P-1 (Safety Management) Pre Final PDF

P-1 (Safety Management)
Part-A (10 Marks questions)

Q-1. Explain the principle of safety management-10 (2012, 2013 & 2015&
2018)?
Principle of safety Management:
Safety Management aims at eliminating unsafe acts and unsafe conditions by

applying the following principles in safety.
Principle 1:
a. “An unsafe act, an unsafe condition and an accident are all symptoms of
something wrong in the management system”.
b. This principle suggests that we should not boil down our findings to a single
factor but should widen them to include as many factors as seem applicable.
c. Every accident opens a window through which we can observe the system, the
procedure, etc.
d. Different accidents would reveal similar things that might be wrong in the
same management systems.
Principle 2:
a. The accident is a culminating effect of multiple causes: One root cause and
several supplementary causes.
b. “We can predict that certain sets of circumstances will produce sever injuries.
c. These circumstances can be identified in advance and eliminate at the root”.
For example a bare live conductor can be replaced by insulated cable. Oil filled
transformer can be replaced by dry resin cast transformer. Oil circuit can be
replaced by vacuum circuit breaker
d. A number of recent studies suggest that severe injuries are fairly predictable
in certain situations such as unusual and non-routine work, non-production
activities, sources of high energy etc.
e. Management system should identify and highlight the inherent hazard and
institute a system to control them.
Principle 3:
a. “Safety should be managed like any other company functions.

b. The company must have a written safety policy.
c. Management must take up the responsibility of implementing the safety policy.
d. Management should direct the safety effort by setting achievable goals and by
planning, organizing and controlling to achieve them.
Safety Management, RLI, Kanpur

e. This principle restates the thought that safety is analogous with quality, cost
and quantity of production. It also goes further and brings safety into
management function.
f. Inherent in this principle is the fact that safety is and must be a line function.
As management directs its efforts by goal setting, planning, controlling,
assigning responsibilities to the line management and granting them authority
to accomplish results in various fields, the same should be done for safety.
g. The line function means along the hierarchical line of authority in the
organization viz., Manager – Supervisor – worker, each is responsible for safety
in his work and the area and follow safety down the line.
h. Matrix means as a network of authority with interaction between departments
on horizontal and cross basis. E.g. engineering, quality, manufacturing,
maintenance interact in safety network.
i. While line authority is followed for administrative functions, safety is ensured
by joint matrix efforts.
L1
L2 L2
L3 L3 L3 L3
(Line organization)
L1
L2 L2 L2
(Matrix organization)
L1
L2 L2 L2

(Combined line & Matrix organization)
Principle 4
a. “The key to effective line safety performance is management procedures that

fix accountability”.
b. Any line manager will achieve results in those areas in which he is being
measured by the management.
c. “The concept of accountability” is important for this measurement and the
lack of procedures for fixing accountability is safety’s greatest failing.
d. A person who is held accountable will accept the given responsibility. In most
cases someone who is not held accountable will not accept responsibility; he
will devote the most of his attention to the things that management is
measuring: Production, quality, cost or any other area in which management
is currently exerting pressure.
Principle 5:
“The function of safety is to locate and define operational errors that allow accidents
to occur. This can be carried out in two ways:
a) By asking why accidents happen – searching for their root cause, and
b) By asking whether certain non-effective controls are being utilized. It suggests
that to accomplish our purposes, we in safety would do well to search out only
what is wrong with the people but by searching what is wrong with the
management system.
c) This concept directs safety professional to scrutinize the management system
instead of merely looking at unsafe act and unsafe condition.
Principle 6: For achieving ultimate safety, each link in the safety chain must be
healthful:
A single weak link makes the whole safety chain weak.
1. Plant design
2. Equipment design
3. Storage
4. Civil works
Safety chain5. Erection
6. Testing / commissioning
7. Operation
8. Maintenance
9. Safety Management

Principle 7: Safety management system and human resource development in
safety are the tools of every organization for ensuring safety:
For ensuring safety the company must have safety management systems. The
employees and contractors person must be trained to follow the safety management
systems.
Q-2. Examine the importance of the H. W. Henrich theory in any

accident prevention programme-10 (2012, 2011)?
Herbert William (“Bill”) Heinrich developed the Domino Theory while working at
Travelers Insurance Company in 1929, and expanded on it many times over many
years. According to W.H. Heinrich (1931), who developed the so-called domino
theory, 88% of all accidents are caused by unsafe acts of people, 10% by unsafe
condition and 2% by “acts of God. Accident causation models were originally
developed in order to assist people who had to investigate occupational accidents, so
that such accidents could be investigated effectively.
Knowing how accidents are caused is also useful in a proactive sense in order to
identify what types of failures or errors generally cause accidents, and so action can
be taken to address these failures before they have the chance to occur.
The Domino Theory:

Heinrich’s Domino Theory states that accidents result from a chain of sequential
events, metaphorically like a line of dominoes falling over. When one of the
dominoes falls, it triggers the next one, and the next…but removing a key factor

(such as an unsafe condition or an unsafe act) prevents the start of the chain
reaction.
Unsafe Conditions and Acts:

According to Heinrich, all incidents directly relate to unsafe conditions and acts,
which he defines as “unsafe performance of persons, such as standing under
suspended loads ... horseplay, and removal of safeguards”; and “mechanical or
physical hazards such as unguarded gears ... and insufficient light.”
The Dominoes:
He proposed a “five-factor accident sequence” in which each factor would actuate the
next step in the manner of toppling dominoes lined up in a row. The sequence of
accident factors is as follows: The steps of accident causations labeled on five
metaphorical dominos in the sequences are showed below:
Social Environment and Ancestry: Some characteristics such as recklessness,

greed, and bad temper are originated from either inheritance or social environment.
In other words, such traits can be raised nature and nurture contributing to fault of
person.
Fault of Person: Some unpleasant manners or traits such as ignorance,
recklessness, and bad temper can be innate. Also, such traits can appear due to life
environments contributing to unsafe Acts or unsafe conditions.
Unsafe Acts or Unsafe Conditions: Unsafe acts and unsafe conditions are labeled
on the domino at the center of sequences contributing to an accident. They are the
most significant factor to cause an accident. Lifting up this domino is the easiest
and the most efficient option in order to prevent an accident.
Accident: The accidents are the undesirable and the unwanted events that happen
and cause injury. The events can be such as a person’s fall from height and striking
a person due to collapse of objects.
Injury: Injuries are the consequences suffering damage to someone’s body.

Accident causation models were originally developed in order to assist people who
had to investigate occupational accidents, so that such accidents could be
investigated effectively.
Knowing how accidents are caused is also useful in a proactive sense in order to
identify what types of failures or errors generally cause accidents, and so action can
be taken to address these failures before they have the chance to occur.
H.W.Heinrich philosophy is based on 10 axioms as follows.
1. The occurrence of an injury invariably results from a completed sequence of

factors – the last one of these being the accident itself.
2. The unsafe acts of persons are responsible for majority of accidents.
3. The person who suffers a disabling injury caused by an unsafe act, in the
average case has had over 300 narrow escapes from serious injury as a result
of committing the very same unsafe act.
4. The severity of an injury is largely accidental – the occurrence of the accident
that results in injury is largely preventable.
5. The four basic motives or reasons for the occurrence of unsafe acts provide a
guide to the selection of appropriate corrective measures. These are: Improper
attitude, lack of knowledge, physical unsuitability & improper mechanical or
physical environment.
6. Four basic methods are available for preventing accidents. These are
Engineering revision, persuasion and appeal, personnel adjustment and
discipline.
7. Best accident prevention techniques are analogues to best quality /
productivity techniques.
8. Management should assume safety responsibility.
9. The supervisor is the key man in individual accident prevention.
10. The humanitarian incentive for preventing accidental injury is
supplemented by two powerful economic factor
a. The safe establishment is efficiently productive and the unsafe
establishment is inefficient.
b. The direct employers cost of industrial injuries for compensation claims
and for medical treatment is about one-fifth of the total cost which the
employer has to play.
These axioms were the first set of principles or guidelines ever set before in
industrial safety and it has guided all safety activity till today.
Q-3. Explain briefly the role of Total quality Management in Safety,

Health and Environment-10(2010-5, 2012, 2013& 2016, 2017 &
2018)

Total Quality Management (TQM) is a philosophy that says that uniform
commitment to quality in all areas of an organization promotes an organizational
culture that meets consumers' perceptions of quality.
The concept of TQM rests largely on five principles:
1. Produce quality work the first time.

2. Focus on the customer.
3. Have a strategic approach to improvement.
4. Improve continuously.
5. Encourage mutual respect and teamwork.
To be effective in improving quality, TQM must be supported at all levels of a firm,

from the highest executive to the lowest‐level hourly employee. TQM extends the
definition of quality to all functional areas of the organization, including production,
marketing, finance, information systems and safety. TQM in safety it begins by
listening to worker on what they wants and needs and then delivering solutions and
services that fulfill their desires. TQM even expands the definition of customer to
include any person inside or outside the company to whom an employee passes his
or her work.
The TQM philosophy focuses on teamwork, increasing customer satisfaction, and

lowering costs. Organizations implement TQM by encouraging managers and
employees to collaborate across functions and departments, as well as with
customers and suppliers, to identify areas for improvement in safety, no matter how
small. Teams of workers are trained and empowered to make decisions that help
their organization achieve high standards of quality & safety. Organizations shift
responsibility for quality control from specialized departments to all employees.
Thus, total quality management means a shift from a bureaucratic to a decentralized
approach to control.
The elements of total management
Management commitment comes first. In this element, management team should

consider and believe in the program and give a hand to all members who work in
same program. They consider talent, time and financial resources. They commit the
policy of the health and safety.
The second element is Goal Setting. In this second, management team will set up
targets, quality, productivity and financial performance.
Engineering element come next. It’s the first thing that safety staff should remove
the hazard. Engineering staff will try to eliminate hazards by do some safety
inspections, good housekeeping and job safety analysis.

Training element is very important. Most accidents occurred due to unsafe actions
and are caused by staffs that have poor background in safety.
Accident investigating is another important element. Engineer should learn from his
mistakes and never repeat it again. Also investigate near miss accidents.
Finally, Employee Safety Committee which is play significant and useful rule in total
safety management. Safety engineers should do monthly meeting to review about the
safety police because from time to time, company buy equipment with new
technology which require new safety policy.
Relationship between total quality and safety management:
The techniques of the safety management and total quality management are quite
the same. On other hands, the factors that cause accidents and injuries are the
same who cause excessive cost in production and lead to a poor quality. Both of
quality and safety management require:
a. Planning You need to plan your strategies, goals and polices to maintain
a good condition on both quality and safety management. This also
includes priorities, structure, job specifications, allocated responsibility
and accountability for resources.
b. Implementation A group of steps that describe the processes required
to implement a good quality management system and also required to
achieve a good safety management system.
c. Monitoring In this stage, the organization should focus on the
objectives and audits it just to ensure if the quality management is
effectively implemented. Another point is to provide safety survey and
safety monitoring to ensure the safety activities and to check the safety
related changes.
d. Improvement means that you need to improve continuous and also
have the right actions when appropriate.
Q-4. Write a short note on Compilation Procedure for Financial

costs-10 (2012
Even decision makers who support accident prevention must consider the relative
costs of such efforts. Clearly, accidents are expensive. However, to be successful,
safety-minded construction professionals must be able to show that accidents are
more expensive than their prevention. To do this, they must be able to estimate the
cost of accidents.

Cost Estimation Method To have value, a cost estimate must relate directly to the
specific company. Applying broad industry cost factors does not suffice.
To arrive at company specific figures, the costs associated with an accident should
be divided into insured and uninsured costs.
Determining the insured costs of accidents is a simple matter of examining

accounting records.
The next step involves calculating the uninsured costs.
Simonds recommends that accidents be divided into the following four classes:
Class 1 accident: Fatal accident, death
Class 2: Lost workdays, permanent partial disabilities, and temporary total

disabilities.
Class 3: Treatment by a physician outside of the company’s facility.
Class 4: Locally provided first aid, property damage or the loss of fewer than eight
hours of work time.
Minor injuries that do not require the attention of a physician, result in property
damage and cause less than eight hours of work to be lost16 Average uninsured
costs for each class of accident can be determined by pulling the records of all
accidents that occurred during a specified period and sorting the records according
to class. For each accident in each class, record every cost that was not covered by
insurance. Compute the total of these costs by class of accident and divide by the
total number of accidents in that class to determine an average uninsured cost for
each class, specific to the particular company. Figure 1–5 is an example of how the
average cost of a selected sample of Class 1 accidents can be determined. In this
example, there were four Class 1 accidents in the pilot study. These four accidents
cost the company a total of $554.23 in uninsured costs or an average of $138.56 per
accident. Using this information, accurate cost estimates of an accident and
accurate predictions can be calculated. Other Cost Estimation Methods The costs
associated with workplace accidents, injuries, and incidents fall into broad
categories, such as the following: d Lost work hours d Medical costs d Insurance
premiums and administration d Property damage d Fire losses d Indirect costs
Calculating the direct costs associated with lost work hours involves compiling the
total number of lost hours for the period in question and multiplying the hours times
the applicable loaded labor rate. The loaded labor rate is the employee’s hourly rate
plus benefits. Benefits vary from company to company, but typically inflate the
hourly wage by 20–35 percent. A sample of cost-of-losthours computation follows:
Employee hours lost (fourth quarter) * Average loaded labor rate = Cost 386 * $13.48
= $5,203.28 In this example, the company lost 386 hours due to accidents on the
job in the fourth quarter of its fiscal year. The employees who actually missed time at

work formed a pool of people with an average loaded labor rate of $13.48 per hour
($10.78 average hourly wage plus 20 percent for benefits). The average loaded labor
rate multiplied times the lost hours reveals an unproductive cost of $5,203.28 to this
company. By studying records that are readily available in the company, a
construction professional can also determine medical costs, insurance premiums,
property damage, and fire losses for the time period in question. All of these costs
taken together result in a subtotal cost. This figure is then increased by a standard
percentage to cover indirect costs to determine the total cost of accidents for a
specific time period. The percentage used to calculate indirect costs can vary from
company to company, but 20 percent is a widely used figure.
Have to write elaborately
Q-5. Explain different effects of industrial accident-10 (2012, 2013,

2013-5, 2015 & 2016)
Effect of Industrial Accident
Industrial accidents have enormous effect on the employees, employer, and the
nation economy.
Effect of Industrial Accident on the Employees (victims).
Some of the effects of industrial accident on the accident victim (employee) include
the following;
i. Physical pain experienced by the worker(s)
ii. Mental agony experienced by the worker(s)
iii. Disability
iv. Extra expenditures for services the worker(s) cannot longer render for himself.

v. Loss of life
vi. Loss of earning power
vii. Psychological trauma
viii. Lost of body organs or part due to accident.
Effects of Accident on the Employer
The effects of accident on the employer are as follows;
i. It kills the reputation of the company
ii. Damage of properties and equipments
iii. It leads to increases in insurance levy of the company.
iv. Time loss
v. Unnecessary financial cost of settling hospital bills and compensation of
accident victim(s)
Effects of Industrial Accident on the Nation
It is a known fact that the major source of generating revenue in any nation is
through tax collected from citizens and corporate bodies. Moreover, the industries
are contributing to the nation by manufacturing of their consumer products which
generates more profit. Therefore, industrial accident has great effect on the nation’s
revenue. This is so because, when there is accident in the company, it will affect the
company production, unnecessary expenditure on direct and indirect accident cost,

hamper in sales & distribution of products which will make them not to be able to
generate profit and sometime the major accident bring down the company in loss.
Q-6.Describe the significance of ‘Management by Objective’ in

safety management-10 (2012, 2013 & 2018)
Management by Objectives (MBO):
The concept was first given by Alfred slown in 1950 but peter Drucker popularized it
in 1954 in his book “The practice of Management”. This approach is known as
management by goals, results, performance management and accountability
management.
It is a system of management where a) Goals for the business as a whole are set b)
Manager & staff members at every organizational level are actively involved in goal
setting.
Definition – As per peter drucker “Business performance requires that each job be
directed towards the objective of the whole business”.
Nature of MBO:
1. It is a system approach integrating all employees for goal setting and
achievement.
2. It is a behavioral approach where human elements is recognized at each level.
3. It is democratic approach because it is participative
It measures results with the standards prescribed and suggests corrective
measures.
4. It focuses on goals of the individuals and the organization.
5. It has autonomous control because employees are not controlled from outside
but they themselves evaluate their performance in terms of predetermined
goals and devise corrective measures if their performance is below the norms.
6. It boosts up employees morale and motivation because they are called for
participation.
Process of MBO: Steps in sequence are:
a. Set objectives of the organization

b. Set objectives of department
c. Set objectives of individuals
d. Develop action
e. Implement plans
f. Take periodic reviews
g. Appraise results

h. Take corrective action for improvement.
Role of MBO in Safety
The concept of MBO is much more useful in setting and achieving safety goals
because it is a participative approach and safety being everybody’s duty and
everybody target this approach is best fitting for safety management. First safety
goals for the whole organization should be decided by safety department. They may
be:
1. Safety Policy
2. Some million man-hours work without accident
3. Clean environment at all workplaces
4. Productivity with safety
5. Hazard detection and removal
6. Use of safety equipments
7. Accident reporting, detailed investigation and record for cost and lesson
8. Safety inspections and control techniques
9. Safety committee, its objective and functions.
10. Ergonomic improvements
11. Occupational health & hygiene
12. Compliance of statutory provisions
13. Formation of other safety rules for specific works, SOPs and safety permit
system
14. Induction, on-going and periodical safety programmes.
All departmental heads should be involved in above goal setting and they should be
convinced for their need and importance. These goals may be distributed department
wise. Then each department should conduct a meeting with their employees and
discuss about the importance of goal and action to achieve them.
Q-7. Discuss the role of Trade Unions in Safety and Health of Employees (2011-
5, 2012, 2013, 2016 &2018)
Generally a trade union is a combination of work-people for collective bargaining on
pay and conditions of employment. Unions first grew up in UK and Eastern Europe
and now it is exist in each country. The role of trade union in creating effective safety
culture and system in any company is vital. The role as under:
1. Checking and demanding for safe place, tools, machines, equipment, working
conditions and environment for work.
2. Training and insisting their members to use and maintain guards, safety
devices, protective equipment and to follow safe work practices. They should
encourage the worker to participate in safety training program and other safety
related activities. Always helping in maintaining safety in running the plant
and safe closure of the plant in case of emergency. They should take lead in

executing on-site emergency plan and the disaster control plan under the
guidance of the management. In the matter of safety all problems should be
solved by co-operation. Safety is not a field for quarrel. Safety equipment and
conditions must be demanded but sabotage or any act endangering safety of
plant, machinery, workers and others should not be committed. A helpful
approach should be followed.
3. Checking for physical workloads, working hours, odd shifts, welfare facilities
and statutory requirements for health, safety and welfare of workers and
bringing them to the notice of the management and the authorities.
4. Actively participating in all safety campaigns, safety day programmes

seminars, publicity and every type of motivational safety movement.
5. Urging both management and members to measure up their responsibilities to

safety drive and fulfill their obligations to each other so as to supplement the
efforts.
6. Deputing their members on workers safety committee or joint safety

committee.
7. Sending their members for safety courses, seminars and training classes.
Q-8. Computer based communication is becoming essentiality for

safety explain
Use of computers for safety and health information system became critical from
1970s with the inception of Occupational Safety and Health Act in USA as much
documentations, reporting and analysis were required by that Act. The computer is
plays an important role in transferring the communication / message through
electronic signal from one system to other. This system/ mechanism saves our
precise time and more effective & accurate. The computer communication is now
integrated with our day to day life. Some of the points are given below by which the
computer based communications is utilised in industry for betterment of safety
system.
There are distinct advantages to adopting a computer-based safety process for any
safety program. Applying the computer to safety functions expands the capabilities
of a safety manager.
The benefits of computerizing begin with the ability to create a database of safety-
related information. An important component of a safety database is accident
information. Using the computer to identify the leading causes of past accidents can
help identify the potential causes of future accidents. Tracking and sorting

computerized accident data can identify patterns and problems. Gaining insight into
the causes of accidents allows prevention efforts to be directed to where they will do
the most good. Without a computerized database, this safety management process
may be lacking or nonexistent.
Computerizing safety functions provides additional tools, means and methods for
preventing accidents:
 Create customized inspection checklists that target specific concerns

 Ensure consistent and uniform inspections
 Track the completion of corrective actions
 E-mail inspections and corrective action reports
 Easily find and reference past inspections
Of course, safety inspections can be completed without computerizing them. But

computerizing helps prevent common problems such as hazards being overlooked,
corrective actions remaining incomplete, lost inspection reports and haphazard
follow-up.
Apart from above, in the following purpose the computer has been utilized for
betterment in safety management information,
1. Automation of information paths and use of Safety Internet System
2. Process control in plants and laboratories.
3. Accident and medical records.
4. Costing of accidents and losses.
5. Causation analysis of accidents or hazardous events.
6. Signal analysis and medical decision making, ECG analysis and diagnosis of
heart problems, sonography, scanning, surgery etc. 8. Preventive Medicine and
Epidemiology, screening, examinations of ill population and comparison of
their data with the healthy, population for early diagnosis of diseases. .
7. Maintaining a long-time qualitative quantitative record of chemical exposure

workers.
8. Maintaining environmental sampling measurement data. Using for gas disl

models and mathematical models for reliability engineering.
9. Preparing and maintaining pen statements of accidents, injuries, causation

break-ups, compensation and other costing aid cases, near miss cases, safety
training, of compliance; etc.
10. Safety reports, manuals, procedures, points, mutual aid systems and
emergency items can-be quickly stored, update reproduced.

11. Maintaining information of won conditions, engineering controls, fire and gas
leak. controls, administrative controls, n controls, personal protective
equipment their selection, training programmes etc.
12. Simulations to determine where ha reductions would be more effective an

change in failure probability that would Useful to carry out hazard analyses,
fault tree analysis etc.
13. Maintaining employee demographics histories.
14. Scheduling of inspections, surveys, me workplace monitoring, biological

monitoring condition monitoring, corrosion monitoring maintenance
programmers etc.
15. Reporting at any time to internal management or external statutory

authorities or p agencies.
16. Keeping records of Material Safety Data Indian Standards, Statutory.

