My Organization's OH&S System - Case Study Example

My organization's OH&S system My organization, Swann Communications, deals in manufacturing and marketing of a variety of cameras. Since every manufacturing step is automated there is no chance of any major occupational hazards. Earlier the main risk was during the cutting of lenses but modern technology has enabled the workers to cut the lenses mechanically, which is totally hazard proof. Still, the company is very dedicated towards the safety and well being of its employees. Both physical and mental healths are diligently taken care of. Keeping the economic growth, economic reality and technical progress in mind, the organization follows the 'machine bureaucracy system'. In this system the employees are expected to do as they are told. In this system the pattern of decision-making is centralized. All the employees are supposed to follow the same standards especially at the manufacturing stage. The organization uses a very formalized approach as far as safety of its employees are concerned. The management does not tolerate any deviation from the set norms. For e.g. no matter how old or new an employee is, he is given no special consideration if he does not follow the safety rules set by the company. Even the oldest staffs are not allowed to use their own techniques based on the on-the-job experience they have gained in so many years. Due to the low risk factor of the 'machine bureaucracy system', the organization completely believes in it. Until and unless health and safety initiatives are implemented as a part of the whole management program, the desired results cannot be achieved. Therefore OH&S management system has been successfully integrated with other business system like financial management system, environmental management system, quality management system and human resource management system for maximum benefits. Proper OH&S management was unthinkable without integrating it with the financial system of the organization because it would not have been possible to arrange the resources needed for the following: Risk identification, Safety measures, Discarding of obsolete assets, Investment in safer modern equipments, Technical improvements Dealing with crisis in the company in the form of employees' ill health or on-the-job accident Constant vigilance In addition to all these my organization has employee wellness program in order to enhance the employees' health status and prevent stress and burnout. Thus periodical medical examinations, cardiopulmonary resuscitation training, hypertension detection and control, improved dietary practices, stop-smoking programs, exercise and fitness, weight control, stress management, immunizations, and accident-risk reduction training programs have been organized. All this was not possible without integrating the OH&S system with the financial system of the organization. All this has been done for the employees - the most important asset of the organization. Hence the above measures taken by the organization have fulfilled the safety needs of the employees, which have resulted in a fruitful integration of the human resource system with the core management systems of the organization. Safety and Quality are synonymous. Since there is excellent OH&S system prevalent in the organization, the quality system is bound to be satisfactory. By taking proper care of the OH&S system the management of my organization, successfully integrated the quality systems too. The environment in which one is working, immensely affects an employee's welfare. Just as OH&S is considered an integral part of the core management system, of late, environmental management systems are being considered an integral part of the OH&S system. This trend is prevalent in most of the modern and progressive organizations. My organization also believes in what the majority thinks. Hence OH&S has been integrated with the environment of the workplace to such an extent that these two systems, instead of separated identity, have started being addressed as - OHS&E. Since Environment management systems (EMS) consists of elements like environmental policy, planning, implementation and operation, checking and corrective action, management review etc, it has been correlated with organizational hazards and safety measurement systems of my organization as the management feels that both these systems are somewhat same in nature and one cannot exist without another in any healthy business unit. To enhance the level of systems integration, it is not sufficient to just do proper planning or lay down the rules and regulations but also to engage on constant vigilance of healthy working atmosphere. Minor issues like taking care that the work place is spacious, airy and comfortable, the ergonomics are well designed, provision of adequate and safe working infrastructures or office automation tools play a pivotal role in enhancing the level of systems integration. Apart from this, interaction at all levels between the people, management, environment, plant and equipment, materials, policies and procedures of the organization helps in enhancing the level of systems integration because it is impossible to take any initiative in any of the management systems in isolation. Not treating any system as self sufficient rather working upon them considering them an integral part of the overall management system would definitely increase the quality of the integration of the systems of the organization. Legal aspects of the business should not be overlooked. All the legislations and duties related to each and every system of management should be vigorously followed keeping in mind the results of non-compliance. If the company falters in the legal aspect of even one of the system the overall systems integration would get adversely affected. If an organization indulges in the pattern of planning, implementation, monitoring and measurement from time to time, then enhancement will automatically follow. The pace and quality of working within each system should be the same. If even one system lacks behind in performance, the growth of overall management system would be jeopardised. Making respective heads of each system abreast of these issues of growth and doing their performance appraisal regarding their contribution in overall systems growth would be a good strategy in enhancing the level of systems integration. Consultive framework is an excellent way to make the employees involved in the OH&S activities of the organization. This is of more significance in my organization as it follows the 'machine bureaucracy' or in other words 'do as you are told system'. Most of the times, the flow of information is from the management to the employees. Consultive framework brings a refreshing change in the pattern of flow of information as these are the times when we, employees, get a chance to speak up to the management and take part in the safety issues related to us. Fortunately my organization has been very dedicated and caring as far as our safety is concerned. However in my consultive framework, I was able to point out two issues that were highly appreciated by the management. I proposed the idea of giving equal importance to the safety of staff of all the three sections i.e. manufacturing, packaging and marketing units. The management was somehow being biased towards the safety measurements in the manufacturing unit when compared to the other two units. As crisis situation can arise in any unit it was important to be fare in providing OH&S services equally. My next recommendation was that my organization should choose representatives from each unit so that they are able to update the management about their safety threats and requirements from time to time. Since all the employees in my organization are not given the privilege of speaking their minds often, a representative from each section would ensure that they are putting forward the viewpoints on behalf every member of their unit. By doing so the disadvantages of the 'do as you are told system' would get reduced because if any crisis situation occurs, the management would not be solely blamed for it. I am proud to say that my consultive framework has strengthened the OH&S system of my organization even more. At an organization in an industrial setting in USA, around one third of the total staff was engaged in shift work. The health and safety representative of that organization observed that those workers were more prone to suffer from chronic feeling of ill health, gastrointestinal disorder, high blood pressure, absenteeism and accident rates when compared to the non shift workers. He designed a consultive framework in which he mentioned how a change in the reporting and winding up time of the workers every few days is adversely affecting them. He suggested that a worker should work in the same shift for at least 3-4 weeks. He also suggested that when a change in shift is made care should be taken that the next shift begins at a later time instead of beginning at an earlier time than what the workers are accustomed for these weeks. This means that if a worker is working in a shift from 7 am to 3 pm, his next shift should be 3 pm to 11 pm instead of 4 am to 12 noon. The management of that organization worked upon the consultive framework laid down by that representative. The framework was successful and productivity in the shift workers' unit accelerated. Not only this, the illness and accident rate reduced too. This is an excellent example that describes how consultive framework ensured a safer and better workplace. To conclude, all the systems of an organization are essential for its growth but the OH&S system is the backbone. Until and unless the employees of an organization are safe and fit, the organization cannot be healthy. Word count: 1558 Works Cited Hodson, C. Psychology And Work. UK, USA and Canada: Routledge, 2001. Karlof, B., and F.H. Lovingsson. The A-Z Of Management Concepts And Models. London: Thorogood Publishing, 2005. Mintzberg, H. Structuring of Organizations. USA: Prentice-Hall, 1979. Rue, L. W., and L. L.Byars. Management Skills and Applications. 6th ed. USA: Irwin, 1992. Read More