Essay - Workplace Safety Total Safety Management (Tsm) is a Philosophy and...

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Workplace Safety

Total safety management (TSM) is a philosophy *****nd process developed primarily by David L. Goetsch.

***** properly, the method can be a valuable replacement for what Dr. E. Scott Geller of Virginia Tech calls the "flavor of the month" approach to industrial *****. (***** Performance Web site, 2004)

TSM does not find its basis in ***** safety department of any organization. Rather, Goetsch designed the program so that it would have to involve executive commitment; in short, it is a '*****p down' approach. Moreover, it is designed to permeate all parts of a company, the rationale being that any "performance-oriented approach ***** safety management... involves the total organization in establ*****hing and maintaining a safe and healthful work environment." (U.S. Army Safety Web site, *****) However, it does more than pay lip service to those ideas. As practiced at ***** Idaho National Engineering and Environmental Laboratory (INEL), employees "Clearly understand that if, at any time, (they) deem an activ*****y to be unsafe due to conditions or **********, (they) have the oblig*****ion to stop work until the situation is resolved." (INEL ***** site, 2004, roles-responsibilities page)

It is also dependent upon altering the culture ***** organizations ***** adopt it, which means ***** the organization's "customs, tradition, rites and rituals" (Goetsch, 1997, p. 15) if necessary to implant the safety-consciousness needed for TSM ***** work as envisioned. TSM acknowledges that ***** that rely on conventional safety leadership approaches very often fail to inspire optimal safety-related attitudes ***** behaviors in *****ir employees. Organizations *************** on ***** safety and leadership approaches often ***** to inspire the necessary ***** behaviors ***** attitudes in their *****. (INEL Web site, *****, total safety culture page)

***** believed that in order to achieve the goal of optimal safety, companies need to change values, not models, and these are often expressed through the cultural norms of the organization. (Goetsch, 1997, p. 15)He also believed ***** implementation must involve the entire organization.

Implementing TSM requires, first, that the ********** ***** a working knowledge ***** the fundamentals of TSM. The basic elements can be divided into *****se categories:

Performance Orientation

Leader Commitment

Teamwork Orientation

Employee Empowerment

Scient*****ic Decision-Making

Continual Improvement

Comprehensive Training

Unity ***** Purpose (U.S. Army safety Web site, 2004)

Once the performance orientating of the organization has ********** made a p*****rt, or at least a *****, ***** the culture, ***** first activity is gaining leader commitment. Leaders must ensure ***** safety and health are included as high priorities in the ***** strategic plan, ***** resources to cover costs ***** be *****ocated. A system for monitoring employee per*****mance relative to safety and health must be monitored, assess and properly rewarded as *****. Employees must ***** empowered to make ***** *****ir highest priority, despite deadlines or any other necessity. (U.S. *****rmy safety Web *****, 2004)

The second step is establishing a steering committee including the leadership of the organization and ***** ***** officer. The committee assumes responsibility for:

Making safety ***** ***** concerns a part of the organization's strategic plan.


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