Provision Forms, Reports for Pollution Control Boar
17. Statistical analysis by using ready made or designed software.
18. Using robots, auto-controls and safety devices avoid accidents to persons and
property.
19. Safety audit and environmental audit details by using a set of audit questions
(also known as audit protocol). Such audit software packages include:
a) The ability to edit the audit questions and add audit questions as new
risks are identified.
b) The ability to add guidance for the auditors to specific questions,

including details 0f any relevant standards.
c) Displaying two or more sets of audit results on the screen at a time

and to compare them.
d) Graphical display of audit summaries.
e) Automatic generation of audit reports, including action plans.
F) Diary facilities to assist in managing an audit schedule and keeping

track of recommendations for remedial action.
Computerizing safety and OSHA compliance training has benefits as well: better
recordkeeping; the ability to track training by person, topic or dates; and the ability
to obtain training programs on CD. Computerizing employee safety training makes
training easier to organize, manage and monitor. The return on investment is fewer
accidents, and avoiding OSHA citations and penalties for inadequate training.
Not to be overlooked is the ability of a computer-based safety program to standardize

safety procedures and forms for a company with multiple locations. A computer-

based safety program can be installed on a company's intranet system. The same
forms and procedures are readily accessible on everyone's computer.
Management can obtain incident reports, investigations or safety inspections within

minutes of completion. Information can be e-mailed to multiple recipients in
seconds. Data from one or all locations can be searched and sorted.
Yet another benefit of computerizing a safety program is the time saved. It takes
twice as long to write a page of text than to type it on a keyboard. Problems such as
misplaced files, incomplete reports, poor follow-up, inconsistent procedures and a
reluctance to revise are eliminated.
Q-9. What are the Essential Parameters for Developing Motivation

Safety?
Motivation is the impulse that an individual has in a job or activity to reaching an

end goal. There are multiple theories of how best to motive workers, but all agree
that a well-motivated work force means a more productive work force.
Q-10. Write in brief the history of safety movement in India? (2011,

2014, 2015, 2016)
 The first time the public attention was drawn towards a report in 1873,
Administration of the Bombay cotton Department wherein the writer Major
moore described the factory conditions in Bombay with reference to long
working hours, conditions of women and children of six years working from
sunrise to sunset with a small interval of half an hour and only two holidays
in a month.
 Based on this report the secretary of state wrote to the Bombay Government in
1875 to appoint a commission to determine whether legislation was necessary
in that subject. As a result the commission was appointed by a majority of
seven against two not in favour of legislation.
 About this time Miss carpenter of Bristol founder of the National Indian
Association, had visited India and made inquiries about the Indian factory
conditions.
 A commission was set up in 1875 by the Bombay Government at the instance
of the secretary of state recommended prohibition of employment of children
under 8 years and a 12 hours day for adults.
Indian Factories Act 1881:

 a. Prohibition of employment of children under 7 years and their double
employment on the same day.
b. Working day of 9 hours for children
c. Four holiday in a month for children
d. Interval of rest
e. Fencing of dangerous parts of machine
f. Reporting of accident
g. The act was applicable to the factory with mechanical power and 100
workers or more.
The Factories Act 1891:
 Registration of a factory on employment of 50 or more workers

 Local government authorized to notify concerns employing even 20 workers.
 Non employment of children under 9 years.
 7 hours working in a day for children between 9 &14
 11 hour day for women with 1.5 hour interval.
 Restriction on employment of women and children during 8 pm to 8am
 Weekly holiday for all workers
 Rest interval for 0.5 hours
The factories Act 1911:
 Limiting the hours of work of male adults and children to 12 and 6

respectively.
 Children were required to produce certificates as to age and physical fitness
 Appointment of full time inspectors for the enforcement of the act and
inspection and certification of factories.
 Provision for health and safety of workers
 Seasonal factories were included
 Power of local government for exemptions
 Prevention and punishment for breaches
The Factories Act, 1922
 Industrial undertaking using mechanical power and empoying 20 or more

person
 The minimum and maximum age of children were raised to 12 and 15
 A six hours working day for children, a half hour rest interval after 4 hours
work and prohibition of employment of a child in two factories on the same
day.
 Working hours 11 per day and 60 per week
 Control of artificial humidification.
 No women and children employment between 7 pm and 5:30am
 Compulsory rest interval and weekly holidays

 Measure for health and safety of operatives.
 Power of government to notify factories employing workers more than 10.
 Laying down principles to grant exemption.
The Factories Act, 1934:
 Adequate inspection and strict observance of the act

 Applicable to factories employing 20 or more workers and using power
 Workers and using power
 Provisions for seasonal factories working for 180 days or less
 Working hours 10 per day and 54 per week for all adult in perennial factories,
10 hours a day and 56 hours a week for continuous work and 11 hours a day
and 60 hours a week for seasonal factories.
 Daily hours for children (ages 12 &15) reduced to 5
 New category introduced (between the age 15 to 17)
 Certificate of fitness from certifying surgeon for children and adolescent
 Spread over of 13 hours for adults and 7.5 hours for children
 No women or children employment between 7 pm to 6 am
 Over time wages at the rate of 1.25 times the ordinary rate for work exceeding
60 hours a week
 A weekly holiday on Sunday and no consecutive work for more than 10 days
without a holiday
 Provision of cleanliness, ventilation, lighting, no over crowding, drinking water,
sanitary, washing facility, fencing for danagerous machinery, rest room for
more than 150 workers, crèche for more than 50 women for their children
below 6 years and first aid box were made.
 Penalty up to Rs 500 and enhanced penalty for repeated breach were provided.
The Factories Act, 1948

It was containing 11 chapters, 120 sections and only one schedule of list of
notifiable diseases.
1. Definition of adult, adolescent, child, young person, machinery,
manufacturing process, factory, occupier etc.
2. Appointment and powers of inspectors and certifying surgeons
3. Health provision regarding cleanliness, waste disposal, ventilation and
temperature, dust & fume, artificial humidification, overcrowding, lightin,
drinking waster, latrines & urinals and spittoons
4. Safety requirement
5. Welfare facilities
6. Working hours
7. Employment of young person
8. Annual leave with wages
9. Special provision to notify factories, dangerous operation, notice of accident
and diseases
10. Penalties and procedure

11. Supplemental i. e appeal, returns, obligations of workers, rule making
powers etc.
The factories Act 1954:
Type composing for printing was introduced in manufacturing

Prohibition of women and young person from cleaning, lubricating and machinery in
motion.
Encasement of machinery
Amendmen of section 29 i. e lifting machines
Amendment of section 66, 70 &71 in conformity with ILO convention no. 89 &90
prohibiting employment of women and children during night in factories
The Factories Act 1976:
Changes in the definition of manufacturing process, worker, factory and occupier,

contract labour
Approval of the plan and prior permission for the site.
Alteration in the provision for inspector, certifying surgeons, cleanliness, disposal of
waste and effluent, fencing of machinery, work on or near moving machinery,
striking gear and devices for cutting off power, pressure plant, floors, stairs, and
means of access etc.
New additions were made by section 36 A regarding use of portable electric light,
section 40A maintenance of building, 40B for safety officer, 62 (1-A) and 73 (1-A) for
more particulars in muster roll, 88A & 91A.
The Factories Act 1987

The wake of Bhopal gas tragedy, the Factories Act was enacted on 23.05.1987 by
providing a new chapter IV A on hazardous process, many other requirements and
severe penalties and imprisonment for breaches.
Amendment in section 2
Insertion of section 7A and 7B, 87A, 96A, 41B,41C and 41H and 104 A,
106A,111A,118A
Insertion of schedule I & II
Insertion of section 41A, 41B, 41C, 41D, 41E,41F,41G,41H
Amendment of sections 4,9,13,16,18,19,23,25,28,29,30,31,32,36a,
64,70,71,80,97,89,90,91a,92,94,95,96,97,98,99,115 and 119.
Q-11. Critically examine any one model of accident prevention

(2010, 2011&2013)
Improving human performance model:

MORT articulates many error-reduction concepts as evident in the literature, but
perhaps imperfectly states or synthesizes the concepts.
Error reduction concepts do an excellent job of stage-setting for further specification

of the management criteria and analysis seemingly most useful for greater safety
achievement. Specifically, these are at least six:
1. Errors are an inevitable (rate-measurable) concomitant of doing work or
anything.
2. Situations may be error-provocative - changing the situation will likely do more
than elocution or discipline.
3. Many error definitions are "forensic" (which is debatable, imprecise, and
ineffective) rather than precise.
4. Errors at one level mirror service deficiencies at a higher Level.
5. People mirror their bosses - if management problems are solved intuitively, or
if chance is relied on for non-accident records, long-term success is unlikely.
6. Conventional methods of documenting organizational procedures seem to be
somewhat error provocative.
The Aerojet management material (MBO) contains the McGregorfs Theory X and
'Y assumptions about people - Traditional and Potential. But the relationship of
these assumptions to personnel, acceptance and error reduction practices is far
from clear, and the fact that the pendulum is apparently swinging toward a
midpoint in general managemnt practice is not noted.
Philosophy, Assistance
Practice
Study Situation change
Participation
Error
Measure Error rate reduction
"Improving Human Performance (1972) This latter is a better statement of the

case than MORT. What is suggested is that any organization review such
literature, modify suggested precepts as may be warranted, and issue more useful
guidelines as to the policies and practices which top management believes could
improve human performance.

Such policy must, of course, be supported by at least minimal staff competencies
in human factors work, preferably so utilized as to have organizatTon-wide
impact.
It is believed that such an action would likely have important effects on

performance, and related aspects as well as:
1. A negative philosophy and practice: "Who is to blame?" and "What should the
penalties be?" These tendencies have adverse effects on morale and performance,
and inhibit study of the underlying causes of malfunctions.
2. A negative, unrewazding method - that is, a suspension or firing, usually
results in picking another apple out of the same barrel. The hope for better
results is probably forlorn, unless the situation is changed.
3. The sometimes poor cooperative relationship between various levels of an
organization in attaining common goals. The need to raise such questions arises
out of the study of safety, and how safety may be improved, but the general
management implications are difficult to sidestep.
Q-12. Explain the role of management in industrial safety (2011,

2016& 2013-5)
Management role in industrial safety is very important aspect in industries to
decrease the risk factor of employees life and which also helps in reduced const and
increased productivity. Therefore, the accomplishment of safety objectives by first
establishing the safety objectives and then by attaining them through the process of
planning, organizing, staffing, directing and controlling i. e motivating and
coordinating all efforts to attain those objectives and also innovating to improve
them for the future.
The six functions of scientific safety management are:

1. Planning: It includes setting safety objectives, formulating safety policy, safety
programming, budgeting and determining safe or standard procedures. Good
planning at the design stage always helps. Planning for site, effluent disposal,
facilities for storing and handling raw materials, intermediates and products,
types of floor, roof construction, lighting, ventilation, layout of machinery,
pressure vessels, lifting machines, hazardous processes, boilers, storage
tanks, repair services, utilities, fire protection, training, welfare and sanitary
facilities etc. must consider safety points at this initial stage so that the
planning and design defects can be eliminated or minimized from the
beginning. Previous plans approval and correction after operating are also
necessary.
2. Organizing: It includes establishment of the formal structure of authority
through which work subdivisions are defined, arranged, and coordinated for
the planned safety objectives. An organizational set-up describes four classes
of management – Top or Executive, intermediate, Middle and Supervisory

management. The set-up may vary according to the size and nature of
establishment. The company board decides the safety policy and objectives
and monitors its implementation. Top management responsible for
implementation of the policy and middle management and supervisory level
has to carry the safety policy, rules and procedures effectively. Safety
representatives selected from workers and supervisors advise and assist to
safety committee for promoting health and safety.
3. Staffing: It includes personnel function of recruitment and training the staff
and maintaining safe and favourable conditions, of work through personnel.
4. Directing: It is a continuous task of taking decision, ordering, instructing,
guiding and advising on all matters of safety.
5. Controlling: It includes performing, evaluating and correcting the
performance according to objectives, procedures and plans. It is concerned
with quality, times, uses and cost in safety matters.
6. Coordinating: It includes interrelating and synchronizing the different
activities for achieving safety goals.
Planning for safety:

Planning is the most fundamental and the first function or element of management
process. Other functions rest on it. Need for planning is increasing because of
changes in technology, materials, methods, processes, demands, law, government
policy, procedure and competition.
Purpose of safety planning:

1. To draft health and safety policy and environmental policy for the management.
2. To decide safety committee, its objectives and effective functioning.
3. To decide safety targets like zero/ minimum accidents, maximum working
hours without accident, safety education, training and awareness programme
for the workers and the public.
4. Areas of hazards and their detection, inspection, audit, risk assessment and
measures for their removal or minimization.
5. Accidents investigation, analysis, costs calculation and introducing, safety
measures to prevent their recurrence.
6. Organization structure, staff, key persons and their role for safety.
7. Standards for safety equipment, tools, permissible exposures etc.,
8. Preparation, rehearsal and updating of on-site emergency plans.
9. Details of safe or standard operating procedures, close-down procedures,
methods, firefighting procedures, emergency preparedness, first-aid etc.
10. Testing, inspection and records of lifting machines, pressure vessels,
ventilation, lighting, safety environment etc. as per statutory need.

11. Medical examination of workers, records and corrective action as directed by
doctors.
12. Compliance of statutory and non-statutory safety provisions, their records and
reporting.
13. Search for safe and clean technology for the process and hazard control
techniques for detection and removal of all hidden hazards.
14. Follow-up action, evaluation of safety programmes and improvement of future
plans, strategies etc.,
15. Planning to achieve national and international standard, awards etc.,
Organizing for safety:
1. It refers an activity, process or function of management i. e organizing.

2. It is used in a dynamic way referring to a process by which the structure is
created, maintained and used.
3. It is used in a static way referring a static structure of responsibilities and
authorities
4. It refers to an ongoing business unit. i. e a unit which is purposefully created
to attain some objectives with resources.
Need of organization: Organization is the foundation or framework of the whole
structure of management and contributes greatly to success and continuity of an
enterprise in the following ways.
1. Facilitates administration and other functions of management process.

2. Facilitates growth and diversification
3. Permits optimum use of technological improvements.
4. Encourages use of human beings
5. Attains maximum efficiency with minimum costs.
Staffing: Staffing is the process of hiring eligible candidates in the organization or

company for specific positions. In management, the meaning of staffing is an operation
of recruiting the employees by evaluating their skills, knowledge and then offering them
specific job roles accordingly.
Functions of Staffing
1. The first and foremost function of staffing is to obtain qualified personnel for
different jobs position in the organization.
2. In staffing, the right person is recruited for the right jobs, therefore it leads to
maximum productivity and higher performance.
3. It helps in promoting the optimum utilization of human resource through

various aspects.
4. Job satisfaction and morale of the workers increases through the recruitment
of the right person.

5. Staffing helps to ensure better utilization of human resources.
6. It ensures the continuity and growth of the organization, through development

managers.
Directing for safety:
Once the objectives are decided and planning is made how to achieve them,
organization structure is designed by staff, appointing qualified and experienced
persons and the organization can be said ready for action. But this action cannot
begin until orders and instructions are issued i. e the employees are directed to
carry the orders. This process of inspiring and guiding people what to do and how to
do the best of their ability is known as directing.
Process: The process of directing consists of the following steps:

1. Issue orders and instructions. They should be clear, complete and within
capabilities of the followers.
2. Provide and continue guidance and supervision to ensure that the assigned
tasks are carried out effectively and efficiently.
3. Maintain discipline and reward for good work
4. Inspire and motivate to work hard to achieve the goals.
Leadership:
It is an indivisible part of the process of directing as explained in earlier part. It is a

tool or means which makes direction effective. Dr. Terry says that managers have to
manage business which means that they have to provide leadership. They have to
instill in them desire to achieve the goals, a desire to improve their performance and
a sense of co-operation. If the manager fail to provide such leadership the employees
will search the leadership outside which may lead to conflict or distraction.
Role of leaders:
1. He should be clear about common objectives and should communicate them
clearly.
2. He has to influence, guide, instruct, inspire and supervise his subordinates to
work efficiently and effectively.
3. He has to generate desire to followers to achieve the common goals.
4. He works along with his followers shows them how to work and gets their co-
operation in return
5. He should convince the followers that in protection of organizational goals, lies
the protection of their personal goals.
6. He has to provide continuous guidance till the achievement of goals.
7. Depending on situation he should alter, modify or stop order and should not
be rigid in his decision.
8. He has to set an example by his own behavior.

Communication:
This is another element of the management process of directing and also useful for
effective leadership, motivation, supervision and getting the work done. Motivation
cannot succeed without communication. It is a process involving the transmission
and reception of message, eliciting meaning in the mind of the receiver and resulting
in appropriate action which is desired. Though one way communication such as
speech, posters, instruction, and radio etc., two way communications is the only
effective way to transfer an idea from one mind to another. Two way communications
allows for clarification and amplification.
Purpose of communication:
1. It is utmost necessary for planning, decision, making, organizing, directing

and controlling.
2. Plans cannot be implemented without effective communication.
3. Its basic purpose is to create mutual understanding and to secure desired
response.
4. Motivation and morale can be boost up
5. Human relations can be improved.
6. Training and development is not possible without communication.
7. Coordination can be bridged by communication.
8. Public relations can be maintained and strengthened.
9. It increases productivity and performance.
10. It assists other function.
11. It is a basic of leadership
Controlling for safety:
To complete the management cycle it is important to know about the function of

controlling after knowing about planning, organizing, staffing and directing.
Controlling is aimed at
a. Monitoring the outcome of activities
b. Reviewing feedback about this outcome
c. If necessary, take corrective action to achieve the outcome according to plan.
Statutory duties of the management:
Under the Factories Act & Rules:

1. Approval, licensing and registration of factories and notice of occupation as
well as notice of appointment of a new manager. Construct and run the factory
according to the plans approved and statutory provisions.
2. To provide good hygienic conditions in respect of cleanliness, disposal of
wastes and effluents, ventilation and temperature, dust and fume, artificial
humidification, overcrowding, lighting, drinking water, latrine, urinals and
spittoons etc.,
3. By section 7A & 7B, general duties of occupiers, manufacturers are imposed to
ensure the health, safety and welfare at work of all workers in the factory.
Plant and systems without risks, safety in use, handling, storage and
transport of material, information, instruction, training and supervision for
the health and safety.
4. Strict and absolute responsibility for safety is mentioned in the Factories Act,
1948.
5. Disclosure information regarding dangers and health hazards, measure to
overcome them policy statement OSEP and disaster plan publicized to worker
and medical record of workers and appointment of qualified and experienced
person to supervise handling of hazards.
6. Provision and maintenance of various welfare facilities for washing, storing
and drying clothing, sitting, first –aid , canteens, shelters, rest room, and
lunch room, crèche and welfare officer.
7. Duties for observing working hours, employment of young persons and
women, annual leave with wages to workers, notice of accidents, dangerous
occurrence and diseases, maintenance of various statutory forms, records and
register and supplying identity cards, leave cards, safety policy etc., to workers
are also prescribed.
Division of Responsibilities:
No management can succeed without distribution of responsibility at different levels

or lines and proceeding through all such levels. Duties and authority can be
delegated but not the responsibility. A supervisor is always responsible for the action
of his subordinates and cannot escape from his responsibility starts from the top
executives.
The responsibilities of top management:

1. Legally and otherwise, top management is responsible for creating safe
working condition.
2. It is also responsible for preventing unsafe actions of its work people.
3. By proper selection, training, instruction and supervision the top management
should carry out above functions.
4. The occupier is responsible for all statutory compliances.
5. Line manager is responsible for following and establishing safety policy to their
lower level and also to promote and encourage workers to follow and make
them responsible for safety.

