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Assignment A2

Student name / BTEC Registration Number


THE UNIVERSITY OF DANANG
Truong Thai Bao/Oliver HH43429
UNIVERSITY OF ECONOMICS
CENTER FOR INTERNATIONAL EDUCATION
Contents
I. LO3;................................................................................................................. 3
1. TASK 3.2:...................................................................................................... 3
2. Task 3.3:........................................................................................................ 8
3. Task 3.4:....................................................................................................... 13
II. LO4:................................................................................................................ 14
4. Task 4.1:....................................................................................................... 14
5. Task 4.2:...................................................................................................... 18
6. Task 4.3:....................................................................................................... 21
III. References:.................................................................................................. 25
I. LO3;
1. TASK 3.2:
Culture is a simple way of saying how an organization expresses
itself internally and externally. It is driven by values, whether by
purpose or default. It is driven by leadership and determines how the
organization responds to all things, both good and bad. As a matter of
fact, there isnt a part of an organization that isnt influenced or
affected by the type of culture that has either been developed or
allowed to exist.
No organization is without culture. It will develop one way or
another and it is indicative of the lowest accepted common
denominator. How employees interact with leadership and one
another is driven by culture. Response to conflict is as well. Customer
care, no matter how much training you try to do to the contrary, will
always reflect the prevalent culture. There may a few exceptions, but
the overall feel will be a raging testimony of of the culture. It is the
tangible representation of interactions among those affiliated with of
the organization in any capacity.
Culture must be demonstrated by the actions of those in leadership
and not relegated to a few finely framed posters strategically
positioned above work spaces. It must be more than a few paragraphs
in the employee handbook that is briefly mentioned during the on
boarding process, never to again see the light of day. The people in of
the organization will only take of the culture as seriously as you do.
Here are 7 essential elements, as an alliteration of the word Culture,
to creating a solid culture that can be both purposeful and positive:

Consistent There arent too many things that will destroy the
efforts to create a quality culture than to appear to have double
standards. This only underscores the absolute necessity to build of
the culture on the organizational values. They serve as an anchor and
reference point for those difficult circumstances. People wont always
like it, but they will appreciate knowing where things stand and that
it isnt some ambiguous idea built in the moment.
Useful Its amazing how many organizations create cultural
boundaries and definitions as a means to control and manipulate
people. Of the culture must be of use relative to of the mission and
vision. If not, it will be received for what it ismanipulation and
micro-management under the innocuous banner of culture. People
know thats a farce and you will develop a minimalist attitude towards
productivity. The moment you begin to micro-manage people, they
will force you to continue to do so in order to accomplish anything.
Learning People want to know you care. One of the best ways to
show you care is to develop them professionally. Make sure you
culture not only supports, but champions learning and development.
A learning environment leaves room for mistakes and errors without
the fear of being chastised unnecessarily. Honest mistakes happen
and a learning environment reduces the stress of making them. Less
stress means more productivity and less health issueswhich usually
translates into less absenteeism.
Truthful No matter what youve experienced in the past, people
want and can handle the truth. Its so offensive and insulting to be
treated with kiddie gloves under the assumption youre just not
educated enough, mature enough, whatever enough to navigate
hearing the truth. You may be surprised how many innovative
solutions can be developed when the truth is consistently shared
throughout the organization.
Utilitarian No matter what is in place, there will always be those
who choose to operate on the fringes. Dont worry about it. Make sure
that the overall focus of of the values and culture support the largest
majority. There may be the occasional opportunity for you to make
special concessions, so dont rule it out entirely. Just dont let the
habitual naysayers contort and bastardize how of the culture is
developed. Culture acts as a governance of a community based on
commonly accepted behaviors. There will always be those who feel
they should be able to operate outside these boundaries. Deal with it
accordingly.
Respectful Conflict WILL occur. There is no way to avoid
differences, nor should you try. Everything can be dealt with via the
lens of respect. Respect doesnt automatically mean compromise or
common ground has to rule the day. A respectful dialog can take place
for the sake of understanding the position of another. It is in the
understanding of another view that allows us to respect anothers
position without abandoning our own. It allows for a discussion on
how to align things with the values instead of a biased position of a
particular person or group.
Empowerment Let people explore their creativity. Give them the
freedom to be as autonomous as possible. Sure there are certain
industries that are more heavily regulated than others, but as long as
they stay within the necessary guidelines in order to comply legally let
them have at it. Empowered people make positive changes. Sure you
will have a few duds, but thats the price of progress. Dont let the
duds diminish the opportunity to experience the successes!

