Management Role in Construction - Coursework Example

Management role in construction Name Unit Name Lecturer Introduction The construction industry remains on of most dangerous work environment for both employees and employers. Today, construction work involve a variety of construction works that are not limited to construction of building, removal of wastes from demolition, excavation, prefabrication of elements, installation of structures among other works. The demand for construction exposes workers to high structures, as well as equipment’s that are dangerous. For instance, workers in a construction site may have to use excavators, power tools and electrical machines, which may injure users when used incorrectly. Today, the construction industry reports a high number of fatalities resulting from the construction work even as safety becomes an integral component of the industry. The high number of hazards and accidents in the construction industry underscore the challenge of constructors to manage the construction workplace. However, development and implementation of a positive safety culture is a necessary ingredient for safe operations in the industry. The managers in the construction industry have an opportunity of introducing positive safety culture, which could reduce the number of risks and hazards occurring in construction sites. Such proactive measures can reduce risks and promote safety of employers. A positive safety culture would require a cultural shift that promotes safe practices and reporting of hazards, as well as a commitment to safety standards. The benefit of positive safety culture are overwhelming and demand consideration of an array of factors such as leadership, communication, and investment options. Current Conditions in the Construction Industry The construction industry in Australia suffers from a high number of death and injuries that workers suffer in their line of duty. The high number of deaths and fatalities describe the challenge of maintaining safety standards in the construction sector. According to ILO, construction work accounts for 17 % of fatal injuries workers experience in their workplace (Murray & Dainty, 2013). The number of fatalities in Australia corresponds to negative outcomes such as death cost and loss of time. Recent statistics in Australia reveal that 28.6 people per 1000 file claims for compensation because of injuries while undertaking construction work. (McGeorge, & Zou, 2012). The unacceptable levels of fatalities in Australian construction industry underscore the need for better approaches to promoting safety among construction workers. Objectives of positive safety culture Many workers in the construction industry believe that hazards are part of their work, but this does not constitute a positive safety culture. By creating a positive safety culture, the focus of management is to develop a culture where employees will recognize the need for safety at all levels of work. The objective of positive safety culture within the construction industry is many. A positive safety culture seeks to promote positive perception that employees have the capacity to avoid risks and hazards at work. In addition, a positive safety culture seeks to create a sense of ownership where the management and the employees recognize their need in reducing risks and other negative occurrence within the workplace (Yanbin & Chao. 2011). For instance, positive safety culture enhance personal awareness on safety of employees and instill sense of putting safety first. Promoting champions of safety practices are another objective of a positive safety culture because champions have an important role of promoting safety in the workplace. These objectives remain critical in the development of a positive safety culture. How to achieve positive safety culture Creating a positive safety culture that saves lines and prevent injuries is not an easy task. It entails a careful section of approaches that enable all workers in the construction industry to take charge of safety matters. While developing a positive safety culture is complex, the management has an indispensable role of achieving this goal by implementing strategies and monitoring their success of their efforts in mitigating health and safety risks at work. The top management has a central responsibility of emphasizing the place of safety among every level of management. In every construction firm, emphasis on safety ought to start with the management who must recognize that the responsibility of promoting safety starts with them. While some managers could undermine the need to ensure safety, promoting safety training among all managers will help reinforce the culture of safety within the construction firm (Törner & Pousette, 2009). The management emphasis on safety should also translate in the management taking part in providing training and other safety programs in the firm. Taking part in the implementation of safety is vital in promoting the role of management in creating a robust and a positive safety culture in the organization. A construction firm that involves its management in the implementation of various safety programs has the potential of creating a positive safety that influences employees and other subcontractors, as well. Developing a positive safety culture is possible when there are safety committees that review and discuss various aspects of safety. The role of management in creating a positive safety culture stands to benefit from safety committees. A construction firm could