Q-13. Explain the communication as a tool for management of
frustrations (2011, 2015)
Frustration means defeat or disappointment towards success. Any interference with

the achievement of goal causes frustration.
When employees are asked about key challenges in the workplace, they tend to say they are due to poor communication.
However, the author suggests that, instead of the issue, it happens to be a symptom of another specific, not obvious problem
(e.g. vague job descriptions). One of the main reasons is that people might find hard to report an actual problem; a survey, for
instance, may tend to bias their responses by narrowing the possible options in a short list.
Art, the author, also warns that when managers take poor communication as the literal problem, they tend to assume that
greater access to information is the solution: more emails, newsletters, and meetings, adding more job, but not solving the
actual foundational problem.
Quotes:
“Ultimately, it is important to remember that criticisms of broad topics like communication are a symptom, not a diagnosis.”
Managing behaviours that challenge associated with frustration related to communication difficulties
1. It is extremely important to ensure that all individuals have an effective form of communication.
2. In order for communication to be effective it needs to be something that can be understood by everybody.
3. Using signs and symbols to support verbal communication is also very important for those with articulation
difficulties. Even if you and other familiar people can understand the person’s speech it is important to encourage
methods that are effective in all environments and with all individuals.
4. It is very important that any non-verbal communication system can ‘keep up’ with the person’s verbal language skills.
So, if the person you care for finds that Makaton or PECS symbols are not sophisticated or quick enough for their
level of verbal and receptive language, use a more complex signing system such as British Sign Language or some
other communication device that can be used quickly and extensively.
5. Early intervention of speech and language therapy is crucial for all individuals with intellectual disability.
Q-14. Explain the various methods of Employee Participation in Safety (2011,

2015
Employees are the major work force working under hazards. It is of great importance
that they must realize that they would be the first victim of any accident, their safety
awareness and all accident prevention work is in their interest and therefore their
active participation in showing hazards and helping in removing them by the joint
efforts of management and all employees is most desirable.
Section 41G of the Factories Act speaks workers participation in safety management.
A method of safety committee is suggested. Right of workers to warm about
imminent danger is also created by 41H and 111A of the Act.
Areas of participation:

General areas of participation are as under:
1. To set safety goals and training programmes
2. To design and improve standard operating procedures and methods of
operation.
3. Appraisal of progress towards goals.
4. To give, collect and discuss safety suggestions and to implement which are
necessary. Rewards for good suggestions boosts up motivation for
participation.
Statutory areas are discussed in the below.
Methods of participation:
1. Safety Committee
2. Workers and union’s participation
3. Safety suggestion scheme
4. Safety competitions
5. Safety incentive scheme
6. Audio – Visual publicity
7. Other promotional methods
Safety Committee:
Rensis likert has described four types of management systems within an

organization.
a. Exploitative authoritative
b. Benevolent authoritative
c. Consultative
d. Participative
The participative methods are widely used in many countries.
As per statutory provisions:
As per 41G of Factories Act to set up a safety committee consisting of equal number
of representatives of workers and management to promote co-operation between the
workers and the management in maintaining proper safety and health at work and
to review periodically the measures taken in that behalf.
As per Rule 73 I (Safety committee) of M.P.Factories Rules, 1962:- In every factory –

a) Wherein 250 or more workers are ordinarily employed.
b) Which carries on any process or operation declared to be dangerous under
section 87 of the Act; or
c) Which carries on “Hazardous process” as defined under section 2 (cb) of the
Act;
There shall be safety committee

(2) The representatives of the management on safety committee shall include-

a) A senior official, who by his position in organization can contribute effectively to
the functioning of the committee, shall be the chairman;
b) A safety officer and a Factory Medical officer wherever available and the safety
officer in such a case shall be the secretary of the committee.
c) A representative each from the production, maintenance and purchase
departments.
3) The workers, representative on this committee shall be elected by the workers.
4) The tenure of the committee shall two years.
5) Safety committee shall meet as often as necessary but at least once in every
quarter. The minutes of the meeting shall be recorded and produced to the inspector
or demand.
6) Safety committee shall have the right to be adequately and suitably informed of –
a) Potential safety and health hazards to which the workers may be exposed at
workplace
b) Data on accidents as well as date resulting from surveillance of the working
environment and of the health of worker exposed to hazardous substance so far as
the factory is concerned, provided that the committee undertake to use the data on
a confidential basis and solely to provide guidance and advice on measures to
improve the working environment and the health and safety of the workers.
7) Function and duties of the safety committee shall include –

a) Assisting and co-operating with the management in achieving the aims and
objectives outlined in the “Health and Safety Policy” of the occupier.
b) Dealing with all matters concerning health, safety and environment and to arrive
at practicable solutions to problems encountered.
c) Creating safety awareness amongst all workers
d) Undertaking educational training and promotional activities;
e) Discussing reports on safety, environmental and occupational health surveys,
safety audits, risk assessment, emergency and disaster management plans and
implementation of the recommendations made in the reports.
f) Carrying out health and safety surveys and identifying causing of accidents
g) Looking into any compliant made on the likelihood of an imminent danger to the
safety and health of the workers and suggesting corrective measures; and
h) Reviewing the implementation of the recommendation made by it.
8) Where owing to the size of the factory, any other reasons, the functions, referred
to in sub-rule (7) cannot be effectively carried out by the safety committee, it may
establish sub – committee as may be required to assist it.
9) To form sub-committees, if necessary.
Workers and union’s participation
Equal number of safety committee representatives from workers and management

should constitute a safety committee and their roles and responsibilities are clearly
mentioned in the Rule 73I of M.P.Factories Rules, 1962. All must be sincere in their
desire to cooperate in the matters of limited to safety. Union representatives should
be selected from the basis of their knowledge, interest and experience and should be

cooperative and sincere. They should not bring other union demands like bargaining,
grievance setting etc. in the meeting of safety committee. Union must recognize
management right of leadership in a joint safety programme. Accident prevention is
an area of mutual interest and not of dispute or quarrel. Therefore, the workers or
union must participate to show their abilities in this area and thus strengthening
their relationship with the management and saving their own lives from accident.
Supervisor safety contact:

Supervisor is one of the key person in industry and plays an important role to
promote the safety culture by identifying and correcting hazards at workplace.
Therefore, supervisor should always try to get involved in safety promotional
activities or safety training program or planning of safety objectives.
Safety suggestion scheme:
This is an old practice to invite safety suggestion for improvement in process,

method, equipment, safety meetings, contest, inspection procedures etc. Criticisms
should be replied in the plant magazine or on the notice board to provoke further
suggestions and ideas. For suggestions scheme to be successful it is advisable that
the employees effort must be acknowledged, even if the suggestion is not adopted. It
must be given careful consideration. Good suggestion should be rewarded among
others to encourage them to participate. Written suggestions are the best but the
oral or telephonic should also be allowed. Sometimes a contest of submitting good
suggestions process useful information and stimulates such effort. Boxes and forms
can also be used to collect suggestion.
Safety Incentive Schemes:

(i) Financial reward to the most useful suggestion or activity in safety is the
commonest method. Other financial incentives should also be given for suggestion to
solve particular safety program of plant or process, machine or equipment etc.,
Suggestion of good design for a guard or safety device should always be rewarded by
handsome amount.
(i) Non-financial incentives:

Award for safety performance, trophy, memento, certificate of merit, public honour,
praise ro pride, awarding special safety hat or kit or symbol of recognition, awarding
special status and duties of safety work, giving special position such as honorary
members of safety committee, raising the cadre or post, giving extra designation for
any remarkable safety contribution are all examples of non-financial incentives.
These non-financial incentives are self preservation, personal and material gain,
loyalty, responsibility, pride, conformity. If these incentives are properly utilized they
help much in accident prevention work.
Safety competitions:

This is another method of worker participation in safety. Competitions are two types.
1. Individual comparison – where individual worker takes part in competition and
award is given by comparing individual performance. Examples are safety
speech or quiz, essay, poem or slogan writing, poster or cartoons etc.
2. Group comparison – Where groups take part in competition and award is given
by comparing group varsus group. Examples are department wise
housekeeping competition.
Audio –Visual publicity:

Television and video effectively reproduce actual happening. Therefore safety
education and training by safety films on TV is the most powerful method. Safety
related slides, filmstrips and transparencies are easily available or prepared and
therefore they should be used to the extent possible to hold the picture to discuss
and understand it in details which is not possible with a moving film.
Other promotional activities:

Other promotional teaching methods for employees participation are safety posters,
cartoons, signs and slogans, publications, booklet, bulletin boards, safety contest
and rewards, counseling of education and training, demonstration, safety meetings,
safety campaigns and stunts, first-aid training, fire brigades,s afety inventory or
questionnaire, accident investigation, inspection, job safety analysis etc.
Q-15. Write in brief note on safety management information system (2012,

2014, 2016& 2017-5)
Management information system:
Definition:
Management information system is an integrated user-machine system, for providing

information, to support the operations, management, analysis & decision making
functions in an organization.
It is a man-machine system that produces information to be used in managerial

problem solving & decision making.
Management information system plays a very important role in an organization.

MIS can be defined as –
“A system which collects, processes, stores and distributes information to help in

decision making for managerial functions”.
 It may also be defined as integrated user/ machine system for providing

information to support the decision making process.

 MIS is a computer based system, which presents both external and internal
information of business.
 This system utilizes computer hardware and software, manual procedures for
analysis, planning, control and decision making.
 These system do not take decisions but they assist in providing a necessary
information as an input to the decision making process.
 An MIS provides managers with accurate & timely information and support for
effective decision on planning control, operational function and provides
feedback on daily operations.
 Output or reports are usually generated through accumulation of transaction
processing data and communicating to department for decision making.
 Each MIS is an integrated collection of subsystems which are typically
organized along functional lines within an organization.
Basic concept of MIS
 The initial concept was to process data from the organization & presents it in
the form of reports at regular intervals.
 It was more impersonal, requiring each individual to pick his/ her necessary
processed data.
 This concept was further modified when a distinction was made between data
& information. The data can be analyzed in a no. of ways to produce various
information. So there was a demand that the system concept should be an
individual –oriented according to the individual orientation towards
information.
 Again the concept was modified that the system should present information in
such a way that is provokes the user to take a decision / action.
 The concept was then evolved that the system should be capable of handling
an exception reporting. This provoked all data to be kept together in such a
form which can be accessed by any authorized person.
 MIS is a product of multi-disciplinary approach to the business management
which needs to be kept under a constant review & modification.
 So the MIS model changes over the time as the business passes through
several phases of development growth cycle.
 The concept therefore is a blend of principle, theories & practices of the
management, information & system giving rise to a single product known as
MIS. The conceptual view is shown as follows
SCOPE OF MIS:

MIS is the most common & widely used form of management support systems. The
scope of MIS is as follows –
1. To provide a variety of reports & displays to the management

2. To provide managerial end user with information products which support
decision making needs.
3. To provide information on the content of the information products specified in
advance by managers
4. To obtain data about the business environment from external sources so as to
process then to serve the managers in a better way.
Characteristics of MIS:
1. Business driven:- The purpose of MIS is to meet the information needs of the
organization & its stakeholders.
2. Management oriented:- MIS meets all the information needs of the
management at all levels so that the organizational goal is achieved.
3. Flexibility:- MIS is designed flexible enough to accommodate new
requirements facilitating the case of use.
4. Common database:- MIS stores transaction data for present & future uses.
The system maintains general database so that any functional subsystem can
access the database.
5. Integrated systems: MIS blends together the databases of al subsystems of
the business system & integrated the organization through information
interchange.
6. Avoids redundancy:- Since MIS is an integrated system, it avoids
unnecessary duplication & redundancy (repetition of same data) in data
storage.
7. Distributed systems: Most organization have their independent multiple
offices, sales outlets etc. spreaded over a wide area, but information has to be
routinely exchanged between them. So most of the organization develop
distributed systems to solve this problem.
8. Heavy planning: Design & implementation of MIS require detailed planning of
such activities as acquisition & deployment of hardware & software, hiring &
training of personnel, planning data processing operations, information
presentation & feedback.
Objectives of MIS or Functions of MIS:

The basic objectives of MIS are
1. To provide requisite information support for managerial functions within the
organization.
2. To make available right information at the right place at the right time at the
lowest cost.

3. To ensure that wrong & unwanted information is not granted & the condition
of data overload is avoided.
Collect data
Store &
Process data
Present information
to the manager
4. An MIS is used to collect data, store & process them & to present information
to the managers.
5. Because of the information explosion, managers must regularly confront on
abundance of facts & figures & determine which information is most useful.
6. In this way, MIS helps managers to make intelligent & useful decisions.
Q-16. Examine the responsibilities and power of a safety officer (2011, 2016,
2013-5, 2014-5, 2015-5& 2018-10)
As per section 40B (Safety Officers) of Factories Act 194.- (1) In every factory,-
(ii) wherein one thousand or more workers are ordinarily employed, or
(iii) wherein, in the opinion of the State Government, any manufacturing
process or operation is carried on, which process or operation involves any
risk of bodily injury, poisoning or disease, or any other hazard to health, to
the persons employed in the factory, the occupier shall, if so required by
the State Government by notification in the Official Gazette, employ such
number of Safety Officers as may be specified in that notification.
As per Rule 72C (Duties of Safety Officer) of M.P.Factories Rules, 1962.-
(a)The duties of a Safety Officer shall be to advice and assist the factory management
in the fulfillment of its obligations, statutory otherwise concerning prevention of
personal injuries and maintaining a safe working environment. These duties shall
include the following namely:

(i) To advice the concerned departments in planning and organizing measures
necessary for the effective control or personal injuries;
(ii) To advise on safety aspects in all job studies and to carryout detailed job safety
of selected jobs;
(iii) To check and evaluate the effectiveness of the action taken or proposed to be
taken to prevent personal injuries;
(iv) To advise the purchase and stores departments in ensuring high quality and
availability of personal protective equipment;
(v) To advise on matter related to carrying out plant safety inspections;
(vi) To carryout plant safety inspections in order to observe the physical conditions
of work and the work practices and procedures by workers and to render advice on
measures to be adopted for removing un safe physical conditions and pretending un
safe actions by workers;
(vii) To render advise on matters related to reporting and investigation of
industrial accidents & diseases;
(viii) To investigate selected accidents;
(ix) To investigate the cases of industrial diseases contracted dangerous
occurrence reportable under Rule 108;
(x) To advise on the maintenance of such records as are necessary relating to
accidents, dangerous occurrences and industrial diseases;
(xi) To promote setting up of safety committees and act as advisor to such
committees;
(xii) To organize in association with the concerned departments, campaigns,
contests and other activities will develop and maintain the interest of the workers
in establishing and maintaining safe conditions of work and procedures; and
(xiii) To design and conduct either independently or in collaboration with the
training department suitable training and educational programmes for the
prevention of personal injuries.
Q-17. Discuss the merits and de merits of decentralization of authority (2011,

2013& 2016-5)
Merits:
1. Decentralization helps to improve the quality of decisions/ decision-

making at the top level management:

a. Decentralization of authority among other executives at all levels in the
organization relieves the top executive of the excessive burden saving
his valuable time, which he can devote to more important and long
term problems.
b. This is bound to improve the quality of his decisions regarding such
problems.
2. Decentralization facilitates diversification of activities:

a. Most of the organization create a unit / department on the basis of products
and sell them in different brand for better profit and publicity even when the
organization is centralized or authorities are centralized.
b. Decentralization takes this process a step further. Managers of semi-
autonomous product divisions are able to utilize their skills and experienced
judgment. This has a bearing on their products and the market. The
enterprise also attains maximum possible growth.
c. Decentralization is beneficial when new product lines or new activities are
introduced in an organization.
d. Such policy creates self sufficient units under overall co-ordination of top level
management.
3. Decentralisation encourages development of managerial personnel:
a. Most companies find lack of managerial talent as a limiting factor in their
growth.
b. A company cannot expand effectively beyond the scope and abilities of its
managerial personnel.
c. Capable managers, however, can be developed only by giving managerial
jobs to suitable persons and delegating them the authority to make
important decisions.
d. Such wide exposure gives them opportunity to grow and to have self
development for higher positions.
e. The more talented and capable persons will learn and improve and qualify
themselves for higher managerial positions.
f. Only a decentralized Organisation can offer such opportunities to future
managers without involving additional expenditure.
g. A decentralized Organisation also allows its managers adequate freedom to
try new ideas, methods or techniques.
h. In brief, decentralisation creates a team of competent managers at the
disposal of the company.
4. Decentralisation improves motivation :
a. Research conducted by social scientists has proved that the Organisation
structure itself exercises some influence on the motivation of the people
working within it.
b. An Organisation structure which facilitates delegation, communication and
participation also provides greater motivation to its managers for higher
productivity.

c. Decentralized Organisation structure is most favourable for raising the
morale and motivation of subordinates which is visible through better work
performance.
5. Decentralisation makes decision-making quicker and better:

a. Since decisions do not have to be referred up through the hierarchy,
quicker and better decisions at lower levels can be taken.
b. Divisional heads are motivated to make such decisions that will create the
maximum profit because they are held responsible for the effect of their
decisions on profits.
c. Thus decentralisation facilitates quick and result-oriented decisions by
concerned persons.
6. Decentralisation provides opportunity to learn by doing:
a. Decentralisation provides a positive climate where there is freedom to make
decisions, freedom to use judgment and freedom to act.
b. It gives practical training to middle level managers and facilitates
management development at the enterprise level.
Limitations of Decentralization
1. Decentralisation may lead to the problem of co-ordination at the level of an

enterprise as the decision-making authority is not concentrated.
2. Decentralisation may lead to inconsistencies (i.e. absence of uniformity) at the
Organisation level. For example, uniform policies or procedures may not be
followed for the same type of work in different divisions.
3. Decentralisation is costly as it raises administrative expenses on account of
requirement of trained personnel to accept authority at lower levels. Even the
services of such highly paid manpower may not be utilised fully, particularly in
small organisations.
4. Introduction of decentralisation may be difficult or may not be practicable in
small concerns where product lines are not broad enough for the creation of
autonomous units for administrative purposes.
5. Decentralisation creates special problems particularly when the enterprise is
facing number of uncertainties or emergency situations. The decision-making
process gets delayed and even correct decisions as per the changing situations
may not be possible.
Q-18. Why is training needed? Write in brief the various methods of training
and education (2010-5, 2011, 2014-5, 2015, 2016& 2017)
Ans:
Definition:
A fundamental definition of training is the acquisition of concepts, theories,

knowledge, skills and attitudes so that employees are equipped to perform

competently in their present or future jobs resulting in increase of efficiency of the
organization as well as their own job satisfaction.
Need for training:
1. Training is one way to develop a more flexible and efficient work force.
2. Modern technological change is a driving force behind today’s training,
especially is technical areas. Modern technology also brings hazards and
suggests remedial measures. Therefore safety training is becoming more and
more essential to develop a skilled and motivated work force to understand
and identify hazards, to find out and apply the appropriate safety measures to
maintain safe working conditions and actions.
3. Under section 7 A (2) of the Factories Act 1948, Every occupier of the company
shall have to give training to their employees about the process, hazardous
materials being used, handled in the unit and also to ensure the health and
safety of all workers at work.
4. Transmitting information about policy, product, services, accident causes and
remedial measures, new process, methods and technology or the company
itself.
5. Developing skill for safe behavior and to work efficiently.
6. Modifying attitudes more favorable to safety, production, co-operation,
discipline etc,
7. To give a worker a new, necessary and broader view point of his responsibility
8. To explain him potential hazards of unsafe working conditions, actions,
environment and safe views to prevent them and
9. To increase his safety consciousness, perception of danger, knowledge,
experience, confidence, responsibility and ability in safe performance.
Various methods of training:
Aspects and Goals: Training methods have two aspects:

1. Theoretical or formal in the classroom and
2. Practical or informal in the job place.
There are two basic goals:
1. To explain the worker to know the job and to do it correctly and
2. To be certain that he knows how to do it correctly.
Steps: Any training methods should have following steps:
1. Lay down the objective of the training programme
2. Prepare the training programme.
3. Brief the trainee
4. Use audio visual aids where appropriate
5. Review the contents and
6. Follow up with trainees when the programme is completed

Effects of methods: Effectiveness of difference training methods is given by Bird as
follows
A trainee tends to remember 10% of what he reads, 20% what he hears, 30% what
he sees, 50% of what he sees and hears, 70% of what he sees as he talks and 90% of
what he says as he does a thing.
Types of methods
1. Lecture method: Oldest and most basic method. Well planned lecture can
cover a large amount of information in a short time. More useful when
participants are more.
2. Discussion methods: Useful with small number of people in a group. The
training acts in a limited way as a scene seller or referee encouraging
participants to speak out. The two way communication moves towards
objectives. Participants are more alternative, active and don’t feel boredom.
3. Case study method: Accident case study is presented explaining how and
actual accident happened or an imaginary accident can happen. Causation
analysis and remedial measures can be discussed by questions and answers.
Good pictures are more useful to explain the situation effectively.
4. Role playing method: It is a form of learning by doing but in a simulated
situation. Trainees are given a situation like in case study method but instead
of just discussing it they resolve the problem by acting out the roles of the
people involved Here trainees shows their skill but introvert or shy trainees
unused to such situation get embarrassed.
5. Business game method: More useful for business people and skill required for
safety attitude or inspection in buying/ selling items which are more safe or
with the details of safety.
6. Sending at training centers: Institutes, seminars, workshops, special courses
etc utilizes external resources for required training
7. Job instruction training: Useful to train supervisors who in turn train the
employees. Job instruction training involves four steps
e. Preparing the trainees
f. Demonstrating the job
g. Having he trainee performed the job
h. Checking frequently the trainees performance.
All the new job assignments should be preceded by on the job training. Each step of
job safety analysis is explained with hazard, safe procedure and use of safety
equipment. Use of guards and controls are also explained.
8. Programmed instruction: A trainee learns it, answers the question or solves

the problem. The system has mechanism of learning checking and relearing.
9. Project work: Project writing is given to trainees. They apply their knowledge to
practical situation,
10. Other methods: Job rotation, committed assignment, HRD training,
sensitivity training, creativity training, in –basket training etc are other specific
methods.

Q-19. Discuss updated domino sequence (2010)
By 1950, and the fourth edition of Industrial Accident Prevention, Heinrich was still
promoting the same Domino Theory as in 1929. By 1976, however, two scholars
named Bird and Loftus were working with Heinrich to update the Domino Theory.
By 1976, the Domino Theory had been updated and changed slightly to reflect new
developments in safety theory, and a changing social and political climate. Bird and
Loftus (along with input from Heinrich) put forth this new revised version of the
Domino Theory in their well-known book Loss Control Management.
By 1994, the Domino Theory was still in use, although it had changed dramatically
from Heinrich’s initial postulation. In his textbook Basic Guide to Accident
Investigation and Loss Control (1994), Jeffrey W. Vincoli gives a detailed description
of this updated Domino Theory, and even seems to use its premises as the basis for
the entire text.
By 1994, and Vincoli’s book, the dominoes had been re-labelled and updated (with a
new emphasis on management, and incident as property loss), but the basic
structure and premises of the theory were still in place. The revised model relabels
the dominoes as Management: Loss of Control, Origins/Basic Causes,
Symptoms/Immediate Causes, Contact: Incident, and Loss: People – Property.
1) Management: Loss of Control: Vincoli says that “lack of control by

management” begins the process that eventually results in incidents. He stresses
that if management do their job, which he defines as “planning, organizing, leading,
and controlling,” they can prevent incidents from happening at all. If management
does not do their job, however, it creates certain basic causes from which incidents
arise.
2) Origins: Basic Causes: Vincoli classifies these basic causes as belonging to two
different groups: Personnel Factors, and Job Factors. Personnel Factors, he

explains, reveal why some people “engage in substandard practices (the third
domino)” (or what Heinrich called “unsafe acts”). Job Factors reveal why
“substandard conditions” (what Heinrich called “unsafe conditions”) exist.
Personnel Factors
 Lack of understanding or ability
 Improper motivation (bad attitude)
 Illness, mental, or personal (non-work-related) problems
Note that these factors are strikingly similar to, though expressed differently from
Heinrich’s “causes for unsafe acts of persons”.
Job Factors
 Inadequate work
 Bad design or maintenance
 Low-quality equipment
 Normal or abnormal wear and tear
3) Immediate Causes: Symptoms: Vincoli brings in unsafe acts and conditions in

Domino 3, just like Heinrich. Unlike Heinrich (directly), though, he says that unsafe
acts and conditions are symptoms of root causes that dominoes 1 and 2 represent.
This approach is slightly different from Heinrich, who seemed to feel the first two
dominoes combine to produce the third. Vincoli then goes on to say that in an
organizational environment where management allows these factors to continue
unchecked, incidents will occur.
4) Contact: Incident: Vincoli defines incidents as any event which has the
possibility of creating a loss, and a loss event as an “accident.” (20) He also says
that information-gathering (he provides a list of incident types) helps create losses.
5) Loss: People – Property: Using the updated Domino Theory, Vincoli says that
losses can’t be predicted, either in how and when they will occur, nor in when. Since
his textbook is primarily on controlling loss, he provides several remedies for directly
dealing with incidents, mostly derived from Heinrich, and rewritten.