A learning culture is a collection of organizational conventions,


values, practices and processes. These conventions encourage
employees and organizations develop knowledge and competence.
An organization with a learning culture encourages continuous
learning and believes that systems influence each other. Since
constant learning elevates an individual as a worker and as a person, it
opens opportunities for the establishment to transform continuously
for the better.
The Advantages of a Learning Culture
There are many benefits of a cultivated learning culture in an
organization. These include, but are not limited to:
Increased efficiency, productivity and profit
Increased employee satisfaction and decreased turnover
An improvement mindset among employees
A developed sense of ownership and accountability
Ease in succession/transition
A culture of knowledge inquiry and sharing
An enhanced ability for workers to adapt to change
For learning to be effective in an organization, the knowledge that is
encouraged must be related to the business. More so, individuals in
an organization should be working together rather than learning
individually. Shared learning enables companies to increase their staff
quicker and solve problems more efficiently.

How to Create a Learning Culture in an Organization


The first step in creating a culture of learning in of the workplace
begins with of the leaders. Since they are reinforcing training
initiatives, they should be supportive of a learning environment.
Otherwise, they should alter the way they see the company and look
at it from a different perspective.
Some key steps in creating a learning culture in the workplace are as
follows:

Formalize training and development plans. For a learning culture to


be ingrained, it should be mandatory for all individuals in the
organization. Training and development plans that are not formalized
run the risk of not being taken seriously and as a result, not
implemented. Give recognition to learning. Employees who have
successfully learned new skills and abilities should be recognized and
encourage others to follow suit. Get feedback. Sessions and polls
should regularly be done to evaluate the benefits of training and
development, as well as to determine whether the training investment
is well spent. Promote from within. One of the advantages of training
is having employees who are ready for a bigger role. Announce an
internal job posting to encourage employees to gain knowledge.
Develop knowledge and information sharing into a formal process.
People will be more encouraged to share knowledge and information
if they are required to do so. Formalizing the process makes sure that
everyone who needs the information gets it.

Keep Of the Company Competetive by Developing a Learning


Culture
Since the business environment quickly changes, many companies
feel pressure to learn faster than the competitor or risk losing the
business altogether. This is apparent in digital technology where
companies keep churning out new models of products at a fast pace
to outperform competitors who are doing the same.
Developing a learning culture is no longer just another fanciful idea.
It is becoming more imperative for companies to cultivate learning if
they wish to stay in business.
The question that every organization faces as it considers a learning
culture is its readiness to embrace such a radical concept. Is of the
company ready to give up confrontational attitudes for an open
culture of trust and inquiry? Are you ready to unlearn competition
among groups and individuals, and replace it with cooperation,
openness and dialogue? If so, of the organization may be on its way to
developing a learning culture. This will enable you not just to survive
in a hostile business environment but to grow organically and thrive.
2. Task 3.3:
Increased Operating Margins
Employees who clearly understand their individual goals-and how
they relate to those of of the company-naturally become more
engaged with their work. Once employees see how they can make a
direct contribution to of the company's success, they begin to focus
on finding ways to work smarter and more efficiently. This boost in
employee productivity will naturally lead to increased operating
margins and profitability for of the company.
To achieve these results, of the company must put a performance
management process in place that:

Increases employee engagement with "SMART" goals


Provides visibility up, down and across reporting levels
Creates shared accountability between employees by "cascading"
goals from one employee to another when relevant
Communicates expectations clearly during every phase of goal
completion

Quicker Execution of Company Strategy


Tighter goal alignment and goal visibility allows for quicker
execution of company strategy by enabling of the management team
to more effectively allocate labor resources across various projects. By
exposing redundant business initiatives, it also increases overall
efficiency by ensuring employees are not duplicating the efforts of
others. Plus, goal alignment strengthens the leadership at of the
company by allowing managers to:
Understand more clearly all responsibilities associated with
specific goals.
Eliminate redundancies across job titles.
Focus their staffs on of the company's most pertinent goals.

Reduced Employee Turnover


The business value of having employees engaged in their work
cannot be overestimated. As proof, a recent Gallup poll showed that
companies with large numbers of dissatisfied workers experience
greater absenteeism and lower productivity-as well as a 51% higher
employee turnover rate2. Fortunately, clear goal alignment can
remedy this situation by helping to create greater employee
ownership in of the company's ultimate success. Goal alignment also
lets you establish a true pay-for-performance culture at of the
company by providing the foundation for closely linking reward
systems with both individual and team performance.
"A recent Gallup poll showed that companies with large numbers of
dissatisfied workers experience greater absenteeism and lower
productivity-as well as a 51% higher employee turnover rate."