create safety committees with an array of management personnel such as safety director, upper management, and operations staff (Tracy, Daniel, & Albert, 2011). The role of the committee would be to review safety procedures and better safety practices in the firm. Inclusion of representatives from all world levels will strengthen the committee’s understanding of safety issues and enable them create a positive safety culture where safety is the responsibility of all persons. The proactive role of the safety committee will not only improve safety, but also create a culture where safety is paramount. In every construction project, management of the firm should factor safety plans into all work programs. A positive safety culture starts with pre-planning where managers consider risk when planning for various project deliverables. Rather than responding to risk as a second though, a positive safety culture calls for initial planning where risk issues are taken into account to protect workers from risks. Such a strategy will enable the firm decide on employees who will work to address risks, and prevent hazards. In addition, planning for a construction method could enable employees reduce risks that are likely to occur during the actual construction work. Planning to address risks before actual construction work is vital in creating a positive safety culture. Benefits of positive safety culture The benefits of a positive safety culture are immense because such a culture reduces the number of death and fatalities that could have a serious impact on the wellbeing of a construction firm. With a positive safety culture, it is possible to reduce harm on employees, which may affect their health and motivation to work. Employees are motivated when there is safety and an assurance from the management. Apart from assurance, a positive safety culture reduces the risk of work delays because it helps prevent hazards before they occur (McGeorge, & Zou, 2011). Occurrence of hazards may prevent contractors or employees from doing their work. Most significant, positive safety culture reduces the risks of employees suing a firm for accidents. Factors for successful implementation of safety culture Successful implementation of a positive safety culture requires careful consideration of several factors. First, it would be necessary for the management to create champions at all levels from upper management to the construction site. Using champions would enable creating buy in and promote ownership of safety culture (Yanbin & Chao, 2011 ). In addition, it would be essential for the management to consider using appropriate tools of communication (Hinze & Wehle, 2013). Efficient communication would be vital in ensuring all workers are aware of all safety efforts the management does. Most significant, the management has a role in monitoring efforts and creating milestones that would enable correction of safety improvement efforts necessary for a positive safety culture. Conclusion The construction industry continues to have a high number of fatalities as compared to other workplace environment. In Australia, a high number of employees in the construction industry are filing claims for injuries experienced at work not to mention some firms reporting deaths of employees, as well. Safety remain critical in the construction industry where work demands expose employees to dangers. However, a positive safety culture has an essential role of reducing risks among employees. The objectives of a positive safety culture are reducing the risk by creating a sense of ownership among all employees where safety becomes a responsibility of every person. In addition, the goal of a positive safety culture is creating emphasis among the management that safety is their responsibility and commitment. In a construction firm, creating a positive safety culture calls for planning for safety where managers plan for safety issues in their work. Thinking about safety during planning offers an opportunity to mitigate risks. Moreover, developing safety committees is also important in creating a positive safety culture. The involvement of management in safety issue is also critical in developing a positive safety culture. The success of the process will require active involvement of all persons, effective communication strategies, and review of all efforts with the intention of making correction. An investment on a positive safety culture has the potential of reducing safety risks within the construction industry. Reference List Reference Hinze, J., Thurman, S., Wehle, A. 2013. Leading indicators of construction safety performance, Safety Science, 51(1): 23-28. McGeorge, D. & Zou, P. 2012. Construction Management: New Directions. Wiley: New York. Murray, M. & Dainty, A. 2013. Corporate Social Responsibility in the Construction Industry. New York: Routledge. Törner, M. & Pousette, A. .2009. Safety in construction – a comprehensive description of the characteristics of high safety standards in construction work, from the combined perspective of supervisors and experienced workers, Journal of Safety Research 40(6):399-409. Tracy N.Y. C. Daniel W.M. C, & Albert P.C. C. 2011. Perceived benefits of applying Pay for Safety Scheme (PFSS) in construction – A factor analysis approach, Safety Science, 49(6):813-823, ISSN 0925-7535, http://dx.doi.org/10.1016/j.ssci.2010.10.004. Yanbin, R. & Chao, S. 2011. Application of the Concept “People-Oriented” to Improve the Working Team Safety Construction, Procedia Engineering, 26:2080-2084. Read More