The role of management entered into the “Domino theory” by Bird and Loftus in
1974 and was placed in the sequence of accident causes developed by Heinrich. As a
result, the new sequences included:
1. Lack of control/management
2. Basic causes/origins (basic causes: 1-personnel factors, 2-job factors)
3. Immediate causes/Symptoms (unsafe act and condition)
4. Incident (the events which could cause harm to either people or properties)
5. Loss (properties, people, processes).
According to the revised model of Domino theory that signifies the role of
management, the process of incidents begins by the lack of control by management.
Planning, controlling, organizing, and leading by management are the factors that
can prevent incidents to happen.
Basic causes were classified by Vincoly into two various groups:
 Personnel factors: the factors include personal problems (non work-related),
mental problems, illness, bad attitude, and lack of understanding or ability.  Job
factors: these factors are such as inadequate work, normal or abnormal wear and
tear, low-quality equipment, and bad design or maintenance. The revised model also
defines unsafe acts and conditions as the symptoms of root causes that originated
from domino 1 and 2 (shown in Fig.3) while Vincoly believes that the management
system allows the factors to be unchecked and uncontrolled so that an incident
happens [9].
Q-20. Explain in brief the principles of accident prevention (2010,

2013, 2015, 2017&2018)
As explained by Heinrich, accident prevention is both science and art. It represent
control of performance of man, machine and physical environment. This accident
prevention may be defined as an integrated programme, a series of coordinated
activities, directed to the control of unsafe acts and unsafe conditions and based on
knowledge, attitude and ability for safety.
Five basic or fundamental steps for accident prevention suggested by H.W.Heninrich

are:

1. Organization
2. Fact findings
3. Analysis of Fact found
4. Selection of remedy
5. Application of the remedy
Sixth step of “Monitoring” (Measurement of result, assessment) is also suggested.
1. Organization:
It is the first step of accident prevention ladder. The safety organization, management
or at least the planned procedure, which it represents, is the vehicle the mechanism
by means of which interest is kept alive and the safety programme is designed,
executed, directed and controlled. The actual work of prevention is odne by safety
director or manager, safety officer and the line and staff supervisors with the active
support of top management. Safety is not only a staff function but it is a line
function also. Budgetary provision for safety should be made from very beginning.
Here organization does not mean safety department only. Safety is not a function of
one department only. All the members of organization have to contribute and play
their role for safety. Basic philosophy and safety policy for accident prevention and
firm determination of the top management are utmost necessary. Organization also
includes single person working for safety.
Fact finding: The knowledge of probable or potential hazard is derived from surveys,
inspections, safety audits, observations, review or record, injury, investigation and
judgment.
Facts include past, present and future facts which have caused and which can cause
accidents. Past causes known by accident record and inquiry. Future causes can be
known by Hazop, Hazan, safety audit, inspection etc.,
Personal hazards are violations of commonly accepted safety rules, practices and
procedures. Mechanical hazard are of many group : Static, kinetic, electrical &
chemical etc.,
Accident
Preventable Unpreventable
Cause (direct or contributory)
Unsafe act unsafe condition
Error Mechanical
Ignorance Physical
Deliberate Chemical
Environmental

Two types of main facts:
Unsafe Acts:
Any act that deviated from a generally recognized safe way or specific method of
doing a job and which increases the probability for an accident. The unsafe act
might be deliberated or committed due to absence of knowledge, ignorance or
through forgetfulness.
Unsafe act is a human action resulting in accident or injury to him, others,
environment or all. Unsafe act is concerned with the human being and can be
corrected by the action of the human being only. Training play an important role.
Even if the condition is fully safe, an accident may happen because of the unsafe
act. According to H.W.Heinrich 88% accidents are due to unsafe act 10% due to
unsafe condition and 2% due to act of god.
Some reasons of unsafe acts are as under:

1. Improper attitude – Willful disregard, lazy, impatient, fearful, mentally
unsuited and other psychological reasons.
2. Lack of knowledge or skill: Insufficiently informed or trained, misunderstands,
not convinced of need and inexperience etc.
3. Physical unsuited – Due to hearing, sight, height, age, sex slow reaction and
physically handicapped etc.
4. Physical conditions – Space, light, ventilation, heat, layout or arrangement,
material tools, equipment
Unsafe act should be noticed and removed as early as possible. Purpose should be
removing injury to prevent recurrence and not to punish any individual. Workers
should be properly observed for their unsafe act by seeing their selection and use of
1. Position of their standing and working
2. Tools and equipment including hand tools, power tools, lifting tools, PPE etc.
3. Method or procedure adopted by them
4. Safety operating procedures.
Unsafe conditions: Are hazards that have potential to cause injury or death to an
employee. It means existence of a mechanical, physical, chemical or environmental
condition or situation which may cause hazard or accident. Unsafe conditions are
due to non-provision, non-maintenance, poor maintenance, poor housekeeping, lack
of training, absence of guards, failure of safety devices etc., Unsafe conditions can be
rectified, repaired or made safe mostly by engineering control. Observation for
unsafe working conditions should include basic techniques of look, listen, smell and
feel (LLSF) to detect un usual condition of situation, position, noise, vibration,
temperature, pressure etc.
3. Analysis of the Facts: This is third step to accident prevention is analysis of the
facts found. This is defined as the work of drawing conclusions from assembled data.

The hazards are here named, identified and classified or analysed. Such work is
done by
a. Analysis of past accidents
b. Survey and inspection for future accident possibilities
c. Judgment, experience & enquiry. Identify the direct causes, sub – causes,
underlying major causes, types of accident, operations, tools and equipment,
frequency, severity, location, occupation etc., and classify them.
The supervisors report of accident investigation is the basis of all analysis of past
and present accident. It is most important, difficult and skillful task requiring good
knowledge and experience. Decide very careful that which is the unsafe act, which is
the unsafe condition, which is more proximate and the accident is due to any one or
their combination and in which sequence.
The following procedures to be followed by safety officers to analyze the cause of

accidents.
a. Obtain the supervisors report containing the detailed report of accident.

b. Obtain statutory accident report form
c. Obtain the injured person report
d. Obtain the report of witness if any
e. Obtain doctors report on injury
f. Investigate the accident
g. Record all evidence and facts
h. Tabulate the essential facts of the accident together with the similar past
accidents.
i. Study all the facts
j. Analyze accident causes in details. Such analyse will classify causes as
defective or no-guard, poor lighting, poor ventilation, no safety devices, no use
of PPE etc.,
k. Arrange the cause in order of importance, seriousness or priority of
compliance
l. Find and record reason of existence of those cause.
After finding potential hazards, cross analysis of records must be made to select
most important hazards or target. Reasons for existence of hazards must be found
for correction.
4. Selection of Remedy:
When it is analyzed to indicate which is the proximate or main cause that needs to
be corrected then it suggests the fourth step of selection of appropriate remedy for
the named hazards. Four basic remedies are as under:
a. Engineering controls: Guarding of machine and tools, isolation of hazards,

revision of procedures and processes, good illumination, ventilation, colour
and colour contrast, substitution of safer materials and tools, replacement,

reduction and repair of unsafe conditions and provisions of mechanical,
physical and chemical remedial measures etc.
b. Instruction, Training, persuasion & Appeal: Regular training as well as

instruction, re-instruction, persuasion, appeal, notice, posters, supervision
and motivation.
c. Personnel adjustment: selection and placement with regard to the

requirement of the job and the physical and mental suitability of the worker,
medical examination, treatment, advice and PPE.
d. Discipline: Mild admonition, expression of disappointment, fair insistence,

statement of past record, transfer to other work and penalties.
In the process of selecting an effective remedy, engineering control takes the first
place and discipline as the last resort. Select the most effective and urgent
remedy first and then precede priority wise.
5. Application of the Remedy:
 The final step in accident prevention is application of the selected remedy. If

machines, tools, vessels, equipment, structures, procedures etc are unsafe,
they must be guarded, replaced, revised or otherwise made mechanically safe
or accident free. This is management responsibility. The safety officer will
guide and the supervisors see to it that the necessary work is done.
 If the personal performance is unsafe, employees must be selected, instructed,
trained, cautioned, convinced and appealed for improvement. Certain cases
require proper placement, other medical treatment or advice. In rare cases and
as a last resort, some form of disciplinary action may be needed.
 Application of selected safety measures should be immediate and long-term.
Existing unsafe conditions and action should be corrected at once while at the
same time long term programmes should be started to include procedures and
techniques devised to anticipate and prevent situations of a similar nature.
Application of remedy is the dynamic part of accident prevention. Unless the
remedy is successfully applied, all prior steps are of no use and wasted.
1. Ways & Means of application of remedy: A safety engineer or officer applied the
following ways:
a. Prepares, presents and applies recommendations, suggestion, summaries and
plans
b. Establish a safety organization
c. Gets support of management and supervisory staff in applying the remedies.
d. Creates enthusiasm and co-operation up and down the line.
e. Satisfies himself by seeing the successful working of the remedies applied.

2. Creating and Maintaining Interest:
The second basic remedy of persuasion, appeal, instruction and training requires
vast efforts. The practice of creating and maintaining interest for accident prevention
applied to employers as well as employees.
3. Education: All accident prevention work is basically educational. Well trained
and careful men may avoid injury on dangerous work and untrained and
careless men may be injured under the safest possible conditions.
Safety education is meant to include meeting and talks, personal contacts with
authorities or teachers, use of bulletins, posters, written instruction for avoiding
hazards and cultivating safe methods of doing work. Some of the most commonly
used educational procedures are listed below.
a. Regular safety coaching class for workers. Hazards, safety precautions, safety
measures, safety duties and procedures should be explained in their own
language.
b. Periodical safety class for supervisors, managers and top executives for
coordinated efforts from all.
c. Safety meeting, conference, seminar, exhibition etc.
d. Publicity –safety posters, slogan, notices, bulleting, stickers, films, house
magazine etc.
e. Safety books, pamphlets, periodicals etc.
f. Safety plays and similar programmes
g. Safety message on mobile, work orders, computers, correspondence etc.
h. Preparation of safety codes, standards
i. Safety contest & essays etc.
j. Investigation of accident and explaining their analysis of unsafe actions,
unsafe conditions and their remedial measures.
k. Conducting training programme
Q-21. Discuss importance of multi-causation theory in any accident

prevention programme (2010, 2014, 2016& 2017)
V.L.Grose’s multiple causation theory:
As per this Multiple Causation theory many contributing factors combine together
in random fashion, causing accidents. Such factors should be identified As shown in
figure below, mostly man, machine and media interact with each other to generate
causes for accident and management has to identify them and provide
necessary safety measures.

In this theory –
1. Man includes – workers, public etc.

2. Machine includes – equipment, vehicle etc.
3. Media includes – environment, weather, roadways etc.
4. Management means within which above three parameters operate i.e. to

controlled by the management.
Characteristics of –
1. Man includes – Age, sex, height, skill level, training, motivation etc.
2. Machine includes – Size, weight, speed, shape, material of constriction,
energy etc.
3. Media includes – Pressure, temperature, content, contaminants, obstruction

on road etc.
4. Management includes – Structure, style, policy, procedure, communication

etc.
Simple example of this theory is a man slipping due to walking on a banana skin
lying on the road. Here main contributing factors are as under:
 Man – A man walking on the road.

 Machine or object or vehicle – Slippery banana skin.
 Media – Hard road.
All above causes are interacting with each other to lead to the accident. Absence of any one cause can
avoid the accident. This indicates that slippery banana skin should be removed from the road or man
should be more attentive for not walking on it or the road should not be so hard to cause slipping.

Let us take another example of a worker falling from a ladder. As per the domino theory an
investigation is as under:
The unsafe act Climbing the defective ladder
The unsafe
The defective ladder
condition
The remedial Remove or repair the defective ladder and

measure train the workers.
As per the multiple causation theory some of the contributing factors surrounding
this accident can be found out by asking:
1. Why was the defect in ladder not found in normal (past) inspections?
2. Why did the supervisor allow its use? Why did he not get it repaired
urgently?
3. Didn’t the injured worker know he shouldn’t use it?
4. Was he properly trained or not?
5. Was he reminded or cautioned?
6. Did and do the supervisor examine the job first?
The answers to these and similar questions would suggest the following measures:
1. An improved inspection procedure.

2. Repairing the ladder (machine, tool, job etc) immediately i.e. not waiting for
an accident.
3. Improved training and supervision.
4. Better fixation of responsibilities.
5. Pre job planning and checking by supervisors.
Thus application of the multiple causation theory leads us to deep causation

analysis and improved management systems are suggested to eradicate the problem
from its origin. The range and depths of the multiple causation factors provide many
details of long-run safety measures.
Q-22. What are the essential parameters for developing motivation

and communication in safety (2010, 2012& 2014)

To some extent, a high level of employee motivation is derived from effective
management practices. To develop motivated employees, a manager must treat
people as individuals, empower workers, provide an effective reward system, redesign
jobs, and create a flexible workplace.
Empowering employees
Empowerment occurs when individuals in an organization are given autonomy,

authority, trust, and encouragement to accomplish a task. Empowerment is
designed to unshackle the worker and to make a job the worker's responsibility.
In an attempt to empower and to change some of the old bureaucratic ideas,

managers are promoting corporate intrapreneurships. Intrapreneurship encourages
employees to pursue new ideas and gives them the authority to promote those ideas.
Obviously, intrapreneurship is not for the timid, because old structures and
processes are turned upside down.
Providing an effective reward system
Managers often use rewards to reinforce employee behavior that they want to
continue. A reward is a work outcome of positive value to the individual.
Organizations are rich in rewards for people whose performance accomplishments
help meet organizational objectives. People receive rewards in one of the following
two ways:
 Extrinsic rewards are externally administered. They are valued outcomes

given to someone by another person, typically a supervisor or higher level
manager. Common workplace examples are pay bonuses, promotions, time off,
special assignments, office fixtures, awards, verbal praise, and so on. In all
cases, the motivational stimulus of extrinsic rewards originates outside the
individual.
 Intrinsic rewards are self‐administered. Think of the “natural high” a person

may experience after completing a job. That person feels good because she has
a feeling of competency, personal development, and self‐control over her work.
In contrast to extrinsic rewards, the motivational stimulus of intrinsic rewards
is internal and doesn't depend on the actions of other people.
To motivate behavior, the organization needs to provide an effective reward system.

An effective reward system has four elements:
 Rewards need to satisfy the basic needs of all employees.

 Rewards need to be included in the system and be comparable to ones offered
by a competitive organization in the same area.

 Rewards need to be available to people in the same positions and be
distributed fairly and equitably.
 The overall reward system needs to be multifaceted. Because all people are
different, managers must provide a range of rewards—pay, time off,
recognition, or promotion. In addition, managers should provide several
different ways to earn these rewards.
This last point is worth noting. With the widely developing trend toward
empowerment in American industry, many employees and employers are beginning
to view traditional pay systems as inadequate. In a traditional system, people are
paid according to the positions they hold, not the contributions they make. As
organizations adopt approaches built upon teams, customer satisfaction, and
empowerment, workers need to be paid differently. Many companies have already
responded by designing numerous pay plans, designed by employee design teams,
which base rewards on skill levels.
Rewards demonstrate to employees that their behavior is appropriate and should be

repeated. If employees don't feel that their work is valued, their motivation will
decline.
Redesigning jobs
Many people go to work every day and go through the same, unenthusiastic actions
to perform their jobs. These individuals often refer to this condition as burnout. But
smart managers can do something to improve this condition before an employee
becomes bored and loses motivation. The concept of job redesign, which requires a
knowledge of and concern for the human qualities people bring with them to the
organization, applies motivational theories to the structure of work for improving
productivity and satisfaction
When redesigning jobs, managers look at both job scope and job depth. Redesign
attempts may include the following:
 Job enlargement. Often referred to as horizontal job loading, job enlargement

increases the variety of tasks a job includes. Although it doesn't increase the
quality or the challenge of those tasks, job enlargement may reduce some of
the monotony, and as an employee's boredom decreases, his or her work
quality generally increases.
 Job rotation. This practice assigns people to different jobs or tasks to

different people on a temporary basis. The idea is to add variety and to expose
people to the dependence that one job has on other jobs. Job rotation can
encourage higher levels of contributions and renew interest and enthusiasm.
The organization benefits from a cross‐trained workforce.

 Job enrichment. Also called vertical job loading, this application includes not
only an increased variety of tasks, but also provides an employee with more
responsibility and authority. If the skills required to do the job are skills that
match the jobholder's abilities, job enrichment may improve morale and
performance.
Creating flexibility
Today's employees value personal time. Because of family needs, a traditional nine‐
to‐five workday may not work for many people. Therefore, flextime, which permits
employees to set and control their own work hours, is one way that organizations are
accommodating their employees' needs. Here are some other options organizations
are trying as well:
 A compressed workweek is a form of flextime that allows a full‐time job to be

completed in less than the standard 40‐hour, five‐day workweek. Its most
common form is the 4/40 schedule, which gives employees three days off each
week. This schedule benefits the individual through more leisure time and
lower commuting costs. The organization should benefit through lower
absenteeism and improved performance. Of course, the danger in this type of
scheduling is the possibility of increased fatigue.
 Job sharing or twinning occurs when one full‐time job is split between two or
more persons. Job sharing often involves each person working one‐half day,
but it can also be done on weekly or monthly sharing arrangements. When
jobs can be split and shared, organizations can benefit by employing talented
people who would otherwise be unable to work full‐time. The qualified
employee who is also a parent may not want to be in the office for a full day
but may be willing to work a half‐day. Although adjustment problems
sometimes occur, the arrangement can be good for all concerned.
 Telecommuting, sometimes called flexiplace, is a work arrangement that

allows at least a portion of scheduled work hours to be completed outside of
the office, with work‐at‐home as one of the options. Telecommuting frees the
jobholder from needing to work fixed hours, wearing special work attire,
enduring the normal constraints of commuting, and having direct contact with
supervisors. Home workers often demonstrate increased productivity, report
fewer distractions, enjoy the freedom to be their own boss, and appreciate the
benefit of having more time for themselves.
 Of course, when there are positives, there are also negatives. Many home
workers feel that they work too much and are isolated from their family and

friends. In addition to the feelings of isolation, many employees feel that the
lack of visibility at the office may result in the loss of promotions.
Essential parameters for developing communication in safety:
Communication touches everything that takes place in an organization and is so

intermingled with all other functions and processes that separating it for study and
analysis is difficult. Because communication is the most time‐consuming activity
that a manager engages in, improving management strongly depends on improving
communication. One way researchers are trying to improve communication skills for
organizations is through instruments that assess managers' writing and speaking
effectiveness.
The responsibility to strengthen and improve communication is both individual and

organizational. Senders should define the purpose behind their message, construct
each message with the reader in mind, select the best medium, time each
transmission thoughtfully, and seek feedback. Receivers must listen actively, be
sensitive to the sender, recommend an appropriate medium for messages, and
initiate feedback efforts.
Q-23. Explain health and safety policy of your company. How it is

publicized amongst all employees (2010, 2017-5
24. Describe the limitations of safety cost data and also the utility
of computers in analysis of safety management information
(2010, 2012& 2013)
Limitation of safety cost data:
Majority of unregistered factories, small factories and industries do not report all
cases of accidents, occupational diseases and poisoning, nor do they maintain any
record. This was mentioned in the Indian labour statistics 1991-93 by Labour
Bureau, Shimla and stated that most of the states were not reported industrial
accidents occurred at their respective states. The main reasons are identified for this
limitation of safety cost data.
1. Lakhs of small and medium scale industries are out of coverage to fill returns
for safety information.
2. Lacs of factories may be unregistered due to unawareness of the state system.
3. Registered factories do not send prescribed returns or necessary statistical
information.