Setting Effective Goals for Of the Employees and Of the Company


To be effective, goals must serve both the needs of of the company
and those of of the employees. For of the company, goals must
contribute directly to of the short- and long-term business strategies.
For of the employees, goals must be clear, objective, and
understandable or they will quickly become disengaged.
To achieve "goal alignment" at of the organization, you must first
clearly communicate strategic business objectives across of the entire
company. Interdepartmental goal visibility can also help speed the
process of alignment. By allowing managers to access and see the
goals of other departments, of the company can greatly reduce goal
redundancies and conflicts throughout of the organization.
Additionally, many employee objectives are not entirely under the
control of one individual. Enabling and even mandating that
individuals assign some goals to two or more people increases
engagement and shared accountability throughout the organization.
Goal sharing also helps departmental heads find ways to better
support each other, as well as identify areas where they may be
inadvertently working against each other.
Once company-wide goals have been established, managers can
then set goals for their individual departments which clearly support
of the overall business strategies. Major job functions and
responsibilities can serve as a general framework when writing
employee goals. Managers must remember to communicate to staff
members not only what is expected of them, but how each task is to
be completed. For example, a customer service rep might be given
the goal to boost customer retention (the "what") by improving
customer service (the "how"). To be most effective, goals should also
pass the S.M.A.R.T. test and be specific, measurable, attainable,
relevant and timely. This provides clarity up front to employees who
will ultimately be evaluated against these goals.
S.M.A.R.T. Goals: Intelligent By Design
S.M.A.R.T. goals have been found to be a very effective method of
motivating employees to perform at peak levels. To qualify as
S.M.A.R.T., a goal must be:
SPECIFIC. Specific goals let people know exactly what's expected of
them with no room for misinterpretation. Specific goals should be
able to answer the following:

Who is responsible?
When must this be done?
What is to be accomplished?
Which requirements/constraints are involved?
Where is this to be completed?
Why is this important or beneficial?
MEASURABLE. When setting goals, you must also set specific
criteria for measuring progress against those goals. This gives of the
employees a way to stay on track, aim for target dates, and reach
milestones that will serve as ongoing motivation.
ATTAINABLE. Setting overly lofty goals that are truly unattainable
serve to demotivate-rather than motivate-of the employees. By
setting ambitious, yet realistic, goals, you will inspire of the
employees to fully leverage their talents and all available
opportunities in order to achieve them.
RELEVANT. Employees must be able to see how a specific goal is
relevant to them and the work they perform every day. Plus by
keeping goals relevant, you will help employees better understand
their connection to of the company's objectives and the strategic
importance of their individual goals.
TIMELY. To be most effective, goals must be structured around a
specific timeframe to provide a sense of urgency. This serves to
motivate individuals to begin working on their goals as soon as
possible.

Leveraging Technology to Achieve Goal Alignment


As you've already learned, goal alignment is a powerful
management tool that not only clarifies job roles for individual
employees, but one that also demonstrates to workers their ongoing
value to of the organization. When you engage employees with
their work through goal alignment, they become more committed
to of the company and achieve higher levels of job performance.
However, fully engaging employees in this manner only becomes
possible when individual workers understand-and accept-of the
corporate vision and goals. To accomplish this sometimes difficult
task, company managers need tools that can help them
communicate and align goals across of the organization with
greater clarity and efficiency.
Fortunately, a new breed of web-based, automated performance
management system that includes goal alignment is now available
to companies of all sizes. And today, small and mid-sized
businesses are increasingly using these automated systems to
increase productivity-and improve their bottom lines.
3. Task 3.4:
Organizations environment:
- The environment is a key enabler for business associations that
may have a positive attitude and negative. However, I am not clear
about the popularity of environmentally negative part.
- The problems of the business environment changes, the
competition and the event risks affecting Casio. Hence, Casio have to
assess how to adjust well to the natural domain on the off chance
that it changed. Specifically, the problem may have the ability to
damage done to focus on Casio's business as commodities,
generation, revenue, benefits etc.
For example: Disasters like tropical storms, surge or else another
possibility may prompt delay unpunctual to name, the harm to the
products, etc.
Technology:
Nowadays, technology is more and more modern, so keeping up
with the technological revolution very difficult. The introduction of
new products is equipped with many modern improvements, so that
can achieve high efficiency and mutual benefit. In particular, the G-
Smart will be a significant measure in ensuring capacity can best
ability.
Supplier:
Supplier is a key strategy to succeed Casio; they are providing all
the components for assembling successful help Casio G-Smart. Casio
have many reliable suppliers; always help them on any device. Casio
has a special relationship with the company deep V-EYES, this is a
company dedicated to provide components of the glass, screens, thin
metal for Casio.
II. LO4:
4. Task 4.1:
A risk assessment is a process to identify potential hazards and
analyze what could happen if a hazard occurs. A business impact
analysis (BIA) is the process for determining the potential impacts
resulting from the interruption of time sensitive or critical business
processes.
There are numerous hazards to consider. For each hazard there are
many possible scenarios that could unfold depending on timing,
magnitude and location of the hazard. Consider hurricanes:

