MGT2HRM Assessment Task 2-Group Report Group Report Topic Your group has been hi
ID: 2341629 • Letter: M
Question
MGT2HRM Assessment Task 2-Group Report Group Report Topic Your group has been hired as a team of consultants to provide some theoretically sound and practical advice to the Chief Executive Officer of Parker Small goods. Founded in 1920, the Parker family of farmers and butchers had a dream to provide the Australian public with the finest quality meat cured using traditional Italian recipes. In 2017, the Parkers are a major supplier of small goods to the Australian market. The product range spans across traditional Italian salami, ham, bacon and small goods. The family-owned company has state- of-the-art facilities located in Bundoora, Victoria and employs over 250 workers. The company has a very flat organisational structure- the CEO reports to a Board of Directors (made up of members of the Parker family). Each department has a manager, with the production department having supervisors who directly manage the production line workers In a recent independent health and safety investigation, the auditor found 'multiple instances of lax safety practices by front line workers' and 'a poor attitude towards safety amongst front line staff, supervisors and middle management'. However, the auditor commended senior management on their general commitment to the safety of workers, but found 'this has not translated into safe working practices on the factory floor. The auditor cited several examples of dangerous practices he witnessed on the production line, including workers reaching into meat mincers to remove blockages whilst the mincer was operating: poor manual handling practices; workers not wearing their personal such as knives not being put away properly; and safety barriers on machines being removed to speed up the production process. In his recommendations, the auditor suggested that Parker Small goods "work towards developing a culture of safety within the organisation Peter Parker, the CEO, is concerned about his workers' safety In a private meeting, he commented "It's just a matter of time before somcone is seriously injured or dies on the factory floor. What can I do? We have good procedures. We have spent a lot of money on making sure the factory is safe. But I can't make the supervisors procedures..I can't watch them all the time Peter has hired your group to come up with five recommendations as to how he can create a safety culture within Parker Small goods. He has asked for a comprehensive Report that he can give to the Board of Directors. The Report and employees follow our safety 3. Explain how a safety culture can improve safety behaviours of employees (drawing on appropriate academic literature) 700 wordsExplanation / Answer
It is also true that many people who work in the field of safety do not really know what the ‘safety culture’ is.
We will discuss here e level strategy for developing a positive safety culture:
Immediate Level
The ‘immediate’ level is concerned with developing strategic plans, converting these plan into actions and implementing these so that organization can fully integrate safety into all of its systems. Quality of safety leadership demonstrated by the organization’s Chief Operating Officer(CEO) and Senior Management Team.
So we need an effective leadership all level across to develop , operate and maintain throughout an effective, efficient and sound safety culture.
Leader should have an spirit and should make a policy and strategy which depicts a safety culture need and its benefit across the organization.
Leader should well communicate across all hierarchy level to strict compliance with the strategic and operation safety measures.
Intermediate Level
The ‘Intermediate’ level provides the second part of three level strategy , and it is concerned with
In principal the ‘intermediate’ level focuses upon an examination of work flows processes and their supportive functions, developing control systems, establishing accountability and codifying rules and procedures.
In practice this is done by undertaking task, job and workflow analysis.
Ultimate Level
Having developed dynamic, living control and feedback systems, the senior management team should direct their attention to the ultimate level of efforts. It is perhaps the most difficult level of the strategic plan. more concerned with heart and mind in relation to safety of the peoples. Difficulties arise because heart and mind is not directly control of the people working in the organizations
Saftey Propoganda and safety training.
Improving safety culture
Level 1 Emerging - develop management commitment
Level 2 Managing – realize the importance of frontline staff and develop personal responsibility.
Level 3 Involving – key involvement of all employees across organization by training and conferencing.
Level 4 Co-operating - engage all staff to develop co-operation and commitment to improve safety
Level 5 Continually improving – develop consistency and fight complacency
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