4. Information on cost of accident is rarely available. A few big industries may be
keeping the records of direct and indirect cost of accidents.
5. The cost of loss to the families and society is hardly available.
6. No record of private medical expenses traceable from one source.
7. Most of the industries are not covered & fulfilled by the ESI and other
statutory rules and regulation due to unregister.
8. Most of the companies are maintaining their entire information on safety cost
in hard copy and always possibility of misplace.
9. As the states do not get information from industries, they are unable to send it
to the labour burea, Shimla.
10. Even in information available or sent, many are incomplete or do not
tally with others.
11. Compilation at every stage takes too much time and causes great delay.
Utility of computers in analysis of safety management information
There are distinct advantages to adopting a computer-based safety process for any
safety program. Applying the computer to safety functions expands the capabilities
of a safety manager.
The benefits of computerizing begin with the ability to create a database of safety-
related information. An important component of a safety database is accident
information. Using the computer to identify the leading causes of past accidents can
help identify the potential causes of future accidents. Tracking and sorting
computerized accident data can identify patterns and problems. Gaining insight into
the causes of accidents allows prevention efforts to be directed to where they will do
the most good. Without a computerized database, this safety management process
may be lacking or nonexistent.
Computerizing safety functions provides additional tools, means and methods for
preventing accidents:
 Create customized inspection checklists that target specific concerns

 Ensure consistent and uniform inspections
 Track the completion of corrective actions
 E-mail inspections and corrective action reports
 Easily find and reference past inspections
Of course, safety inspections can be completed without computerizing them. But

computerizing helps prevent common problems such as hazards being overlooked,
corrective actions remaining incomplete, lost inspection reports and haphazard
follow-up.
Apart from above, in the following purpose the computer has been utilized for
betterment in safety management information,

20. Automation of information paths and use of Safety Internet System
21. Process control in plants and laboratories.
22. Accident and medical records.
23. Costing of accidents and losses.
24. Causation analysis of accidents or hazardous events.
25. Signal analysis and medical decision making, ECG analysis and diagnosis of
heart problems, sonography, scanning, surgery etc. 8. Preventive Medicine and
Epidemiology, screening, examinations of ill population and comparison of
their data with the healthy, population for early diagnosis of diseases. .
26. Maintaining a long-time qualitative quantitative record of chemical exposure

workers.
27. Maintaining environmental sampling measurement data. Using for gas disl
models and mathematical models for reliability engineering.
28. Preparing and maintaining pen statements of accidents, injuries, causation

break-ups, compensation and other costing aid cases, near miss cases, safety
training, of compliance; etc.
29. Safety reports, manuals, procedures, points, mutual aid systems and
emergency items can-be quickly stored, update reproduced.
30. Maintaining information of won conditions, engineering controls, fire and gas
leak. controls, administrative controls, n controls, personal protective
equipment their selection, training programmes etc.
31. Simulations to determine where ha reductions would be more effective an

change in failure probability that would Useful to carry out hazard analyses,
fault tree analysis etc.
32. Maintaining employee demographics histories.
33. Scheduling of inspections, surveys, me workplace monitoring, biological

monitoring condition monitoring, corrosion monitoring maintenance
programmers etc.
34. Reporting at any time to internal management or external statutory

authorities or p agencies.
35. Keeping records of Material Safety Data Indian Standards, Statutory.

Provision Forms, Reports for Pollution Control Boar
36. Statistical analysis by using ready made or designed software.
37. Using robots, auto-controls and safety devices avoid accidents to persons and
property.
The special use of computers in addition general benefits of software

(Expertise, Up to information and Improved management) is for Accident

recording and analysis, information chemical hazards, Audit recording and
analysis Data on such points are as under:
1. Automatic printing of statutory and other safety forms.

2. Automatic generation of periodical report.
3. Analysis of near misses in the same details injury accidents.
4. Multiple records of injury, property and v damage from the same incident.
5. Linked incident costing so that reports automatically include details of the

involved.
6. Automatic summaries and their graphical displays.
7. On-line computing using own computer to contact the library or publisher’s

computer to obtain and read off the information required.
8. CD-ROM (Compact Disc Read Only Memory) and player for the computer
and special software on chemical hazards and control technology. The
information from the disc 15 displayed on the computer screen conversely,
information 1n the computer can be copied on CD by using CD writer.
9. Use of floppy discs, CDs and Pen drive to read off the information.
10. Database from CAMEO, COSHFL APELL etc. and onsite and offsite
emergency plans.
11. Safety audit and environmental audit details by using a set of audit
questions (also known as audit protocol). Such audit software packages
include:
Other benefits:
a) The ability to edit the audit questions and add audit questions as new risks are
identified.
b) The ability to add guidance for the auditors to specific questions, including details
0f any relevant standards.
c) Displaying two or more sets of audit results on the screen at a time and to
compare them.
d) Graphical display of audit summaries.
e) Automatic generation of audit reports, including action plans.
F) Diary facilities to assist in managing an audit schedule and keeping track of

recommendations for remedial action.
Computerizing safety and OSHA compliance training has benefits as well: better
recordkeeping; the ability to track training by person, topic or dates; and the ability

to obtain training programs on CD. Computerizing employee safety training makes
training easier to organize, manage and monitor. The return on investment is fewer
accidents, and avoiding OSHA citations and penalties for inadequate training.
Not to be overlooked is the ability of a computer-based safety program to standardize

safety procedures and forms for a company with multiple locations. A computer-
based safety program can be installed on a company's intranet system. The same
forms and procedures are readily accessible on everyone's computer.
Management can obtain incident reports, investigations or safety inspections within

minutes of completion. Information can be e-mailed to multiple recipients in
seconds. Data from one or all locations can be searched and sorted.
Yet another benefit of computerizing a safety program is the time saved. It takes
twice as long to write a page of text than to type it on a keyboard. Problems such as
misplaced files, incomplete reports, poor follow-up, inconsistent procedures and a
reluctance to revise are eliminated.
Q-25. Write a detailed note on conflict management (2013, 2010-5, 2012-5,

2014-5& 2017-5)
Definition:
“It is defined as the opportunity to improve situations and strengthen relationship”

“Conflict management is the process of limiting the negative aspects of conflict
while increasing the positive aspects of conflict. The aim of conflict management is to
enhance learning and group outcomes, including effectiveness or performance in an
organizational setting. Properly managed conflict can improve group outcomes”.
Conflict management minimizes the negative outcomes of conflict and promotes the
positive outcomes of conflict with the goal of improving learning in an organization.
Properly managed conflict increases organizational learning by increasing the
number of questions asked and encourages people to challenge the status quo.
Types of conflict:
Type of conflict Sources of conflict Management strategy

Intra individual Conflicting goals, needs, Role definition
motives
Interpersonal Disagreements, Assertive behavior
antagonism
Inter-group Power, authority status Participative management,
team building training
Organizational Hierarchical conflict, Institutional goal setting

functional conflict
Conflict resolution involves the reduction, elimination, or termination of all forms

and types of conflict. Five styles for conflict management, as identified by Thomas
and Kilmann, are: competing, compromising, collaborating, avoiding, and
accommodating.
The various conflict resolution techniques are given below.
1. Forcing (Competing):
It is also knows as competing. An individual firmly pursues his or her own concerns
despite resistance from the other person. This may involve pushing one viewpoint at
the expense of another or maintaining firm resistance to another person’s actions.
Typically, this is the way conflicts are resolved during an emergency where decisions
are required ‘immediately. However, this may only be a short term solution, as use of
authority can leave one or both sides feeling disenfranchised
Examples of when forcing may be appropriate:

a. In certain situation when all other, less forceful methods, don’t work or are
ineffective.
b. When a quick resolution is required and using force is justified.
Possible advantage of forcing:
a. May provide a quick resolution to a conflict

b. Increase self esteem and draws respect when firm resistance or actions were
the response to aggression or hostility.
Caveats of forcing:
a. May negatively affect the relationship with the opponent in the long run
b. May cause the opponent to react in the same way, even if the opponent did not
intend to be forceful originally.
c. Taking this approach may require a lot of energy and be exhausting to some
individuals.
WIN-WIN (collaborating)
It is known as confronting the problem or problem solving. Collaboration involves an

attempt to work with the other person to find a win-win solution to the problem at
hand. The one that most satisfies the concern of both parties. The win-win approach
sees conflict resolution as an opportunity to come to a mutually beneficial result. It
includes identifying your opponents underlying concerns and finding an alternative
which meets each party’s concerns.

Examples of when collaborating may be appropriate:
a. When consensus and commitment of other parties is important

b. In a collaborative environment
c. When addressing the interest of multiple stakeholders is required.
d. When a high level of trust is present
e. When a long term relationship is important
Possible advantages of collaborating:
a. Leads to solving the actual problem

b. Leads to a win-win outcome
c. Reinforces mutual trust and respect
d. Builds a foundation for effective collaborating in the future
e. Shared responsibility of the outcome
f. Earn a reputation as a good negotiator
Caveats of collaborating:
a. Requires a commitment from all parties to look for a mutually acceptable
solution.
b. May require more effort and more time than some other methods. A win-win
solution may not be evident
c. For the same reason, collaborating may not be practical when timing is crucial
and a quick solution or fast response is required
d. Once one or more parties lose their trust in an opponent, the relationship falls
back to other methods of conflict resolution. Therefore, all involved parties
must continue collaborative efforts to maintain a collaborative relationship
Compromising
Also known as reconciling. Compromising looks for an expedient and mutually

acceptable solution which partially satisfies both parties.
Examples of when compromise may be appropriate:
a. When the goals are moderately important and not worth the use of more
assertive or more involved approaches, such as forcing or collaborating.
b. To reach temporary settlement on complex issues
c. To reach expedient solutions on important issues
d. As a first step when the involved parties do not know each other well or haven’t
yet developed a high level of mutual trust
e. When collaborating or forcing do not work
Possible advantages of compromise:

a. Faster issue resolution. Compromising may be more practical when time is a
factor
b. Can provide a temporary solution while still looking for a win-win solution
c. Lowers the levels of tension and stress resulting from the conflict
Some caveats of using compromise:
a. May result in a situation where both parties are not satisfied with the outcome
(a lose-lose situation)
b. Does not contribute to building trust in the long run
c. May require close monitoring and control to ensure the agreements are met
Withdrawing (Avoiding):
Also known as avoiding. This is when a person neither pursues their own concerns
nor those of their opponent. He or she does not address the conflict but sidesteps,
postpones or simply withdraws.
Examples of when withdrawing may be appropriate:
a. When the issue is trivial and not worth the effort

b. When more important issues are pressing, and you don't have time to deal
with it
c. In situations where postponing the response is beneficial to you, for example
d. When it is not the right time or place to confront the issue
e. When you need time to think and collect information before you act (e.g. if you
are unprepared or taken by surprise)
f. When you see no chance of getting your concerns met or you would have to
put forth unreasonable effort
g. When you would have to deal with hostility
h. When you are unable to handle the conflict (e.g. if you are too emotionally
involved or others can handle it better)
Possible advantages of withdrawing:
a. When the opponent is forcing or attempts aggression, you may choose to

withdraw and postpone your response until you are in a more favorable
circumstance for you to push back
b. Withdrawing is a low stress approach when the conflict is short
c. Gives the ability/time to focus on more important or more urgent issues

instead
d. Gives you time to better prepare and collect information before you act

Some caveats of withdrawing:
a. May lead to weakening or losing your position; not acting may be interpreted
as an agreement. Using withdrawing strategies without negatively affecting
your own position requires certain skill and experience
b. When multiple parties are involved, withdrawing may negatively affect your
relationship with a party that expects your action
Smoothing (Accommodating):
Also known as accommodating. Smoothing is accommodating the concerns of other

people first, rather than prioritizing one’s own concerns.
Examples of when smoothing may be appropriate:
b. When it is important to provide a temporary relief from conflict or buy time

until you are in a better position to respond or push back
c. When the issue is not as important to you as it is to the other person
d. When you accept that you are wrong
e. When you have no choice or when continued conflict would be detrimental
Possible advantages of smoothing:
a. In some cases smoothing will help to protect more important interests while
giving up on some less important ones
b. Gives an opportunity to reassess the situation from a different angle
c. As a rule, does not require much effort
Some caveats of smoothing:
a. The risk of being abused is real, i.e. the opponent may try to constantly take
advantage of your tendency toward smoothing/accommodating. Therefore, it is
important to maintain the right balance and this requires some skill
b. May negatively affect your confidence in your ability to respond to an
aggressive opponent
c. Makes it more difficult to transition to a win-win solution in the future
d. Some of your supporters may not like your smoothing response and be turned
off
Q-26. Evaluate the role of communication in safety management

(2014, 2016&2018)

Ans:
It is defined as the process of passing information and understanding from one

person to another. It is the process of imparting ideas and making oneself
understand by others. It is fundamental and vital to all managerial functions.
This is also one of the elements of the management process of directing and also
useful for effective leadership, motivation, supervision and getting the work done.
Motivation cannot succeed without communication.
“The dander in communication is the illusion that it has been accomplished”
- George Bernard Shaw
Role of communication in Safety Management:
Maintaining an effective communication infrastructure is the basic need of safety

department of any industrial organization. The success of safety programs depends
upon proper communication Inter changing of ideas, information, holding a meeting
and deliberations, surveys, inspections and monitoring activities depends upon the
communication system. Remedial and corrective measures involving unsafe practice
and acts during hazards cannot be achieved without actual involvement of the
communication system.
a. It is utmost necessary for planning, decision making, organizing, directing and

controlling.
b. Plans cannot be implemented without effective communication.
c. Its basic purpose is to create mutual understanding and to secure desired

response.
d. Motivation and moral can be boost up.
e. Human relations can be improved.
f. Training and development is not possible without communication.
g. Co-ordination can be bridged by communication.
h. Public relations can be maintained and strengthened.
i. It increases productivity and performance.
j. To achieve success in health and safety management, there needs to be

effective communication up, down and across the organisation. Organisations
need to communicate information to their workers on the risk to their health
and safety identified in their risk assessments, and the preventive and
protective measures necessary to control risk.

The information provided should be communicated appropriately, taking into
account:
 Workers’ levels of competence

 The size and structure of the organisation
k. Communication in Safety management comes in varying forms including
policies and procedures, performance statistics, hazard and incident reports,
workplace inductions, risk assessments, and training.
l. Effective communication mechanisms are critical to engage staff in safety
activities, to gain cooperation and support, and to maintain a positive safety
culture. These mechanisms need to complement the practical and technical
safety strategies.
m. Clear and constructive safety communication can improve knowledge and
understanding that prevents at-risk behaviours and enhances safe work
practices.
n. Communication allows people, tasks, processes and systems to interact
purposively and co-operatively to achieve health, safety and environment
(HSE) objectives. The way we communicate about safety will influence whether
or not people will understand and participate in the safety process, and the
language we use will often determine whether the process is accepted or
rejected.
o. It may be necessary to provide forms of motivation and publicity to encourage
them to take responsibility for their own health and safety, and that of others.
p. The methods used will need to create an atmosphere that promotes safe
behaviour, and reminds and reinforces the benefits for employees and the
organisation of working safely.
q. HSE practitioners spend a high proportion of the day communicating by
telephone, email, written instructions, responding to technical and non-
technical queries from employees and HSE colleagues, and making
presentations to staff and senior management. This can be more challenging
when dealing with multiple clients, multiple sites and multiple safety cultures.
The process of safety communication is like traffic on a road. We need to plan
the route to our destination, respond to signals and signs, take a different
route if our path is blocked, modify our approach according to the conditions
(motivation, culture, status, etc.), and slow down when required. The meaning
of our communication is just not what the sender thinks it is – it relies on the
response from the recipient. It takes time and effort to perfect the techniques
that help us to convey our safety messages effectively.
r. The United Kingdom Health and Safety Executive (Booth, 1993) has described
safety culture as: “It is the product of individual and group values, attitudes,
competencies, and patterns of behaviour that determine the commitment to,
and the style and proficiency of, an organisation’s health and safety
programmes.
s. Organizations with a positive safety culture are characterised by
communications founded on mutual trust, by shared perceptions of the
importance of safety, and by confidence in the efficacy of preventive measure.”

t. Communication and consultation at work is integral to achieving a safe work
environment by giving and receiving information about hazards and risk
controls, influencing attitudes and behaviours, and building commitment and
ownership.
u. In a system of open and two-way communication, management provides
employees with relevant information on hazards and risks associated with the
organisation’s operations to build understanding on how to work safely. They
listen and act on the concerns of employees. People will contribute more
effectively in an environment that provides a framework for consultation and
communication that creates the conditions where individuals are encouraged
and prepared to report hazards, incidents and near-misses. Involving
employees in decisions about changes and responding to their concerns helps
to establish common goals between management and employees, and
motivates them to work safely. Staff involvement in the HSE decision-making
process is a characteristic of a positive safety culture and has also been
recognised as being fundamental to the successful implementation and
sustainability of a HSE Management System.
Types of channels and media of communication
Communication
Channels Media
Formal Informal Oral

Written
Downward Electronic
Gesture
Upward
Horizontal
Diagonal
Though one way communication such as speech, poster, instruction has their uses,
two way communications is the only effective way to transfer an idea from one mind
to another. Two way communications allows for clarification and amplification.
Information
Feedback

Sender Receiver
Adjusted information
Understanding
The most commonly in industry, the internal communication is used which includes
presentations to senior management, staff and HSE Committees, team meetings,
emails, videos, notice boards, newsletters, poster displays and signage. Methods of
external communication include annual reports, publications, telephone enquiries,
and submissions to government on changes to legislation. It is important that
information is presented in a manner that recipients can understand. Most of the
industries are communicating with their employees through the following action for
enhancing the safety culture and system at their workplace.
a. HSE policy
b. Safety monthly bulletin
c. Safety survey & audit
d. Training program
e. National safety day celebration
f. Standard operating procedures
g. Cautionary board
h. Role play
i. Employee participation
The communication network provides a cohesive and supportive framework in which

people and systems of work can interact purposively and co-operatively.
Clear and constructive safety communication provides the mechanism by which

knowledge and understanding can be improved to prevent at-risk behaviours and to
enhance safety culture.
Effective communication mechanisms are critical to engage employees in safety

activities and to gain cooperation and support to maintain a positive safety culture.
These mechanisms need to complement the practical and technical safety strategies.
Employees with effective communication skills are better able to provide corrective
feedback for risky behaviours (thereby decreasing the probability of an injury) as
well as rewarding feedback for safe behaviours (thereby increasing the likelihood of
future behaviors being performed safely).
Visual cues and non-verbal communication contribute to behaviour. Staff will mirror
the appropriate behaviours of managers and peers.

A physical presence and action (i.e., meeting face-to-face) will have a longer-lasting
impact on behaviour than sending an email or memo that may have unintended
negative consequences.
To improve safety communication in the workplace:
a. Define goals clearly in writing – written rules are easier to understand

b. Identify appropriate lines of communication with managers and employees
c. Respond to instructions or enquiries promptly and appropriately
d. Develop effective questioning and speaking skills to gather and convey
information
e. Speak in the language of the person with whom you are communicating
f. Increase your listening skills – essential in meeting staff’s needs, and Give
feedback – reinforce appropriate behaviour.
Q-27. Write an essay on Leadership Styles and safety management

(2013-5, 2014, 2015 & 2016)
Leadership: It is an individual part of the process of directing skill. It is a tool or
means which makes direction effective. Dr. Terry says that manager have to manage
business which means that they have to provide leadership. They have to instils in
them desire to achieve the goals, a desire to improve their performance and a sense
of co-operation. If managers fail to provide such leadership the employees will search
the leadership outside which may lead to conflict.
Role and Functions of a leader:
1. He should be clear about common objective and should communicate

them clearly.
2. He has to influence, guide, instruct, inspire and supervise his
subordinates to work efficiently and effectively.
3. He has to generate desire in followers to achieve the common goal.
4. He works along with his followers, shows them how to work and gets
their co-operation in return.

5. He should convince the follower that in protection of organization goal,
lies the protection of their personal goal.
6. He has to provide continuous guidance till the achievement of goals.
7. Depending on situation he should alter, modify or stop order and should
not be rigid in his decision.
8. He has to set an example by his own behaviors.
Attributes of a leader:
1. Energy
2. Teaching ability
3. Emotional stability
4. Empathy
5. Objectivity
6. Enthusiasm
7. Knowledge of HR
8. Communication skill
9. Social skill
10. Technical competence
Leadership styles:
There are of three types
1. Autocratic of Dictatorial leadership
2. Democrative or consultative or participative leadership
3. Free Rein or Laisses faire leadership
In autocratic leadership subordinates have less freedom which increases in
democratic leadership. Superior enjoys more authority in autocratic leadership and
less authority in democratic leadership.
Autocratic leadership:
It is useful when subordinates are illiterate, unskilled, untrained and secrecy in

decision making is required. It can be applied in decision making is required. It can
be applied when there is a clear chain of command or clear-cut division of authority.
Its features are retention of power, relaying on orders only and close supervision.
Democratic leadership:
The manager consults his subordinates and invites their suggestions before making
decision. Formal or informal meetings are also held. Here subordinates work heartily
because their views and opinions are respected. Close personal contacts and clear
understanding of problems are ensured. It develops trust, cooperation and
leadership among employees. This stage is useful when subordinates are literate,
have sense of responsibility and organized. It requires much time in decision
making.

In free – Rein leadership: The manager delegate authority to his subordinates and
they are encouraged to develop and contribute independent thought and action. This
methods is preferred mostly by highly educated and independent person. Here
details are prepared by the subordinates. There is a free communication between
superior and his subordinates. They don’t feel difficulty in consulting each other. It
is more creative and develops latent abilities of subordinates.
Selection of leadership style depends on 1. Force in manager 2. Force in

subordinates 3. Force in situation.
In safety management: Autocratic leadership style is not suitable as safety is not to

be imposed like military discipline, and involvement of employees at all levels is
required. The concept of employees participation, safety committee, safety education
and training and safety is everybody’s responsibility can be well implemented by
democratic or consultative leadership style. The democratic leadership is most
suitable at workers and middle level and free rein leadership style is suitable for
higher level to achieve in safety management.
Q-28. Planning is the essence of safety management explain (2014,

2016& 2018-10)
Planning:
Planning is the most fundamental and the first function or element of management
process. As per Henry Fayol “Planning refers to a preview of future activities”. Safety
planning as the first step of safety management wherein a safety manager decides in
advance safety objectives, policy, procedure, strategies, rules, programmes, methods,
budgets, schedules and necessary means for achieving these objectives, considering
facts and anticipating foreseeable events that may affect safety of plant, people and
environment.
Purpose of safety planning:
1. To draft health and safety policy and environmental policy for the management.
2. To decide safety committee, its objectives and effective functioning.
3. To decide safety targets like zero/ minimum accidents, maximum working
hours without accident, safety education, training and awareness programme
for the workers and the public.
4. Areas of hazards and their detection, inspection, audit, risk assessment and
measures for their removal or minimization.
5. Accidents investigation, analysis, costs calculation and introducing, safety
measures to prevent their recurrence.
6. Organization structure, staff, key persons and their role for safety.
7. Standards for safety equipment, tools, permissible exposures etc.,
8. Preparation, rehearsal and updating of on-site emergency plans.

