesSafety Cultures

Establish accountability for safetyEstablish accountability for safety Define safety responsibilitiesDefine safety responsibilities


Establishing Accountability: Establishing Accountability: Performance EvaluationsPerformance Evaluations

Employees should be evaluated on their safety Employees should be evaluated on their safety performanceperformance Doing a job correctly includes doing it safelyDoing a job correctly includes doing it safely

Job description revisions may include generic job Job description revisions may include generic job descriptions with:descriptions with: ““Must follow all general and safety policies and Must follow all general and safety policies and

procedures as established by the department, procedures as established by the department, college/division, and university.”college/division, and university.”


Establishing AccountabilityEstablishing Accountability

Charge back systemsCharge back systems Safety goalsSafety goals

Accident costsAccident costs Equipment damageEquipment damage Lost timeLost time

Accident ratesAccident rates First aid #sFirst aid #s Workers comp #sWorkers comp #s

Loss ratios (including automobile rates)Loss ratios (including automobile rates) Safety ActivitiesSafety Activities

Safety meetings, inspections, using PPESafety meetings, inspections, using PPE


Defining ResponsibilitiesDefining Responsibilities

Employee responsibilities include:Employee responsibilities include: Recognizing safety hazardsRecognizing safety hazards Reporting safety hazardsReporting safety hazards Maintaining good housekeepingMaintaining good housekeeping Working safelyWorking safely Using personal protective equipment (PPE)Using personal protective equipment (PPE) Making the most of safety trainingMaking the most of safety training



Employer responsibilities include:Employer responsibilities include: Providing access to informationProviding access to information

Haz Com - MSDSs, written programHaz Com - MSDSs, written program Bloodborne Pathogens – written programBloodborne Pathogens – written program Lab Safety – chemical hygiene planLab Safety – chemical hygiene plan



Employer responsibilities (cont.)Employer responsibilities (cont.) Providing personal protective equipmentProviding personal protective equipment

From OSHA 1910.132: “Protective equipment, including personal protective From OSHA 1910.132: “Protective equipment, including personal protective equipment for eyes, face, head, and extremities, protective clothing, respiratory equipment for eyes, face, head, and extremities, protective clothing, respiratory devices, and protective shields and barriers, shall be provided, used, and devices, and protective shields and barriers, shall be provided, used, and maintained in a sanitary and reliable condition wherever it is necessary by reason maintained in a sanitary and reliable condition wherever it is necessary by reason of hazards of processes or environment, chemical hazards, radiological hazards, or of hazards of processes or environment, chemical hazards, radiological hazards, or mechanical irritants encountered in a manner capable of causing injury or mechanical irritants encountered in a manner capable of causing injury or impairment in the function of any part of the body through absorption, inhalation impairment in the function of any part of the body through absorption, inhalation or physical contact.”or physical contact.”



Employer responsibilities (cont.)Employer responsibilities (cont.) Providing trainingProviding training

Hazard CommunicationsHazard Communications Annual & within first 30 days of employment, also when new hazards Annual & within first 30 days of employment, also when new hazards

are introducedare introduced Quarterly safety training (required by state)Quarterly safety training (required by state) Special programsSpecial programs

Laboratory Laboratory Bloodborne pathogensBloodborne pathogens RespiratorsRespirators ForkliftsForklifts



Employer responsibilities (cont.)Employer responsibilities (cont.) OSHA General Duty Clause: “Each employer OSHA General Duty Clause: “Each employer

Has the general duty to furnish each employee with employment and places Has the general duty to furnish each employee with employment and places of employment of employment free from recognized hazardsfree from recognized hazards causing or likely to cause causing or likely to cause death or serious physical harm.death or serious physical harm.

The specific duty of complying with safety and health standards The specific duty of complying with safety and health standards promulgated under the act.”promulgated under the act.”


So what does all this mean?So what does all this mean?

It means that safety is everybody’s business. From the It means that safety is everybody’s business. From the moral aspect to the legal aspect, we all benefit from a safe moral aspect to the legal aspect, we all benefit from a safe work environment. work environment.


Effective TeamsEffective Teams


Your Organization Can Benefit from TeamsYour Organization Can Benefit from Teams

Team output usually exceeds individual output.Team output usually exceeds individual output. Complex problems can be solved more effectively.Complex problems can be solved more effectively. Creative ideas usually are stimulated in the presence of other Creative ideas usually are stimulated in the presence of other

individuals who have the same focus, passion, and excitement.individuals who have the same focus, passion, and excitement. Teams both appreciate and take advantage of diversity.Teams both appreciate and take advantage of diversity. Support arises among team members.Support arises among team members.