A Hurricane forecast to make landfall near of the business could


change direction and go out to sea.
The storm could intensify into a major hurricane and make
landfall. View from outer-space of a hurricane in Gulf of Mexico
There are many assets at risk from hazards. First and foremost,
injuries to people should be the first consideration of the risk
assessment. Hazard scenarios that could cause significant injuries
should be highlighted to ensure that appropriate emergency plans
are in place. Many other physical assets may be at risk. These include
buildings, information technology, utility systems, machinery, raw
materials and finished goods. The potential for environmental
impact should also be considered. Consider the impact an incident
could have on of the relationships with customers, the surrounding
community and other stakeholders. Consider situations that would
cause customers to lose confidence in of the organization and its
products or services.
As you conduct the risk assessment, look for vulnerabilities
weaknessesthat would make an asset more susceptible to damage
from a hazard. Vulnerabilities include deficiencies in building
construction, process systems, security, protection systems and loss
prevention programs. They contribute to the severity of damage
when an incident occurs. For example, a building without a fire
sprinkler system could burn to the ground while a building with a
properly designed, installed and maintained fire sprinkler system
would suffer limited fire damage.
The impacts from hazards can be reduced by investing in
mitigation. If there is a potential for significant impacts, then
creating a mitigation strategy should be a high priority.
Types of Hazard
Hazards can be broadly grouped based on their nature. This is shown below:

Hazard Example

Physical hazards Wet floors


Loose electrical cables Objects protruding in walkways or
doorways

Ergonomic hazards Lifting heavy objects Stretching the body


Twisting the body
Poor desk seating

Psychological hazards Heights


Loud sounds
Tunnels
Bright lights

Environmental hazards Room temperature


Ventilation Contaminated air
Photocopiers
Some office plants Acids

Hazardous substances Alkalis Solvents

Biological hazards Hepatitis B


New strain influenza

Radiation hazards Electric welding flashes Sunburn

Some More Workplace Hazards


If we take the above table one step further, we can begin to think about some
of the hazards that we might find in actual workplaces.
Workplace
Effect on human health
Hazard

Chemical Effects on central nervous system, lungs, digestive system, circulatory system, skin,
hazards reproductive system. Short term (acute) effects such as burns, rashes, irritation,
feeling unwell, coma and death.

Long term (chronic) effects such as mutagenic (affects cell structure), carcinogenic
(cancer), teratogenic (reproductive effect), dermatitis of the skin, and occupational
Workplace
Effect on human health
Hazard

asthma and lung damage.

Noise High levels of industrial noise will cause irritation in the short term, and industrial
deafness in the long term.

Temperature Personal comfort is best between temperatures of 16C and 30C, better between 21C
and 26C.

Working outside these temperature ranges: may lead to becoming chilled, even
hypothermia (deep body cooling) in the colder temperatures, and may lead to
dehydration, cramps, heat exhaustion, and hyperthermia (heat stroke) in the warmer
temperatures.

Being struck by This hazard could be a projectile, moving object or material. The health effect could
be lacerations, bruising, breaks, eye injuries, and possibly death.

Crushed by A typical example of this hazard is tractor rollover. Death is usually the result

Entangled by Becoming entangled in machinery. Effects could be crushing, lacerations, bruising,


breaks amputation and death.

High energy Explosions, high pressure gases, liquids and dusts, fires, electricity and sources such
sources as lasers can all have serious effects on the body, even death.

Vibration Vibration can affect the human body in the hand arm with `white-finger' or
Raynaud's Syndrome, and the whole body with motion sickness, giddiness, damage
to bones and audits, blood pressure and nervous system problems.

Slips, trips and A very common workplace hazard from tripping on floors, falling off structures or
falls down stairs, and slipping on spills.