9. Details of safe or standard operating procedures, close-down procedures,
methods, firefighting procedures, emergency preparedness, first-aid etc.
10. Testing, inspection and records of lifting machines, pressure vessels,
ventilation, lighting, safety environment etc. as per statutory need.
11. Medical examination of workers, records and corrective action as directed by
doctors.
12. Compliance of statutory and non-statutory safety provisions, their records and
reporting.
13. Search for safe and clean technology for the process and hazard control
techniques for detection and removal of all hidden hazards.
14. Follow-up action, evaluation of safety programmes and improvement of future
plans, strategies etc.,
15. Planning to achieve national and international standard, awards etc.,
Range of planning:
1. Short-term plans: For a period up to one year. They are specific and
detailed and cover forms and contents of long term plan. They are prepared
on the basis of strategic and tactical plans.
Example: Daily operations, repairs and maintenance plan, purchase plan,
product plan etc.
2. Medium- term plans: For a period of more than one year and less than 5
years. They are coordinative and tactical in nature. They are less detailed
than short-term plan. Example: emergency planning and forecasting of
emergency, refresher courses etc.
3. Long-term plans:- For a period of 5, 10, 15 or more years. It considers
future changes in environment and provides overall targets towards which
all activities of the organization are to be directed. It results in long term
commitment of resources. It takes a macro view of the organization and
provides direction for the growth of the enterprise. It involves uncertainty
because of the long period. Example: Environmental impact assessment,
future opportunities, scientific development and its forecasting, future need
of people and market trends etc.
Variety of plans: They are classified as under

1. Based on objectives – Production plan, sales plan, financial plan, investment
plan, expansion plan, research and development plan, training plan etc.
2. Based on time – Short, medium and long term plan as explained earlier.
3. Single use plan – Programmes, projects, budgets etc.
4. Repeated use plans- They consider objectives, policies, procedures, rules and
strategies.
Strategic Planning: In business or industry it means a special type of plan to meet

challenges, competitions, emergencies and other environmental forces. On site and
off site emergency plans are the best example of such strategic planning.
Nature of strategic planning:

1. It is a long term planning to fight future external forces.
2. It is action oriented, flexible, dynamic and forward looking
3. It deals with basic questions.
4. It is a function of the top management
5. It becomes a base for the detailed plans
6. It focuses on energies and resources.
7. It analyses the environment
8. It involves assumption of certain calculated risks
9. It is a contingent plan to meet demands of a particular situation.
Process of strategic planning:
1. Decide mission and long range objectives

2. Collect and analyse relevant information
3. Assess the environmental and risk factors
4. Conduct – resource audit
5. Think of strategic alternatives
6. Select the best alternative
7. Implement and control it.
Develop programmes and budgets for each function. Short term operational plan
should be prepared to utilize the resources. Proper sequences and timing efforts are
decided to take every step at the right time. Performance should be evaluated, where
results are below expectation, strategy should be reviewed and modified as per need.
Q-29. What is motivation? Distinguish between monetary and non-

Monetary motivation (2014)
Motivation:
Monetary and Non-Monetary Factors of Motivation!

The motivational factors that motivate a person to work and which can be used to
enhance their performance can be classified into two categories—monetary factors
and non-monetary factors (Table 7.1).

Monetary Factors:
Monetary factors are extrinsic to work, such as the following:
1. Salary or wages:
This is one of the most important motivational factors in an organization. Salaries
and wages should be fixed reasonably and paid on time.
2. Bonus:
Bonus is an extra payment over and above salary, and it acts as an incentive to
perform better. It is linked to the profitability and productivity of the organization.
3. Financial incentives:
The organization provides additional incentives to their employees such as medical
allowance, travelling allowance, house rent allowance, hard duty allowance and
children educational allowance.
4. Promotion (monetary part):

Promotion is attached with increase in pay, and this motivates the employee to
perform better.
5. Profit sharing:
This is an arrangement by which organizations distribute compensation based on
some established formula designed around the company’s profitability.
6. Stock option:
This is a system by which the employee receives shares on a preferential basis which
results in financial benefits to the employees.
Non-monetary Factors:
Non-monetary factors are rewards intrinsic to work, such as the following:
1. Status:
An employee is motivated by better status and designation. Organizations should
offer job titles that convey the importance of the position.

2. Appreciation and recognition:
Employees must be appreciated and reasonably compensated for all their
achievements and contributions.
3. Work-life balance:
Employees should be in a position to balance the two important segments of their
life—work and life. This balance makes them ensure the quality of work and life. A
balanced employee is a motivated employee.
4. Delegation:
Delegation of authority promotes dedication and commitment among employees.
Employees are satisfied that their employer has faith in them and this motivates
them to perform better.
5. Working conditions:
Healthy working conditions such as proper ventilation, proper lighting and proper
sanitation improve the work performance of employees.
6. Job enrichment:
This provides employees more challenging tasks and responsibilities. The job of the
employee becomes more meaningful and satisfying.
7. Job security:
This promotes employee involvement and better performance. An employee should
not be kept on a temporary basis for a long period.
Q-30. What do you mean by Direction? Throw light on the process

of Direction (2014, 2017)
Once the objectives are decided and planning is made how to achieve them,
organization structure is designed by staff, appointing qualified and experienced
persons and the organization can be said ready for action. But this action cannot
begin until orders and instructions are issued. This process of inspiring and guiding
people what to do and how to do the best of their ability is knowns as directing.
Thus after planning, organizing and staffing, directing is the fourth managerial
function. It is that part of the management process which guides, inspires, instruct
and harness people to work effectively and efficiently to achieve the goals.
Process: The process of directing consists of the following steps:
16. Issue orders and instructions. They should be clear, complete and
within capabilities of the followers.
17. Provide and continue guidance and supervision to endure that the
assigned tasks are carried out effectively and efficiently.
18. Maintain discipline and reward for good work.
19. Inspire and motivate to work hard to achieve the goals.

Thus motivation, supervisions, leadership and communication are the
main elements of directing.
Techniques of Direction:
Generally four techniques are available for direction. They are delegation of
authority, supervision, orders and instruction.
By delegation of authority a superior entrusts his subordinates with certain rights

or powers. He assigns a part of his work and authorizes him to do work.
Supervision means expert overseeing of subordinates at work to ensure compliance

of plans and procedures. At operating level it is most useful and effective.
The terms order, instruction, directive and command are used interchangeably in
management literature. They mean to initiate, modify or stop an activity. It is a
primary tool by which activities are started, altered, guided and terminated.
Above definitions, principles and techniques of direction are equally applicable to the
area of safety and safety managers should know and follow them while guiding,
inspiring, motivating and instructing workers to detect and remove unsafe conditions
and actions and to maintain safe environment in their day to day activities.
Q-31. Evaluate the advantages and disadvantages of collective bargaining (2014
Definition of Collective Bargaining:
Industrial disputes between the employee and employer can also be settled by
discussion and negotiation between these two parties in order to arrive at a decision.
This is also commonly known as collective bargaining as both the parties eventually
agree to follow a decision that they arrive at after a lot of negotiation and discussion.
According to Beach, “Collective Bargaining is concerned with the relations between

unions reporting employees and employers (or their representatives).
It involves the process of union organization of employees, negotiations

administration and interpretation of collective agreements concerning wages, hours
of work and other conditions of employees arguing in concerted economic actions
dispute settlement procedures”.
According to Flippo, “Collective Bargaining is a process in which the representatives

of a labor organization and the representatives of business organization meet and
attempt to negotiate a contract or agreement, which specifies the nature of employee-
employer union relationship”.

“Collective Bargaining is a mode of fixing the terms of employment by means of
bargaining between organized body of employees and an employer or association of
employees acting usually through authorized agents. The essence of Collective
Bargaining is bargaining between interested parties and not from outside parties”.
According to an ILO Manual in 1960, the Collective Bargaining is defined as:

“Negotiations about working conditions and terms of employment between an
employer, a group of employees or one or more employers organization on the other,
with a view to reaching an agreement.”
It is also asserted that “the terms of agreement serve as a code defining the rights
and obligations of each party in their employment relations with one another, if fixes
large number of detailed conditions of employees and during its validity none of the
matters it deals with, internal circumstances give grounds for a dispute counseling
and individual workers”.
Advantages of Collective Bargaining:

Perhaps the biggest advantage of this system is that, by reaching a formal
agreement, both sides come to know exactly what to expect from each other and are
aware of the rights they have. This can decrease the number of conflicts that happen
later on. It also can make operations more efficient.
Employees who enter collective bargaining know they have some degree of protection
from employer retaliation or being let go from the job. If the employer were dealing
with just a handful of individuals, he might be able to afford to lose them. When he
is dealing with the entire workforce, however, operations are at risk and he no longer
can easily turn a deaf ear to what his employees are saying.
Even though employers might need to back down a little, this strategy gives them the
benefit of being able to deal with just a small number of people at a time. This is
very practical in larger companies where the employer might have dozens, hundreds
or even thousands of workers on his payroll. Working with just a few representatives
also can make the issues at hand seem more personal.
Agreements reached through these negotiations usually cover a period of at least a
few years. People therefore have some consistency in their work environment and
policies. This typically benefits the company’s finance department because it knows
that fewer items related to the budget might change.
On a broad scale, using this method well can result in more ethical way of doing
business. It promotes ideas such as fairness and equality, for example. These
concepts can spill over into other areas of a person’s life, inspiring better general
behavior towards others.

Disadvantages of Collective Bargaining:
A major drawback to using this type of negotiation system is that, even though
everyone gets a say in what happens, ultimately, the majority rules, with only a few
people determining what happens too many. This means that a large number of
people, particularly in the general workforce, can be overshadowed and feel like their
opinion doesn’t really matter. In the worst case scenario, this can cause severe
division and hostility in the group.
Secondly, it always requires at least two parties. Even though the system is
supposed to pull both parties together, during the process of trying to reach an
agreement, people can adopt us-versus-them mentality. When the negotiations are
over, this way of looking at each other can be hard to set aside, and unity in the
company can suffer.
Collective bargaining can also be costly, both in terms of time and money.
Representatives have to discuss everything twice—once at the small representative
meetings, and again when they relay information to the larger group. Paying outside
arbitrators or other professionals quickly can run up a fairly big bill, and when
someone else is brought in, things often get slower and more complex because even
more people are involved.
Some people point out that these techniques have a tendency to restrict the power of
employers. Employees often see this as a good thing, but from the company’s
perspective, it can make even basic processes difficult. It can make it a challenge to
deal with individual workers, for example.
The goal of the system is always to reach a collaborative agreement, but sometimes
tensions boil over. As a result, one or both parties might feel they have no choice but
to muscle the other side into giving up. Workers might do this by going on strike,
which hurts operations and cuts into profits. Businesses might do this by staging
lockouts, which prevents members’ of the workforce from doing their jobs and getting
paid, negatively effecting income and overall quality of living.
Lastly, union dues are sometimes an issue. They reduce the amount of take-home
pay a person has, because they usually are deducted right from his paycheck. When
things are good in a company and people don’t feel like they’re getting anything from
paying the dues, they usually become unhappier about the rates.
The idea of collective bargaining emerged as a result of industrial conflict and growth
of trade union movement and was first given currency in the United States by
Samuel Crompers. In India the first collective bargaining agreement was conducted
in 1920 at the instance of Mahatma Gandhi to regulate labour management relation
between a group of employers and their workers in the textile industry in
Ahmadabad

Q-32. Define accident and discuss the various causes of industrial accidents.
(2015
Industrial Accident:
An accident (industrial) is a sudden and unexpected occurrence in the industry
which interrupts the orderly progress of the work. According to the Factories Act,
1948: “It is an occurrence in an industrial establishment causing bodily injury to a
person who makes him unfit to resume his duties in the next 48 hours”.
In other words, accident is an unexpected event in the course of employment which
is neither anticipated nor designed to occur. Thus, an accident is an unplanned and
uncontrolled event in which an action or reaction of an object, a substance, a
person, or a radiation results in personal injury. It is important to note that self-
inflicted injuries cannot be regarded as accidents.
An industrial injury is defined as “a personal injury to an employee which has been
caused by an accident or an occupational disease and which arises out of or in the
course of employment and which could entitle such employee to compensation under
Workers’ Compensation Act, 1923”.
Types of Accidents:
Accidents may be of different types depending upon the severity, durability and
degree of the injury. An accident causing death or permanent or prolonged disability
to the injured employee is called ‘major accident. A cut that does not render the
employee disabled is termed as ‘minor’ accident. When an employee gets injury with
external signs of it, it is external injury.
Injury without showing external signs such as a fractured bone is called an internal
one. When an injury renders an injured employee disabled for a short period, say, a
day or a week, it is a temporary accident. On the contrary, making injured employee
disabled for ever is called permanent accident. Disability caused by accident may be
partial or total, fatal or non-fatal.

The various types of accidents are now shown in below.
No accident occurs automatically. Instead, certain factors cause accidents. It has
been noticed that an accident does not have a single cause but a multiplicity of
causes, which are often closely related. The same is discussed subsequently.
Causes of Accidents:
The industrial safety experts have classified the various causes of accidents
into three broad categories:
1. Unsafe Conditions
2. Unsafe Acts
3. Other Causes?
These are discussed, in brief.
1. Unsafe Conditions (work-related):
Unsafe working conditions are the biggest cause of accidents. These are associated
with detective plants, tools, equipment’s, machines, and materials. Such causes are

known as ‘technical causes’. They arise when there are improper guarded
equipment’s, defective equipment’s, faulty layout and location of plant, inadequate
lighting arrangements and ventilation, unsafe storage, inadequate safety devices, etc.
Besides, the psychological reasons such as working over time, monotony, fatigue,
tiredness, frustration and anxiety are also some other causes that cause accidents.
Safety experts identify that there are some high danger zones in an industry. These
are, for example, hand lift trucks, wheel-barrows, gears and pulleys, saws and hand
rails, chisels and screw drivers, electric drop lights, etc., where about one-third of
industrial accidents occur.
2. Unsafe Acts:
Industrial accidents occur due to certain acts on the part of workers. These acts may
be the result of lack of knowledge or skill on the part of the worker, certain bodily
defects and wrong attitude.
Examples of these acts are:
(a) Operating without authority.
(b) Failure to use safe attire or personal protective equipment’s,
(c) Careless throwing of material at the work place.
(d) Working at unsafe speed, i.e., too fast or too low.
(e) Using unsafe equipment, or using equipment’s unsafely.
(f) Removing safety devices.
(g) Taking unsafe position under suspended loads.
(h) Distracting, teasing, abusing, quarrelling, day-dreaming, horseplay
(i) One’s own accident prone personality and behaviour.

3. Other Causes:
These causes arise out of unsafe situational and climatic conditions and variations.
These may include excessive noise, very high temperature, humid conditions, bad
working conditions, unhealthy environment, slippery floors, excessive glare, dust
and fume, arrogant behaviour of domineering supervisors, etc.
It is reported that in every twenty seconds of every working minute of every hour
throughout the world, someone dies as a result of an industrial accident. Industrial
accidents cause losses to the employees and organisations as well. Table below gives
an idea about the enormous losses that accidents have caused to the industrial
establishments in our country.
Table: Accidents—Estimated Loss:
Accidents causing losses to the industrial establishments need to be avoided.
Adequate safety measures can avoid accidents.
Q-33. Define management and explain its nature and function. (2015, 2016&
2018)?
Ans: Henri Fayol defined management as, “Management is to forecast, to plan, to
organize, to command, to coordinate and control activities of others.” In simple terms,

management is a means of organizing and delegating the work that needs to be done
among people who can do it, and then ensuring that said work is done diligently and
timely. Henri Fayol is also called as father of general management. He identified four
function of management i.e Planning, Organizing, Directing & controlling.
Key Role:
Fayol also divided the management function into five key roles:
 To plan and forecast/Planning

 To organize/Organizing
 To command/Commanding, Leading
 To coordinate/Coordinating
 To control/Controlling
Nature of management:
1. Management is a group of people with different levels depending on

responsibility and it is a group functions like planning, organizing, staffing,
directing, controlling, reporting, budgeting, motivating, co-coordinating etc.
2. It requires knowledge, skill, creativity etc., it is an art. As it requires universal
application of principles for definite results and systematic knowledge,
mathematics and use of scientific rules or study.
3. It is technique by which the objectives are predetermined and obtained by
methods required.
4. Management without objectives is meaningless. It is creative, decides goals
and try to achieve them. Therefore, it is purposeful.
5. It changes with time, goals, objectives, need and challenges of business to be
successful at all times.
6. The process of management is invisible though the manages are visible.
7. Managers acts as a leader of the groups, creates environment for followers and
gets work done through them. Therefore is a leadership function.
8. All managers have to take decisions with utmost care using data and analysis
to obtain results. Without decision, management is not possible.
9. The essence of management lies in coordinating all its efforts into a team. It
requires harmony instead of conflicts.
Q-34. Describe the various roles and functions of a manager in brief

(2015
Functions of Managers

Managers just don't go out and haphazardly perform their responsibilities. Good
managers discover how to master five basic functions: planning, organizing, staffing,
leading, and controlling.
 Planning: This step involves mapping out exactly how to achieve a particular
goal. Say, for example, that the organization's goal is to improve company
sales. The manager first needs to decide which steps are necessary to
accomplish that goal. These steps may include increasing advertising,
inventory, and sales staff. These necessary steps are developed into a plan.
When the plan is in place, the manager can follow it to accomplish the goal of
improving company sales.
 Organizing: After a plan is in place, a manager needs to organize her team
and materials according to her plan. Assigning work and granting authority
are two important elements of organizing.
 Staffing: After a manager discerns his area's needs, he may decide to beef up
his staffing by recruiting, selecting, training, and developing employees. A
manager in a large organization often works with the company's human
resources department to accomplish this goal.
 Leading: A manager needs to do more than just plan, organize, and staff her
team to achieve a goal. She must also lead. Leading involves motivating,
communicating, guiding, and encouraging. It requires the manager to coach,
assist, and problem solve with employees.
 Controlling: After the other elements are in place, a manager's job is not
finished. He needs to continuously check results against goals and take any
corrective actions necessary to make sure that his area's plans remain on
track.
All managers at all levels of every organization perform these functions, but the
amount of time a manager spends on each one depends on both the level of
management and the specific organization.
Roles performed by managers
A manager wears many hats. Not only is a manager a team leader, but he or she is
also a planner, organizer, cheerleader, coach, problem solver, and decision maker —
all rolled into one. And these are just a few of a manager's roles.
In addition, managers' schedules are usually jam‐packed. Whether they're busy with
employee meetings, unexpected problems, or strategy sessions, managers often find
little spare time on their calendars. (And that doesn't even include responding to e‐
mail!)
In his classic book, The Nature of Managerial Work, Henry Mintzberg describes a set
of ten roles that a manager fills. These roles fall into three categories:
 Interpersonal: This role involves human interaction.

 Informational: This role involves the sharing and analyzing of information.
 Decisional: This role involves decision making.
Table 1 contains a more in‐depth look at each category of roles that help managers
carry out all five functions described in the preceding “Functions of Managers”
section.

Not everyone can be a manager. Certain skills, or abilities to translate knowledge
into action that results in desired performance, are required to help other employees
become more productive. These skills fall under the following categories:

 Technical: This skill requires the ability to use a special proficiency or
expertise to perform particular tasks. Accountants, engineers, market
researchers, and computer scientists, as examples, possess technical skills.
Managers acquire these skills initially through formal education and then
further develop them through training and job experience. Technical skills are
most important at lower levels of management.
 Human: This skill demonstrates the ability to work well in cooperation with
others. Human skills emerge in the workplace as a spirit of trust, enthusiasm,
and genuine involvement in interpersonal relationships. A manager with good
human skills has a high degree of self‐awareness and a capacity to
understand or empathize with the feelings of others. Some managers are
naturally born with great human skills, while others improve their skills
through classes or experience. No matter how human skills are acquired,
they're critical for all managers because of the highly interpersonal nature of
managerial work.
 Conceptual: This skill calls for the ability to think analytically. Analytical
skills enable managers to break down problems into smaller parts, to see the
relations among the parts, and to recognize the implications of any one
problem for others. As managers assume ever‐higher responsibilities in
organizations, they must deal with more ambiguous problems that have long‐
term consequences. Again, managers may acquire these skills initially through
formal education and then further develop them by training and job
experience. The higher the management level, the more important conceptual
skills become.
Although all three categories contain skills essential for managers, their relative
importance tends to vary by level of managerial responsibility.
Business and management educators are increasingly interested in helping people

acquire technical, human, and conceptual skills, and develop specific competencies,
or specialized skills, that contribute to high performance in a management job.
Following are some of the skills and personal characteristics that the American
Assembly of Collegiate Schools of Business (AACSB) is urging business schools to
help their students develop.
 Leadership — ability to influence others to perform tasks

 Self‐objectivity — ability to evaluate yourself realistically
 Analytic thinking — ability to interpret and explain patterns in information
 Behavioral flexibility — ability to modify personal behavior to react
objectively rather than subjectively to accomplish organizational goals
 Oral communication — ability to express ideas clearly in words
 Written communication — ability to express ideas clearly in writing
 Personal impact — ability to create a good impression and instill confidence
 Resistance to stress — ability to perform under stressful conditions
 Tolerance for uncertainty — ability to perform in ambiguous situations

Q-35. Explain the various methods adopted in safety promotion and publicity
The aim of safety promotion is to induce employees to improve their own protective
behaviour and that of their co-workers, and to support an organization’s stated
safety goals. Safety promotion objectives include increasing safety awareness at all
organizational levels and confirming the furtherance of employee safety as a top
management priority.
The ultimate effectiveness of any promotion programme or activity depends directly

on how well an organization manages its safety programme. Safety promotion can
play an important contributory role in improving workplace safety when sound
hazard management practice exists at all operational phases, including facilities
planning, machine design, employee training and supervision, personal protective
equipment, environmental maintenance, housekeeping, emergency response and
rehabilitation.
Safety promotion and publicity largely helps the employees by knowing the unsafe
conditions, hazardous properties of the materials they handle, methods of
preventing hazard, following safe work procedures etc., which increases the
awareness and alertness. The various techniques involved in the successful
promotion and publicity can be given through
1. Lecture
2. On the job training
3. Posters
4. Cartoons
5. Slogans
6. Cautions and sign boards
7. Group discussion
8. Counseling
9. Quiz programmes
10. Documentary film
11. Safety manual
12. News letter
13. Reward schemes

14. Specialised training on the usage of PPEs
15. Involving trade union in the programmes
16. Celebrating safety week
17. Safety Exhibition
Materials like posters, cartoons, slogans, caution boards, films must be prepared to
draw the attention of those for whom the message directed and it should speak and
convey a clear message which should have a strong impact on the mind of the
employees. A sample safety cartoon is shown in the figure. These kinds of materials
must be predominately displayed at hazardous and critical locations to remind them
to follow the safe methods of doing the job. A good promotion and publicity resulting
in the performance of the industry by
1. Good discipline of the workers in following the rules, regulations and orders
2. Broadening the knowledge of the workers
3. Understanding and eliminating the hazardous situations.
Q-36. Explain in brief the general principles of management?(2018)
Fayol's 14 Principles of Management

The Principles of Management are the essential, underlying factors that form the
foundations of successful management. According to Henri Fayol in his
book General and Industrial Management (1917), there are 14 'Principles of
Management'.
2. Division of Work –
a. According to this principle the whole work is divided into small tasks.
b. The specialization of the workforce according to the skills of a person,

creating specific personal and professional development within the
labour force and therefore increasing productivity;
c. Leads to specialization which increases the efficiency of labour.
d. Applicable to all kinds of work technical as well as managerial.
Positive effects:
 Leads to specialization due to repetition.

