Occupational Health And Safety

Introduction

In this particular paper, the scenario has been taken to discuss the management responsibilities in an organization along with Occupational Health & Safety (OHS). Occupational safety and health (OSH), also commonly referred to as occupational health and safety (OHS), occupational health, or workplace health and safety (WHS), is a multidisciplinary field concerned with the safety, health, and welfare of people at work. These terms also refer to the goals of this field, so their use in the sense of this article was originally an abbreviation of occupational safety and health program/department etc.

The goals of occupational safety and health programs include to foster a safe and healthy work environment. OSH may also protect co-workers, family members, employers, customers, and many others who might be affected by the workplace environment. In the United States, the term occupational health and safety is referred to as occupational health and occupational and non-occupational safety and includes safety for activities outside of work. In common-law jurisdictions, employers have a common law duty to take reasonable care of the safety of their employees. Statute law may in addition impose other general duties, introduce specific duties, and create government bodies with powers to regulate workplace safety issues: details of this vary from jurisdiction to jurisdiction.

Responsibilities of the management in an organization

Entrusted with a leadership role, a manager is responsible for overseeing a department or group of employees within a specific organization or company. Managers are utilized in every sector, and the business model relies on their leadership and ability to operationalize the management structure. Working as a manager is an accomplishment because it reveals a professional’s ability to successfully lead, oversee multiple business operations, manage stress, and effectively communicate with coworkers. Across every sector, managers contribute to businesses in significant ways, which are reflected in company profits, organization, and overall workplace morale.

The three vital determinants of teamwork are the “leader”, subordinates and the environment. These factors are interdependent (Clegg, Kornberger and Pitsis 2015). It is the leader’s responsibility to make the environment conducive to work. The leader studies the employees individually and insists interest in them. By encouraging the inquisitive employees and by prohibiting insidious elements, hygienic environment is created (Wolf 2012). Management can show leadership on preventing safety and health risks at the workplace. Three underlying management principles are the key for enhancing safety and health as effective and strong leadership, involvement of workers and their constructive engagement along with ongoing assessment and review.

Equity Principles

Equity can be identified in many societies and religions even if in different forms. The Greeks called it clemency. The Romans termed it aequitas or equality. Ancient Chinese law described it as compassion and in Hindu philosophy is found the doctrine of righteousness.5 In some Islamic schools istihsan is employed to avoid undue hardship from the application of the law.

Equity as it has been recognised and developed in international law is most closely related to Western legal traditions. This is no doubt because the body of international law rules were developed in Europe after the Peace of Westphalia in 1648 and the rise of statecraft in Europe in the 19th century.

Equity at workplace or Equity principles, as an expansive guideline or a principle, guarantees the reasonable representation and full interest in the working environment of women, native people groups, individuals from minority, different nationalities, and people with incapacities. Employee equity is accomplished when organization or occupations hones that avert and right impediments in business for these people through exceptional measures.

Equity principle in the administration association is managed by the Employment Equity Act. The inspiration driving the acts is “to achieve equalization in the work place so that no individual is denied of occupation opportunities or points of interest for reasons superfluous to limit and, in the fulfilment of that target, to change the conditions of injury in employment experienced by the women, local social orders, people with ineptitudes and people who are a consequence of their race or color, in an observable minority.

So how come here we have an unfortunate situation? If we analyze the case scenario here, we have Maris who is looking for an opportunity to finally influence her boss in this male dominant work environment. This clearly focuses on one of the Equity issues women face in their work environment. Such issues should be resolved as mentioned above in the description.

Meeting Issues

The main issue you can experience in meeting administration is when members don’t go to gatherings reliably. On the off chance that members need to go to the meetings are not coming to them, there might be various diverse reasons as to why, and as a meeting organizer, you have to ask the member his or her explanations behind not going to. (Streibel, 2002)

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Place Order

The case scenario also says so, Paula and Lennie have such meeting issues because they weren’t aware of the sudden meeting and have already given their commitment somewhere else. The meeting was already deferred from the given time. The boss ordered that no one will go home till everything is discussed which creates issues and worries for the employees (Moscovick and Robert, 1996).

On the off chance that members are neglecting to come to meetings, you may need to give more indications of up and coming gatherings or give them a schedule ahead of time. And here there should not be any major deviation. In serious cases, you may even need to actually approach members quickly before and addressing to help them to remember their need to go.

A more difficult issue is when members choose not to go to meetings.

Another issue connected with meeting administration is when individuals don’t take an interest fittingly, either by commanding the exchange or not adding to the talk. The facilitator may need to help members to remember meeting, decorum or standard procedures or particularly request that a few members voice their assessments.

The Belbin description of the division head as a shaper tells you how he will approach the meetings. It should inform your assumptions about what he will focus on and the group culture. (Belbin, 2012).

Effective and innovative solutions to OH & S, equity and meeting issues

Effective solutions are as follows:

For OHS- there can be proper planning and arrangement of particular things as per the medical history of employees and even their family members.

To decrease the stress of parents having young children, there can be a facility of crèche in the campus of the organization. It might cost but it will increase the productivity of the employee.

Meeting issues: The deferred meetings should be informed much earlier to employees so that they can arrange and get their prior commitments done with. Moreover, this can be done through internal instant messaging groups/ software. This will help the employees to know about the happenings instantly.

Equity: The position of women should be encouraged and an equal opportunity should be given to all employees. A well unbiased panel should judge various solutions and proposals given by any gender of employees.

Conclusion

To conclude it can be said that the issues of equity, meeting and OHS should be taken seriously because it can actually affect the organisation in excess. It should be done with proper planning; else it creates issues and effects the productivity of the employees.

References

1. Belbin R.M., 2012. Management teams. Routledge.
2. Cameron, E. and Green, M., 2015. Making sense of change management: a complete guide to the models, tools and techniques of organisational change. Kogan page publishers.
3. Clegg, S.R., Kornberger, M. Pitsis, T., 2015. Managing and organisations: An introduction to theory and practice. Sage.
4. Rice, A.L., 2013. The enterprise and its environment: A system theory of management organization (Vol.10) Routledge.
5. Resnik, M.L., & Zanotti, A. 1997. Using ergonomics to target productivity improvements. Computers and Industrial Engineering, 33(1-2), 185-188.
6. Davis, V., Tomasin, K. 1999, Construction safety handbook, 2nd ed., Thomas Telford, NY.
7. Hale, A., Baram 1998, Safety management, Pergamon books, Amsterdam.
8. Micale, F.A.2002. Not another meeting! A practical guide for facilitating effective meetings. Central point, OR: Oasis.
9. Moscovick, R.K., And Robert B. N. 1996. We’ve got to start meeting like this: A guide to successful meeting, management, Indianapolis, IN: Jist publishing, 1996.
10. Streibel, BJ. 2002. The manager’s guide to effective meetings. New York, McGraw-Hill.