Radiation Radiation can have serious health effects. Skin cancer, other cancers, sterility, birth
deformities, blood changes, skin burns and eye damage are examples.

Physical Excessive effort, poor posture and repetition can all lead to muscular pain, tendon
damage and deterioration to bones and related structures

Psychological Stress, anxiety, tiredness, poor concentration, headaches, back pain and heart disease
can be the health effects

Biological More common in the health, food and agricultural industries. Effects such as
infectious disease, rashes and allergic response.
5. Task 4.2:
A safety and health management system means the part of the
Organisation's management system which covers:
The health and safety work organisation and policy in a
company
The planning process for accident and ill health prevention
The line management responsibilities and
The practices, procedures and resources for developing and
implementing, reviewing and maintaining the occupational
safety and health policy.
The system should cover the entire gambit of an employer's
occupational health and safety organisation. The key elements of a
successful safety and health management system are:
Policy and commitment
The workplace should prepare an occupational safety and health
policy programme as part of the preparation of the Safety Statement
required by Section 20 of the Safety, Health and Welfare at Work Act
2005. Effective safety and health policies should set a clear direction
for the organisation to follow. They will contribute to all aspects of
business performance as part of a demonstrable commitment to
continuous improvement. Responsibilities to people and the working
environment will be met in a way that fulfils the spirit and letter of
the law. Cost-effective approaches to preserving and developing
human and physical resources will reduce financial losses and
liabilities. In a wider context, stakeholders' expectations, whether
they are shareholders, employees or their representatives, customers
or society at large, can be met.
Planning
The workplace should formulate a plan to fulfil its safety and health
policy as set out in the Safety Statement. An effective management
structure and arrangements should be put in place for delivering the
policy. Safety and health objectives and targets should be set for all
managers and employees.
Implementation and operation
For effective implementation, organisations should develop the
capabilities and support mechanisms necessary to achieve the safety
and health policy, objectives and targets. All staff should be
motivated and empowered to work safely and to protect their long-
term health, not simply to avoid accidents. These arrangements
should be:
Underpinned by effective staff involvement and participation
through appropriate consultation, the use of the safety
committee where it exists and the safety representation
system and,
Sustained by effective communication and the promotion of
competence, which allows all employees and their
representatives to make a responsible and informed
contribution to the safety and health effort.
There should be a planned and systematic approach to
implementing the safety and health policy through an effective safety
and health management system. The aim is to minimise risks. Risk
Assessment methods should be used to determine priorities and set
objectives for eliminating hazards and reducing risks. Wherever
possible, risks should be eliminated through the selection and design
of facilities, equipment and processes. If risks cannot be eliminated,
they should be minimised by the use of physical controls and safe
systems of work or, as a last resort, through the provision of PPE.
Performance standards should be established and used for measuring
achievement. Specific actions to promote a positive safety and health
culture should be identified. There should be a shared common
understanding of the organisations vision, values and beliefs on
health and safety. The visible and active leadership of senior
managers fosters a positive safety and health culture.

Measuring performance
The organisation should measure, monitor and evaluate safety and
health performance. Performance can be measured against agreed
standards to reveal when and where improvement is needed. Active
self-monitoring reveals how effectively the safety and health
management system is functioning. Self-monitoring looks at both
hardware (premises, plant and substances) and software (people,
procedures and systems, including individual behaviour and
performance). If controls fail, reactive monitoring should find out
why they failed, by investigating the accidents, ill health or incidents,
which could have caused harm or loss. The objectives of active and
reactive monitoring are:
To determine the immediate causes of substandard
performance
To identify any underlying causes and implications for the
design and operation of the safety and health management
system.

Auditing and reviewing performance


The organisation should review and improve its safety and health
management system continuously, so that its overall safety and health
performance improves constantly. The organisation can learn from
relevant experience and apply the lessons. There should be a
systematic review of performance based on data from monitoring and
from independent audits of the whole safety and health management
system. These form the basis of complying with the organisations
responsibilities under the 2005 Act and other statutory provisions.
There should be a strong commitment to continuous improvement
involving the development of policies, systems and techniques of risk
control. Performance should be assessed by:
Internal reference to key performance indicators
External comparison with the performance of business
competitors and best practice in the organisations
employment sector.
Many companies now report on how well they have performed on
worker safety and health in their annual reports and how they have
fulfilled their responsibilities with regard to preparing and
implementing their Safety Statements. In addition, employers have
greater responsibilities under Section 80 of the 2005 Act on Liability
of Directors and Officers of Undertakings that requires them to be in
a position to prove they have pro-actively managed the safety and
health of their workers. Data from this Auditing and reviewing
performance process should be used for these purposes.