 Less wastage of resources
 Efficiency & effectiveness of work

3. Authority and Responsibility - This is the issue of commands followed by
responsibility for their consequences. Authority means the right of a superior
to give enhance order to his subordinates; responsibility means obligation for
performance. Balance between the two to avoid misuse of authority or failure
to achieve goals.
Positive effects:
With proper responsibility there will be no misuse of authority

Proper authority leads to timely completion of tasks
Facilitates quick decision making.
4. Discipline - It is obedience, proper conduct in relation to others, respect of

authority, etc. It is essential for the smooth functioning of all organizations.
Sincerity and obedience towards rules and regulations. Good superiors at all
levels, fair agreements & judicious application of penalties. Obedience on part
of workers & managers.
Positive effects:
 Help in smooth functioning
 Improves efficiency
 Orderliness
5. Unity of Command - This principle states that each subordinate should
receive orders and be accountable to one and only one superior. If an
employee receives orders from more than one superior, it is likely to create
confusion and conflict. Only one superior to receive orders and to whom
subordinate is reportable. Avoids – Confusion & Chaos.
6. Unity of Direction - All related activities should be put under one group,
there should be one plan of action for them, and they should be under the
control of one manager.
7. Subordination of Individual Interest to Mutual Interest - The management

must put aside personal considerations and put company objectives firstly.
Therefore the interests of goals of the organization must prevail over the
personal interests of individuals. Larger interests of the workers and
stakeholders are more important than the interest of any one person.
8. Remuneration - Workers must be paid sufficiently as this is a chief

motivation of employees and therefore greatly influences productivity. The
quantum and methods of remuneration payable should be fair, reasonable
and rewarding of effort. Satisfactory, provide reasonable standard of living &
within paying capacity.
9. The Degree of Centralization & Decentralization - The amount of power

wielded with the central management depends on company size.

Centralization implies the concentration of decision making authority at the
top management. Decentralization – Its dispersal among more than one
person. Need to balance – Subordinate involvement through decentralization
with manager retention of final authority through centralisation.
Eg. Decentralisation – Panchayats.
10. Line of Authority/Scalar Chain - This refers to the chain of superiors

ranging from top management to the lowest rank. The principle suggests that
there should be a clear line of authority from top to bottom linking all
managers at all levels.
11. Order - Social order ensures the fluid operation of a company through
authoritative procedure. Material order ensures safety and efficiency in the
workplace. Order should be acceptable and under the rules of the company.
12. Equity - Employees must be treated kindly, and justice must be enacted
to ensure a just workplace. Managers should be fair and impartial when
dealing with employees, giving equal attention towards all employees.
13. Stability of Tenure of Personnel - Stability of tenure of personnel is a

principle stating that in order for an organization to run smoothly, personnel
(especially managerial personnel) must not frequently enter and exit the
organization. Personnel selected and appointed after due and rigorous
procedure. Once selected – should be kept at their post / position for a
minimum fixed tenure.
14. Initiative - Using the initiative of employees can add strength and new
ideas to an organization. Initiative on the part of employees is a source of
strength for organization because it provides new and better ideas. Employees
are likely to take greater interest in the functioning of the organization.
15. Esprit de Corps/Team Spirit - This refers to the need of managers to

ensure and develop morale in the workplace; individually and communally.
Team spirit helps develop an atmosphere of mutual trust and understanding.
Team spirit helps to finish the task on time.

PART-B (5 Marks questions)
Q-1. Dangerous occurrences (2010, 2013, 2014, 2016 )
 Under section 88A (Notice of certain dangerous occurrences) of the Factories
Act 1948 and Rule 108 (Notification of accident and dangerous occurrences) of
M.P. Factories Rules 1962, the following occurrences are prescribed as
dangerous and they are reportable in Form 24.
 (1) When any accident which results in the death of any person or which
result in such bodily injury to any person as is likely to cause his death, or
any dangerous occurrence specified in the Schedule takes place in a factory
the manager of the factory shall forthwith send a notice thereof by telephone,
special messenger or telegram to the Inspector and the Chief Inspector.
 (2) When any accident or any dangerous occurrence specified in the Schedule,
which result in the death of any person or which result in such bodily injury
to any person as is likely to cause his death, takes place in a factory, notice as
mentioned in sub-rule(1) shall be sent also to:
(a) The District Magistrate or Sub-Divisional Officer;

(b) The officer in charge of the nearest Police Station; and
(c) The relatives of injured or deceased person, as notified by him to the
Manager.
 (3) The notice so given shall be confirmed by the manager of the factory to the
above mentioned authorities within 12 hours of the occurrence by sending to
them a written report in the prescribed FormNo.22 in case of a bodily injury,
inFormNo.23, if it is a case of fire or explosion and in FormNo. 24 if it is any
dangerous occurrence. Report in Form Nos. 23 and 24shall be submitted in
addition to Form No. 22 if there are bodily injuries. Report in Form No. 22
shall be submitted separately for each person injured.
 When any accident or dangerous occurrence specified in the Schedule takes

place in a factory and it causes bodily injury to any person as to prevent the
person injured from working for a period of 48hours or more immediately
following the accident or the dangerous occurrence, as the case may be, the
Manager of the factory shall send a report thereof to the Inspector in Form No.
22 within 24hours after the expiry of 48 hours from the time of the accident or
the dangerous occurrence: Provided that if in the case of an accident or
dangerous occurrence, death occurred of any person injured by accident or
dangerous occurrence, after the notices and reports referred to in the
foregoing sub-rules have been sent the manager of the factory shall forth with
send a notice there of by telephone special messenger or telegram to the
authorities and persons mentioned in sub-rules (1)and (2) and also have this
information confirmed in writing 12 hours of the death: Provided further that,
if the period of disability from working for 48 hours or more referred to in sub-

rule (4) does not occur immediately following the accident, or the dangerous
occurrence but later on, or occurs in more than one spell, the report referred
to shall be sent to the Inspector in the prescribed Form No.22 within 24 hours
immediately following the occurrence when the actual total period of disability
from working resulting from the accident or the dangerous occurrence
becomes 48 hours.
Schedule
The following classes of dangerous occurrences, whether or not they are attended by
personal injury:
(a) Bursting of a Plant used for contained or supplying steam under pressure greater
than atmospheric pressure;
(b) Collapse or failure of crane, drick, which hoist or other appliances used in raising
or lowering persons or goods, or any part thereof, or the overturning of a crane;
(c) Explosions, fire, bursting out of plant machinery or equipment causing leakage or
escape of any molten metal, or hot liquor or gas, injury any to person or damage to
any room or place in which persons are employed, or fire in room of cotton pressing
factories where cotton opener is in use.
(d) Explosions of receiver or container used for the storage at a pressure greater than
atmospheric pressure of any gases (including air)or any liquid or solid resulting from
the compression of gas.
(e) Collapse or subsidence of any floor, gallery roof, bridge, tunnel chimney, wall
building or any other structure.]
Q-2. Line and staff functions in safety organization (2010, 2014)
Definition of Line Organization
Line organization, as the name suggests, is an organization wherein a direct vertical

relationship between the superior and subordinate exists. It relies on the scalar
principle, which encompasses that authority flows downward, i.e. the person at the top,
delegate’s authority to the person at the middle, who in turn delegates the authority to
the bottom level.

When it comes to the quantum of authority, it is highest at the foremost level, which
tends to decrease at each following level.
This type of organization is characterised by a direct chain of command, which is like a

thread that passes through all the members of the organization. So, who is responsible
for what and who is accountable to whom is defined, that is to say, subordinates work
under the supervision of the superior.
Definition of Line and Staff Organization
Line & staff organization: Line & staff organization is a combination of line and
functional structures, line of authority flows in a vertical line, but staff specialist are
attached to line positions to advise them on important matters and these specialist
do not have power of command over subordinates in other departments, but they
possess it over subordinates in their own department

There are a number of benefits of line and staff organization, in the sense that it gives
relief to the line managers and they can concentrate on the implementation of policies
and plans. Moreover, there is a benefit of specialization, as in work is divided between
the line and staff executives, and they focus on their respective area.
In this type of organization, the decision making is quick and easy, as the expert advice
can help in making better decisions.
Key Differences Between Line and Line & Staff

Organization
The points given below explain the difference between line and line & staff
organization:
1. Line organization can be understood as a vertical organization, wherein the

superior can give orders to a subordinate, through a direct chain of command.
Line and staff organization is the organization structure, in which there is a
normal departmentation of the regular business operations, and there is the
functional specialist to perform specialised activities.
2. While line authority relies on command, line and staff authority is based on
command and advise.
3. As we talk about discipline, line organization, is strict, whereas line and staff
organization is loose.
4. In a line organization, the line executives are the generalist, who is directly
responsible for accomplishing the objectives of the organization. On the other
hand, in line and staff organization, the staff executives are specialist who
supports and advice the line managers in the accomplishment of organization’s
objectives.

5. There is centralization of authority in a line organization, and so all the decisions
of the organization are taken by the top authority only. Conversely, in line and
staff organization, there is a combination of centralization and decentralization;
in essence, some of the decisions are centrally taken while some are diffused.
6. Line organization, is good for small corporations, as, in such a structure, the
authority is concentrated at the top, which makes it difficult to manage if the
number of employees is large. On the contrary, Line and staff organization, is
best suited for large corporations due to the presence of staff specialist, who use
their knowledge to advice line managers on complex issues.
Q-3. Delegation of Authority (2010, 2013, 2017)

Ans: As per F.G Moore, Delegation means assigning work to others and giving them
authority to do it. It gives right to decision making in certain defined areas and
charging subordinates with responsibilities for carrying out those assigned tasks.
Characteristics:
a. A superior grant some authority to a subordinate who must act within

the limit prescribed.
b. Entire authority cannot be delegated.
c. Responsibility cannot be delegated. No manager can escape from his
obligation by delegating authority to subordinates.
d. Delegation does not reduce the authority of a manager. It is retained
even after delegation. Manager can reduce, alter, enhance or take back
the delegated authority.
e. Delegation may be specific or general, written or oral, formal or informal.
It does not mean avoiding decision or abandonment of work.
f. It is an art because it is creative, practice based, involved personal
skills, result oriented and personalized process.
g. It is a technique of management.
h. Relationship between superior & subordinate
i. It is essential and useful
j. Delegation is possible without decentralization
Importance of Delegation:
a. Human capacity is limited. By delegation, a manager can distribute his

workload to others and he can concentrate on more important policy matters.
b. It facilitated quick decisions because the authority to decide lies near the point
of action. Subordinate can take decision easily and quickly.
c. It enables to obtain specialized knowledge and expertise of subordinates.

d. It improves job satisfaction, motivation and morale of subordinates. It satisfies
their needs of recognition, responsibility and freedom. It prepares a second
line of command which is always useful.
e. It increases interaction, understanding and healthy relationship with
subordinates. It binds group members together.
F. Efficient supervision and control.
g. simplified division of work
h. Development of leadership
i. Stability and continuity, flexibility, develops harmony.
Process of delegation: It involves four steps

1. Results are defined before delegation
2. Assignment of duties
3. Granting of authority
4. Creating accountability for performance
Degree of delegation is classified as over delegation or under delegation.
Q-4. On the job safety training (2010, 2013)

Q-5. Safety Budget (2010, 2013, 2017)
A budget is a plan for any period to show of proposal and future anticipated correct
estimated figure for money, material and time etc, to start or continue work for
desired goal in safety.
Purpose of safety budget: it is obvious that every management should think about
the effect of safety activities on its profits. The main driving force behind the
industrial safety movement should be the fact accidents are expensive and
substantial savings can be had by preventing them. Money is an important measure
to evaluate company performance and if it can be shown that there is a financial
return for money allocated to safety department, the top executive will certainly
support it.
Procedure: procedure for preparing and presenting safety budget may differ between
factories and depend on size and status of them. Budget procedure has four steps:-
a. Planning and projection
b. Use of the money allotted
c. Feedback or control by comparing real expenditure with the
budgeted amount
d. Corrective action to re-adjust the budget for the rest of the period.
Essentials of good budget are – planning, controlling and coordinating human
activities for profit and productivity, link between past, present and future, clarity,
certainty etc.
Money to be invested in purchasing, fitting, maintaining and using safety equipment,
instruments and devices can be considered as safety cost if it is not considered as

direct production or maintenance costs. Money necessary for safety education,
training and programmes is the direct cost for safety if it is not considered as general
administrative or general education and training cost for employees.
Salaries to the safety personnel should be included in general wage –bill of all
employees but the safety consultant, professionals, competent person or experts to
be considered as direct safety costs. For a new or running plant, all costs for Hazop,
safety audit, risk assessment, design cost and costs for all built in safety devices
must be considered well in advance.
Estimates for catastrophes, fires, emergencies, major accidents, assessment should

also be considered.
Normally all personal protective equipment’s are to be considered in the safety

budget.
Q-6. Safety committee & Function (2010, 2011, 2014, 2018)
As per 41G of Factories Act to set up a safety committee consisting of equal number
of representatives of workers and management to promote co-operation between the
workers and the management in maintaining proper safety and health at work and
to review periodically the measures taken in that behalf.
As per Rule 73 I (Safety committee) of M.P.Factories Rules, 1962:- In every factory –

a) Wherein 250 or more workers are ordinarily employed.
b) Which carries on any process or operation declared to be dangerous under
section 87 of the Act; or
c) Which carries on “Hazardous process” as defined under section 2 (cb) of the
Act;
There shall be safety committee
(2) The representatives of the management on safety committee shall include-

a) A senior official, who by his position in organization can contribute effectively to
the functioning of the committee, shall be the chairman;
b) A safety officer and a Factory Medical officer wherever available and the safety
officer in such a case shall be the secretary of the committee.
c) A representative each from the production, maintenance and purchase
departments.
3) The workers, representative on this committee shall be elected by the workers.
4) The tenure of the committee shall two years.
5) Safety committee shall meet as often as necessary but at least once in every
quarter. The minutes of the meeting shall be recorded and produced to the inspector
or demand.

6) Safety committee shall have the right to be adequately and suitably informed of –
a) Potential safety and health hazards to which the workers may be exposed at
workplace
b) Data on accidents as well as date resulting from surveillance of the working
environment and of the health of worker exposed to hazardous substance so far as
the factory is concerned, provided that the committee undertake to use the data on
a confidential basis and solely to provide guidance and advice on measures to
improve the working environment and the health and safety of the workers.
7) Function and duties of the safety committee shall include –

a) Assisting and co-operating with the management in achieving the aims and
objectives outlined in the “Health and Safety Policy” of the occupier.
b) Dealing with all matters concerning health, safety and environment and to arrive
at practicable solutions to problems encountered.
c) Creating safety awareness amongst all workers
d) Undertaking educational training and promotional activities;
e) Discussing reports on safety, environmental and occupational health surveys,
safety audits, risk assessment, emergency and disaster management plans and
implementation of the recommendations made in the reports.
f) Carrying out health and safety surveys and identifying causing of accidents
g) Looking into any compliant made on the likelihood of an imminent danger to the
safety and health of the workers and suggesting corrective measures; and
h) Reviewing the implementation of the recommendation made by it.
8) Where owing to the size of the factory, any other reasons, the functions, referred
to in sub-rule (7) cannot be effectively carried out by the safety committee, it may
establish sub – committee as may be required to assist it.
Q-7. Safety suggestion scheme (2010, 2014, 2016, 2018)

This is an old practice to invite safety suggestion for improvement in process,
method, equipment, safety meetings, contest, inspection procedures etc. Criticisms
should be replied in the plant magazine or on the notice board to provoke further
suggestions and ideas. For suggestions scheme to be successful it is advisable that
the employees effort must be acknowledged, even if the suggestion is not adopted. It
must be given careful consideration. Good suggestion should be rewarded among
others to encourage them to participate. Written suggestions are the best but the
oral or telephonic should also be allowed. Sometimes a contest of submitting good
suggestions process useful information and stimulates such effort. Boxes and forms
can also be used to collect suggestion.
Q-8. Hazardous process (2011, 2018)

As defined under section 2 (cb) of the Factories Act 1948, “ any process or activity in
relation to an industry specified in the first schedule, where unless special care is
taken, raw materials used therein or the intermediate or finished products, bye-
products, wastes or effluents thereof would –

1. Cause material impairement to the health of the persons engages in or
connected therewith, or
2. Result in the pollution of the general environment.
As per first schedule of Factories Act, 1948, there are 29 industries are listed as
involving in hazardous processes.
1. Ferrous metallurgical industries

2. Non-Ferrous metallurgical industries
3. Foundries (ferrous and non-ferrous)
4. Coal industries
5. Power generating industries
6. Pulp and paper industries
7. Fertilizers industries
8. Cement industries
9. Petroleum industries
10. Drugs and pharmaceutical industries
11. Fermentation industries
12. Rubber
13. Paints and pigment industries
14. Leather tanning industries
15. Electro platting industries
16. Chemical Industries
17. Insecticides, fungicides, herbicides and other pesticides industries
18. Synthetic resin and plastics
19. Man-made fibre
20. Manufacture and repair of electrical accumulators
21. Glass and ceramics
22. Manufacture, handling and processing of asbestos and its products
23. Extraction of oils and fats from vegetable and animal sources
24. Manufacture, handling and use of benzene and substances containing
benzene
25. Manufacturing processes and operations involving carbon disulphide
26. Dyes and dyestuff including their intermediates
27. Highly flammable liquids and gases.
Q-9. Safety Incentive Schemes (2011, 2014)

(i) Financial reward to the most useful suggestion or activity in safety is the
commonest method. Other financial incentives should also be given for suggestion to
solve particular safety program of plant or process, machine or equipment etc.,
Suggestion of good design for a guard or safety device should always be rewarded by
handsome amount.
(iv) Non-financial incentives:

Award for safety performance, trophy, memento, certificate of merit, public honour,
praise ro pride, awarding special safety hat or kit or symbol of recognition, awarding
special status and duties of safety work, giving special position such as honorary
members of safety committee, raising the cadre or post, giving extra designation for
any remarkable safety contribution are all examples of non-financial incentives.
These non-financial incentives are self preservation, personal and material gain,
loyalty, responsibility, pride, conformity. If these incentives are properly utilized they
help much in accident prevention work.
Q-10. Safety competitions (2011)

This is another method of worker participation in safety. Competitions are two types.
3. Individual comparison – where individual worker takes part in competition and
award is given by comparing individual performance. Examples are safety
speech or quiz, essay, poem or slogan writing, poster or cartoons etc.
4. Group comparison – Where groups take part in competition and award is given
by comparing group varsus group. Examples are department wise
housekeeping competition.
Q-11. Effective planning for safety (2011, 2016)

Planning is essential for the implementation of health and safety policies. Adequate
control of risk can only be achieved through co-ordinated action by all members of
the organisation. An effective system for health and safety management requires
organisations to plan to:
 control risks
 react to changing demands
 sustain positive health and safety attitudes and behaviours
Effective planning
Effective planning is concerned with prevention through identifying and controlling
risks. This is especially important when dealing with health risks that may only
become apparent after a long period of time.
In addition to setting your policy, planning should include steps to ensure legal
compliance and procedures for dealing with emergency situations. It should involve
people throughout the organisation.
Planning the system you will use to manage health and safety involves:
 designing, developing and implementing suitable and proportionate

management arrangements, risk control systems and workplace precautions
 operating and maintaining the system while also seeking improvement where
needed
 linking it to how you manage other aspects of the organisation
In order to plan successfully, you need to establish:

 where the organisation is now, by considering accurate information about the
current situation
 where you need to be, using legal requirements and benchmarking to make
comparisons
 what action is necessary to reach that point
Q-12 Unsafe Acts (2010, 2013, 2015, 2018)
Industrial accidents occur due to certain acts on the part of workers. These acts may
be the result of lack of knowledge or skill on the part of the worker, certain bodily
defects and wrong attitude.
Examples of these acts are:
(a) Operating without authority.
(b) Failure to use safe attire or personal protective equipment’s,
(c) Careless throwing of material at the work place.
(d) Working at unsafe speed, i.e., too fast or too low.
(e) Using unsafe equipment, or using equipment’s unsafely.
(f) Removing safety devices.
(g) Taking unsafe position under suspended loads.
(h) Distracting, teasing, abusing, quarrelling, day-dreaming, horseplay
(i) One’s own accident prone personality and behaviour.
Q-13. Barriers to communication (2012, 2015, 2017)

Despite of growth in communication system and modern electronic media, it may fail
due to following barriers or obstacles.
 Incomplete, ambiguous or badly expressed message.

 Absence of clarity of thoughts
 Absence of exactness, unwanted length, words, repetitions, over-
elaboration etc.
 Timeliness i. e the message does not reach in time.