The Importance of Creating High The Importance of Creating High Performance TeamsPerformance Teams

Characteristics of High Performing Characteristics of High Performing TeamsTeams Small SizeSmall Size Complimentary SkillsComplimentary Skills Common PurposeCommon Purpose Specific GoalsSpecific Goals Mutual AccountabilityMutual Accountability


The Five Stages of The Five Stages of Team DevelopmentTeam Development

FormingForming StormingStorming NormingNorming PerformingPerforming AdjourningAdjourning


Variations in Productivity and Morale Variations in Productivity and Morale during Team Developmentduring Team Development


Adapting Leadership Style to Facilitate Team Adapting Leadership Style to Facilitate Team DevelopmentDevelopment

Provide Direction – focus is on the task; getting the job doneProvide Direction – focus is on the task; getting the job done Identifying purpose, setting rules, identifying goals and Identifying purpose, setting rules, identifying goals and

performance standardsperformance standards Provide Support - focus is on inter-relationships; Provide Support - focus is on inter-relationships;

how the team works togetherhow the team works together Developing harmony, cohesion, Developing harmony, cohesion,

participation and listening, praisingparticipation and listening, praising


Adapting Leadership Style to Facilitate Adapting Leadership Style to Facilitate Team DevelopmentTeam Development

StructuringStructuring ResolvingResolving CollaboratingCollaborating ValidatingValidating


Leadership StyleLeadership Style


Leadership Style and Team DevelopmentLeadership Style and Team Development


Some hints to get through these stagesSome hints to get through these stages

Forming: Forming: Be clear on your purpose and problemBe clear on your purpose and problem Agree on ground rules for meetings and behavioursAgree on ground rules for meetings and behaviours Set goals and timetables, assign tasksSet goals and timetables, assign tasks

Storming:Storming: Encourage different points of view about the projectEncourage different points of view about the project Break down the project into small parts and seek Break down the project into small parts and seek

small successessmall successes


Some hints to get through these stagesSome hints to get through these stages

Norming: Norming: Move from being directive to being supportive Move from being directive to being supportive Challenge the group to analyze and resolve personal Challenge the group to analyze and resolve personal

disagreements disagreements Stick to your goals and timetablesStick to your goals and timetables

Performing:Performing: Encourage everyone in the team to be equal Encourage everyone in the team to be equal

members members Have lots of regular communicationHave lots of regular communication


Transforming Existing Work Groups into High Performing Transforming Existing Work Groups into High Performing TeamsTeams

Assessing and Solving Problems to Team EffectivenessAssessing and Solving Problems to Team Effectiveness Lateness and absenteeism at meetings, negative gossip, not helping Lateness and absenteeism at meetings, negative gossip, not helping

othersothers

Problem Awareness: Determining Symptoms of Problem Awareness: Determining Symptoms of Ineffective TeamsIneffective Teams Over Dependency on the LeaderOver Dependency on the Leader Unrealized DecisionsUnrealized Decisions Hidden ConflictsHidden Conflicts Fighting without ResolutionFighting without Resolution SubgroupsSubgroups


Transforming Existing Work Groups into High Performing Transforming Existing Work Groups into High Performing TeamsTeams

Problem IdentificationProblem Identification Weak Sense of DirectionWeak Sense of Direction InfightingInfighting Shirking of ResponsibilitiesShirking of Responsibilities Lack of TrustLack of Trust Critical Skills GapsCritical Skills Gaps Lack of External SupportLack of External Support


Team DiscussionTeam Discussion

Using previous information and other personal sources Using previous information and other personal sources (i.e. your brain), create a specific strategy you might (i.e. your brain), create a specific strategy you might use to overcome the following group problem:use to overcome the following group problem:

One member of the team is not putting in their share of the work and is One member of the team is not putting in their share of the work and is missing meetingsmissing meetings


Conducting Effective MeetingsConducting Effective Meetings



Preparing for the MeetingPreparing for the Meeting Set Objectives – Set Objectives – problems to solve, issues to problems to solve, issues to

address, decisions to be madeaddress, decisions to be made Select ParticipantsSelect Participants Set a Time and PlaceSet a Time and Place Plan the AgendaPlan the Agenda Distribute the Agenda and Relevant Materials in Distribute the Agenda and Relevant Materials in

AdvanceAdvance Consult with Participants Consult with Participants

Before the MeetingBefore the Meeting


Conducting the MeetingConducting the Meeting Begin the Meeting with the AgendaBegin the Meeting with the Agenda Establish Specific Time ParametersEstablish Specific Time Parameters Control the DiscussionControl the Discussion Use Problem Solving TechniquesUse Problem Solving Techniques Encourage and Support Encourage and Support

Participation by All Participation by All MembersMembers



Conducting the MeetingConducting the Meeting Encourage the Clash of Ideas, but Encourage the Clash of Ideas, but

Discourage the Clash of PersonalitiesDiscourage the Clash of Personalities Exhibit Effective Listening SkillsExhibit Effective Listening Skills Reach a ConsensusReach a Consensus End the Meeting by End the Meeting by

Clarifying What Clarifying What Happens NextHappens Next



Follow Up after the MeetingFollow Up after the Meeting Spend the Last Five Minutes Debriefing the Spend the Last Five Minutes Debriefing the

Meeting Process. Meeting Process. The Best Time to Share Your Reactions to The Best Time to Share Your Reactions to

the Meeting Is Right After It Has Endedthe Meeting Is Right After It Has Ended Brief Memo Summarizing Brief Memo Summarizing

Discussions, Decisions, and Commitments Discussions, Decisions, and Commitments (minutes)(minutes)


1 © 2010 nkumbwa™. all rights reserved. human factors in management sir. eng. r. l. nkumbwa™

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