6. Task 4.3:
The Occupational Health and Safety Act, Act 85 of 1993, requires
the employer to provide and maintain as far as reasonable and
practical a work environment that is safe and without risk to the
health of employees.
Section 7 of the Act provides direction to employers concerning
the health and safety policy of the organisation.
According to this section the employer will be obligated to have a
health and safety policy once the chief inspector has directed him to
do so. It would therefore not be compulsory for all organisations to
formulate and implement a health and safety policybut the employer
is still duty-bound to inform employees of work related risks and
dangers. According to legal prescription the employer must inform
employees how work related risks and dangers could be prevented.
A health and safety policy could prove to be a valuable tool in this
regard, in fact the importance of work related policies and
procedures cannot be over emphasised. In a home there are usually
rules that the family abides by which brings order to the home. The
same applies to the workplace; rules and regulations bring order to
the workplace.
Employers need to comply with minumum standard legislation
but the employer also have the right to set a better standard for their
particular business. It is imperative to communicate these standards
to employees and other role players like contractors. This should
preferably be done in writing and these documents are called policies
and procedures.
Policy documents also provide direction to all company activities
and provide the criteria to measure and evaluate efficiency. In short,
policies and procedures could be described as a set of documents
that describe an organisation's policies for operation and the
procedures necessary to fulfil the policies. Without it, it would
basically be impossible to effectively control and manage employees
and other role players.
The primary objective of a health and safety policy should be to
prevent or reduce work-related accidents and occupational diseases.
An appropriate policy could help to avoid the expense,
inconvenience, and other consequences of workplace accidents by
making sure that employees and other role players know what is
expected of them.
An employer who lacks the necessary rules and regulations in
order to regulate the behaviour of employees and other role players
cannot expect any sympathy if these persons misbehave and take
advantage of the situation.
A health and safety policy is a written statement of principles and
goals embodying the company's commitment to workplace health
and safety. There are no hard and fast rules about what to include in
a policy. The employer should create a policy that is suitable and
sifficiant in order to address the health and safety need of the
company.
A good policy will indicate how the organisation protects those
who could be affected by its activities and be broad enough to cover
all aspects of the company's activities.
The policy should be of an appropriate length and relevance to the
activities and size of the organisation.
The health and safety policy statement can be brief, but it should
mention:
1) a description of the organisation
2) recognize the need to comply with minumum standard
legislation of the Occupational Health and Safety Act
3) recognize the priority of safety in relation to other
organizational goals and policies
4) acknowledge the right of every employee to work in a safe and
healthy environment
5)stipulates that management is accountable for occupational
health and safety programs and management's commitment to
providing a safe and healthy work environment by eliminating or
minimizing the hazards that can cause accidents and injuries
6) the organisation's basic health and safety philosophy (statement
of health and safety principles and goals)
7)the general responsibilities of all employees
8)that health and safety shall not be sacrificed for expediency
9)that unacceptable performance of health and safety duties will
not be tolerated
10) encourage co-operation with unions and workers to involve all
employees in implementing the health and safety policy into practice
11)the policy date
12)be signed by the chief executive officer
13)be visibly displayed for all workers to see
14)review date of the policy

The policy basiclly demonstrates how seriously an organisation


takes its health and safety responsibilities. It is important to note
that the employers are bound by the prescriptions of their spesific
policy and could be held legally liable for not complying with it.
Monitoring that the policy is still effective is also very important, a
policy will only be effective if it is reviewed on a regular basis.
The drafting; implementation and monitoring of the organisations
health and safety policy is a clear demonstration of management
commitment in this regard. Senior management must be committed
to carrying out and review that policy consistently and completely.
Health and safety should enjoy the same priority as the
organization's other major objectives. Senior management must be
committed to ensure that the policy is carried out with no
exceptions.
Commitment and involvement are complementary to each other
and are essential elements needed to spearhead any health and
safety program to success.
III. References:
http://www.servicenl.gov.nl.ca/ohs/safety_info/si_safety_programs.html
http://www.healthyworkinglives.com/advice/Legislation-and-
policy/Workplace-Health-and-Safety/health-safety-policy
http://www.theleadershipadvisor.com/blog/2011/08/16/7-essentials-for-a-
quality-culture/
https://www.trainingindustry.com/workforce-
development/articles/creating-a-learning-culture-for-the-improvement-of-
your-organization.aspx

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