 Lack of attention by the receivers
 Improper order of information
 Improper selection of medium
 Emotional or sentimental message
 Change of meaning during transmission
 Unwanted assumptions either by sender or received or both.
 Organizational barrier: Scalar chain of command, filtering of message,
discouragement to informal communication, excessive control etc.
 Status barrier: Subordinate has fear to report everything to superior
and may hide unpleasant facts.
 Information overload: Due to overload work, managers may ignore some
message, may forget to inform some people or may send incomplete
message.
 Premature evaluation: The receiver evaluates the message before getting
complete information i. e he derives premature conclusion.
 Channel distortion: Physical, mechanical or electronic disturbance or
mis-transmission due to channel distortion.
Q-14. Span of control (2012, 2018)
The larger an organisation, the more management layers it has. As a result, a

hierarchy is born. Multiple people in a department deal with a single superior. Some
departments might only have ten people, while others consist of over a hundred
employees. In both cases, span of control is present to properly manage all layers of
the organisation.
The Span of Control is the number of employees a manager can supervise as
effectively as possible. The addition of new hierarchical layers makes the
organisational structure steeper.
A large Span of Control leads to a flatter organisational structure, which results in

lower costs. A small span of control creates a steeper organisational structure, which
requires more managers and which will consequently be more expensive for the
organisation. It is therefore useful for an organisation if its managers have a large
span of control.
Two dimensions
The Span of Control always involves two dimensions:
Horizontal dimension
This is the number of direct subordinates a manager actually supervises. This is

also referred to as Span of Control.

Vertical dimension
This is the number of levels that are (in)directly managed. It refers to the extent to
which the manager’s wishes trickle down to the lowest levels of the organisation.
This is also known as Depth of Control. It is mainly aimed at the extent of
communication between a manager and his subordinates in the levels he is
responsible for. Without a good leader, downward communication can be impaired.
Factors
Good leadership partially has to do with a manager’s innate talents. In addition,

there are several other factors that play a role. One example would be the size of the
Span of Control and the number of subordinates.
It also has to do with:
 A manager’s experience and expertise.

 A manager’s personality and people skills.
 Employees’ experience, expertise and their behaviour towards each other.
 The nature of the work and the complexity of the assigned tasks.
 The nature of the organisation and the level of communication, delegating

and interaction.
 Assigned tasks
 Initially, it is about assigning tasks, authority and responsibilities. The more

authority and responsibility an employee has, the higher his position in the
hierarchy of the organisation. The number of tasks an employee has, however,
has no bearing on their hierarchical position. It is vital to distinguish between
compound tasks and singular tasks.
 Compound tasks are primarily intended for inexperienced employees just

starting out. They still require a lot of supervision and instruction and need to
be monitored frequently by their managers.
 Although the employee strives to achieve a specific result within the allotted
time, there are sub-tasks (compound) that have to be completed along the way.
The supervisor spends a lot of time guiding the employee. The more of these
inexperienced employees there are in a team, the harder a supervisor’s job
gets.
 The singular task is meant for experienced employees. He knows the objective,
when the task needs to be completed and he is also responsible for the entire
process. He requires little or no supervision by his superior.

 At most, he might benefit from some instruction beforehand and an interim
and final evaluation. It is easier for a manager to supervise a large group of
such employees, because everyone knows what is expected of them.
 Harmony
 Span of Control is indicative of the quality of leadership. It is also a well-

known fact that a manager with a large Span of Control has a lot of people
under him. The smaller a manager’s Span of Control, the less subordinates he
can lead.
 It is therefore very important for Span of Control and scope of control to be in

harmony with each other. When one is larger or smaller than the other,
problems arise in leadership method, employee instruction and teamwork.
Q-15. Importance of safety department (2012, 2014)

Q-16. Responsibility of Management (2012)
Q-17. Centralization of authority (2012)

Henri Fayol developed a general theory of business administration has introduced the 14 principles of
management which are very dynamic in nature. Among those, the 8 th principle is centralization.
“Centralisation is the systematic and consistent reservation of authority of central point in the organization. The
sample meaning is that the location of most authority at the upper levels of the organization is called
centralization.
Centralization is the degree to which decision making takes place at upper levels
Q-18. Job instruction Vs. Safety instructions (2012, 2015)
Q-19. Individual differences (2012, 2013, 2016)
Definitions of Individual Differences:

“Variations or deviations from the average of the group, with respect to the mental or physical
characters, occurring in the individual member of the group are individual differences.”
“Individual differences are found in all psychological characteristics physical mental abilities,
knowledge, habit, personality and character traits.”
“The psychology of individual differences is largely the study of group differences. This study classifies
individuals by age, traits, sex, race, social class and so on, and observes the differences within and between those
groups. Individual differences in bodily appearance and physique, habits and skills, interests and temperaments,
abilities and attainments have already been recognised.
Types of Individual Differences:

1. Physical differences:

Shortness or tallness of stature, darkness or fairness of complexion, fatness, thinness, or weakness are various
physical individual differences.
2. Differences in intelligence:
There are differences in intelligence level among different individuals. We can classify the individuals from
super-normal (above 120 I.Q.) to idiots (from 0 to 50 I.Q.) on the basis of their intelligence level.
3. Differences in attitudes:
Individuals differ in their attitudes towards different people, objects, institutions and authority.
4. Differences in achievement:
It has been found through achievement tests that individuals differ in their achievement abilities. These
differences are very much visible in reading, writing and in learning mathematics.
These differences in achievement are even visible among the children who are at the same level of intelligence.
These differences are on account of the differences in the various factors of intelligence and the differences in the
various experiences, interests and educational background.
5. Differences in motor ability:

There are differences in motor ability. These differences are visible at different ages. Some people can perform
mechanical tasks easily, while others, even though they are at the same level, feel much difficulty in performing
these tasks.
6. Differences on account of sex:

(i) Women have greater skill in memory while men have greater motor ability.
(ii) Handwriting of women is superior while men excel in mathematics and logic.
(iii) Women show greater skill in making sensory distinctions of taste, touch and smell etc., while men show
greater reaction and conscious of size- weight illusion.
(iv) Women are superior to men in languages, while men are superior in physics and chemistry.
(v) Women are better than men in mirror drawing. Faults of speech etc. in men were found to be three times of
such faults in women.
(vi) Women are more susceptible to suggestion while there are three times as many colour blind men as there are
women.
(vii) Young girls take interest in stories of love, fairy tales, stories of the school and home and day-dreaming and
show various levels in their play. On the other hand boys take interest in stories of bravery, science, war,
scouting, stories of games and sports, stories and games of occupation and skill.
7. Racial differences:

There are different kinds of racial differences. Differences of environment is a normal factor in causing these
differences. Karl Brigham has composed a list on the basis of differences in levels of intelligence among people
who have migrated to United States from other countries.
On the basis of these average differences between the races, the mental age of a particular individual cannot be
calculated since this difference is based on environment.
8. Differences due to nationality:

Individuals of different nations differ in respect of physical and mental differences, interests and personality etc.
‘Russians are tall and stout’; ‘Ceylonese are short and slim’; ‘Germans have no sense of humour’; ‘Yellow races
are cruel and revengeful’; ‘Americans are hearty and frank’; Indians are timid and peace-loving’ and the like
observations enter into our common talk.
9. Differences due to economic status:

Differences in children’s interests, tendencies and character are caused by economic differences.
10. Differences in interests:

Factors such as sex, family background level of development, differences of race and nationality etc., cause
differences in interests.
11. Emotional differences:

Individuals differ in their emotional reactions to a particular situation. Some are irritable and aggressive and
they get angry very soon. There are others who are of peaceful nature and do not get angry easily. At a particular
thing an individual may be so much enraged that he may be prepared for the worst crime like murder, while
another person may only laugh at it.
12. Personality differences:

There are differences in respect of personality. On the basis of differences in personality, individuals have been
classified into many groups.
(a) Theoretical,
(b) Economic
(c) Aesthetic,
(d) Social,
(e) Political, and
(f) Religious.
It is an admitted fact that some people are honest, others are dishonest, some are aggressive, others are humble,
some are social, others like to be alone, some are critical and others are sympathetic. Thus we see that the

differences in personality are dependent on personality traits. Teacher should keep in mind these differences
while imparting education to the pupils.
Causes of Individual Differences:

Some of the main causes of individual differences are as under:
1. Heredity:
One of the most significant and chief causes of individual differences is heredity. Individuals inherit various
physical traits like face with its features, colour of eyes and hair, type of skin, shape of skull and size of hands,
colour blindness, baldness, stub-finger and tendency to certain diseases like cancer and tuberculosis, mental
traits like intelligence, abstract thinking, aptitudes and prejudices. Now it is an admitted fact that heredity
differences result in the quantity and rate of physical as well as mental development being different and different
individuals.
2. Environment:
Environment significantly influences individual differences. Changes in workers environment are reflected in the
changes in his personality. Psychologically speaking, a person’s environment consists of sum total of stimulation
which he receives from conception until his death.
Environment consists of physical, intellectual, social, moral, political, economic and cultural forces. All these
forces cause individual differences. Modern psychologists believe that individual differences are caused by both
heredity and environment. Personality is the outcome of mutual interaction between heredity and environment.
3. Influence of caste, race and nation:

Individuals of different castes and races exhibit very marked differences
Similarly individuals of different nations show differences in respect of their personality, character and mental
abilities. These are the outcome of their geographical, social and cultural environment.
4. Sex differences:
Development of women and men exhibits differences due to difference in sex.
5. Age and intelligence:

Physical, intellectual and emotional development is caused by the growth in age. Many individuals differ because
of the differences in intelligence. Individuals who are below the average in intelligence and mental age find much
difficulty in learning and the average intelligent persons can learn quickly.
6. Temperament and emotional stability:

Some people are by temperament active and quick, while others are passive and slow, some humorous and others
short tempered. Emotional stability of the individual is differently affected by physical, mental and
environmental factors. Differences in emotional stability cause individual differences.

7. Other Causes:
Interests, aptitudes, achievements, sentiments, character, educational and home background lead to individual
differences.
8. Economic condition and education:

Individual differences are caused by economic condition of the family and the education of the family members.
Q-20. Direct and Indirect Social cost of accident (2013, 2014& 2018-10)
Q-21. Occupational Health (2015)

Q-22. Human behavior and safety (2015)
Q-23. Elements of balanced safety organization (2017)
Q-24. Safety Manual (2017)

Q-25. Maslow’s theory of motivation (2017)
A.H Maslow classified the human needs and determined priorities for them. These
needs should be satisfied in the following order:
1. Physiological needs:
Basic or survival needs of food, water, air and rest
2. Safety needs:
Protection against danger, threat and deprivation, body and position or status.
Reduction of physical and psychological hazards.
3. Social or affiliation needs:
Love, affection, friendship, acceptance, association and belongingness.
4. Ego or esteem needs:
Two types a) Relating to one’s self esteem i. e needs for self confidence
b) Relating to ones reputation i. e Need for status, recognition
5. Self-fulfillment: Relating to one’s own potentialities, for continual self development
or self actualization.
This theory help management to detect needs of their people and to satisfy them
priority wise for better or safe performance. Providing goggles to welder, grinder etc.
Thereafter they need love and affection. The steps of this theory can be shown as
under.
Human needs – Detection – Satisfaction- incentive – feedback for improved

performance – Rethinking of type of satisfaction or incentive if necessary.
Hierarchy of human needs
First need should be satisfied first, then second then third etc. If person is already
satisfied with the first need of food, water, rest etc., beginning should be made with
the second need and so on.

Maslow’s theory was crticised by W.Bridewell, Luthans, Hall. However it should be
noted that Maslow’s research work is some 50 years old and represents priority of
needs that time.
Q-26. Group Dynamics (2017)
Keith davis defines “Group Dynamics” as the social process by which people interact
face to face in small groups.
Group dynamics is the study of force operating within a group. It is the study of field
that deals with
a. Interaction and forces between group members in a social situation.
b. The nature and development of small group
c. How a group should be organized and operated
d. Interaction among members and inter group behavior.
e. Nature, structure and process of a group and their influence on the behavior
and performance of group members.
The assumption underlying the study of group dynamics are as under
1. Group inevitable
2. Group can produce good or bad consequences.
3. Desirable consequences from group can be obtained through correct
understanding of group and their functioning.
Kurt lewin is considered to be the founder of group dynamics principle in

management.
Group information is a natural process everywhere, at home and industry. In

industry the group of worker does exist and by effective communication they can be
motivated for safety. Instead of breaking their internal strength and information
relationship, it should be diverted to achieve organizational goal.
Barry M. Staw suggest following steps to utlise group to enhace satisfaction and
performance:
1. Organising work around intact group

2. Having group charged with training, selection and rewarding of members.

3. Using group to enforce strong norms for on the job and off the job group
behavior.
4. Distributing resource on a group rather than on individual basis.
The group perform four functions
a. Socializing the new employees
b. Getting the work done
c. Decision making
d. Control measures.
Group dynamics states the following characteristics of a group.
1. Structure – Each member occupies a position in the group depending on his

status, power, and experience.
2. Roles – Depending on position, the member perform three types of roles:
expected role, perceived role and enacted role.
3. Norms – means prescriptions for acceptable behavior determined by the group.
4. Informal managerial role – a. Interpersonal b. Informational c. Decisional
5. Informal communication system – communication in all direction should be
utilized to attain objectives.
Q-27. Define Accident (2018)
An accident is an unplanned event that interrupts the completion of an activity and

that may or may not cause damage to person, property or environment.
An accident is the result of carelessness, casualness or any fault known or

unknown.
Q-28. Accident proneness or Accident susceptibility? (2018)
 It can be defined as a higher than average susceptibility to accident, which

arises from psychological factors and tends to be permanent, if not cured
timely.
 Old theory of accident proneness or accident susceptibility is derived from

many accident case studies and personal factors for its causation. Age, sex
and experience, emotional instability, physical condition, use of alcohol and
attitude toward organization are main factors. Other factors such as height,
weight, eye sight, marital status, number of dependents, distance and method

of travel to work, medical history, demotivation etc. may also provide ground
for accident proneness.
 According to this old concept, some people are so constituted that their very
nature causes them to bring about accidents and so to injure themselves and
others. Such individuals are known as accident –prone or accident susceptible
persons.
 People differ in degree to which they are accident prone in the same way that
they differ with respect to their traits.
 Accident prone persons are not necessarily accident repeaters. They may or
may not repeat the accident depending upon their learning, experience,
training and improvement in health, habits, environment and other personal
factors.
 Accident –prone people do not mean a fixed group responsible for all accidents
every time. Accident proneness is a variable qualitative factor and any man
can be accident-prone at any time depending upon personal factor developed
in him.
Q-29. Industrial Safety? (2018)
Part-C (2 Marks Questions)
Q-01. Name elements of safety management system (2017)
e. A written safety policy

f. A structure to assure implementation of the commitment to safety
at work
g. Training to equip workers with knowledge to work safety and
without risk
h. In-house safety rules
i. Inspection programme to identify hazards and for their
rectification.
j. A programme to identify hazardous exposure and provide suitable
PPE.
k. Accident reporting & Investigation system.
l. Emergency preparedness.
m. Evaluation/ selection/ control of sub – contractor to meet safety
obligations.
n. Safety committee
o. Evaluation of job related hazards and development of safety
procedures.
p. Promotion, development and maintenance of safety awareness in a
workplace.
q. Program of accident control and elimination of hazards.
r. Programme to protect workers from occupational health hazards.
Q-02. Micro and Macro views of measurement in safety performance (2017)
Q-03. Important feature of safety policy (2017)

The Health and Safety Policy should contain ordeal with
(a) Declared intention and commitment of the top management to health, safety and
environment and compliance with all the relevant statutory requirements;
(b) organizational set up to carry out the declared policy clearly assigning the
responsibility at different levels; and
(c) arrangements for making the policy effective.
(5) In particular, the policy should specify the following :
(a) arrangements for involving the workers;
(b) intentions of taking into account the health and safety performance of individuals
at different levels while considering their career advancement;
(c) fixing the responsibility of contractors, sub-contractors, transporters and other
agencies entering the premises;
(d) providing a resume of health and safety performance of the factory in its Annual
Report;
(e) relevant techniques and methods, such as safety audits and risk assessment for
periodical assessment of the status on health, safety and environment and taking all
there medial measures;
(f) stating its intentions to integrate health and safety in all decisions including those
dealing with purchases, of plant, equipment, machinery and material as well as
selection and placement of personal;

(g) arrangements for informative education and training and retraining it shown
employees at different levels and the public, wherever required.
Q-04. Difference between quality circle and safety committee (2017)
Q-05. The distinction between education & training (2017)
Q-06. What is SCRAPE (2017)
Q-07. Significance of Ratio 300:29:1(2017)
Q-08. Integrated safety (2017)
Q-09. Unsafe condition (2017& 2018)
Q-10 Factors impending safety. (2017)
Hazardous process?
As defined under section 2 (cb) of the Factories Act 1948, “ any process or activity in
relation to an industry specified in the first schedule, where unless special care is
taken, raw materials used therein or the intermediate or finished products, bye-
products, wastes or effluents thereof would –
3. Cause material impairement to the health of the persons engages in or
connected therewith, or
4. Result in the pollution of the general environment.
What is over sight?
Oversight means overlooking of something, error or supervision. When there are

more switches side by side and looking identical, an operator may operate a wrong
switch by oversight. Thus oversight denotes a state of mind by which error or
mistake is possible due to lack of concentration or attention. Result of oversight is
mistake or error. Oversight leads to unsafe action and that may result in accident.
Powers of safety officer:

 carrying out risk assessments and considering how risks could be reduced;
 outlining safe operational procedures which identify and take account of all relevant hazards;
 carrying out regular site inspections to check policies and procedures are being properly implemented;
 making changes to working practices that are safe and comply with legislation;
 preparing health and safety strategies and developing internal policy;
 leading in-house training with managers and employees about health and safety issues and risks;
 keeping records of inspection findings and producing reports that suggest improvements;
 recording of incidents and accidents and producing statistics for managers;

 being up to date with new legislation and maintaining a working knowledge of all Health and Safety Executive (HSE) legislation and
any developments that affect the employer's industry;
 attending Institution of Occupational Safety and Health (IOSH) seminars and reading professional journals;
 producing management reports, newsletters and bulletins;
 ensuring the safe installation of equipment;
 managing and organising the safe disposal of hazardous substances, e.g. asbestos;
 advising on a range of specialist areas, e.g. fire regulations, hazardous substances, noise, safeguarding machinery and
occupational diseases
MACRO vs. MICRO:
MACRO - overall organization data, e.g., new employees, transfers and other operating data suggesting needs
for preventive countermeasures.
MICRO - particular events, as classified by such a system as MORT, but then through MORT leading back to
MACRO changes needed, such as management implementation. A useful subdivision of micro-events might be
early detection and counteraction, e.g., a plan to promote a supervisor and then promote his assistant. What
does this change imply? The use of MORT analysis, thus far, has been largely on a clinical, caseby-case basis. A
moderate number of case histories have been accumulated. But a review of the cases to develop a tight
classification or taxonorqy of changes useful in preventive work has not been done and remains a project for
the future

P-1 (Safety Management) Pre Final PDF

Transféré par

Informations du document

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

P-1 (Safety Management) Pre Final PDF

Transféré par

Droits d'auteur :

Formats disponibles

P-1 (Safety Management)

Part-A (10 Marks questions)

Principle of safety Management:

Safety Management aims at eliminating unsafe acts and unsafe conditions by

a. “Safety should be managed like any other company functions.

Safety Management, RLI, Kanpur

Safety Management, RLI, Kanpur

a. “The key to effective line safety performance is management procedures that

Safety Management, RLI, Kanpur

Q-2. Examine the importance of the H. W. Henrich theory in any

The Domino Theory:

Safety Management, RLI, Kanpur

Unsafe Conditions and Acts:

Social Environment and Ancestry: Some characteristics such as recklessness,

Injury: Injuries are the consequences suffering damage to someone’s body.

Safety Management, RLI, Kanpur

H.W.Heinrich philosophy is based on 10 axioms as follows.

1. The occurrence of an injury invariably results from a completed sequence of

Q-3. Explain briefly the role of Total quality Management in Safety,

Safety Management, RLI, Kanpur

The concept of TQM rests largely on five principles:

1. Produce quality work the first time.

To be effective in improving quality, TQM must be supported at all levels of a firm,

The TQM philosophy focuses on teamwork, increasing customer satisfaction, and

The elements of total management

Management commitment comes first. In this element, management team should

Safety Management, RLI, Kanpur

Relationship between total quality and safety management:

Q-4. Write a short note on Compilation Procedure for Financial

Safety Management, RLI, Kanpur

Determining the insured costs of accidents is a simple matter of examining

The next step involves calculating the uninsured costs.

Class 2: Lost workdays, permanent partial disabilities, and temporary total

Class 3: Treatment by a physician outside of the company’s facility.

Safety Management, RLI, Kanpur

Have to write elaborately

Q-5. Explain different effects of industrial accident-10 (2012, 2013,

Effect of Industrial Accident

Effect of Industrial Accident on the Employees (victims).

i. Physical pain experienced by the worker(s)

ii. Mental agony experienced by the worker(s)

Safety Management, RLI, Kanpur

vi. Loss of earning power

vii. Psychological trauma

viii. Lost of body organs or part due to accident.

Effects of Accident on the Employer

The effects of accident on the employer are as follows;

i. It kills the reputation of the company

ii. Damage of properties and equipments

iii. It leads to increases in insurance levy of the company.

iv. Time loss

v. Unnecessary financial cost of settling hospital bills and compensation of

Effects of Industrial Accident on the Nation

are contributing to the nation by manufacturing of their consumer products which

company production, unnecessary expenditure on direct and indirect accident cost,

Safety Management, RLI, Kanpur

Q-6.Describe the significance of ‘Management by Objective’ in

Management by Objectives (MBO):

Process of MBO: Steps in sequence are:

a. Set objectives of the organization

Safety Management, RLI, Kanpur

Role of MBO in Safety

Safety Management, RLI, Kanpur