Culture: The Only Want to Get to Zero
In todays world getting to a recordable rate of 1 injury per 200,000 hours worked or.5 is do longer good enough. Most organizations have set their sights much higher and believe that zero is the only acceptable goal. This is the right goal! The question is, can organizations realistically attain this goal within the current business landscape? Changes across industry have created a world that is infinitely more complex and varied than in the past. Companies are demanding more out of each worker than ever before, with less supervision. Downsizing, mergers, buyouts and closings all contribute to increasing noise in the system and an environment that is less stable and certain. Safety procedures have multiplied in most organizations, sometimes in response to the goal of getting to zero itself. Pressure to cut administrative and labor costs are leading companies to increasingly rely on third party contractors. The workforce is aging, presenting new challenges to engagement and personnel management. Getting to zero in this environment should sound daunting—and these are only the major issues, Fundamentally, changes in on-the-ground dynamics speak the most to the challenge in getting to zero. The thinning manager/supervisor to worker ratio, and increasing demands on the individual worker, means that traditional leadership methods and cultural status quo are no longer sufficient; organizations need to create an order of magnitude changees in the type of leader—and the type of culture—they develop. Research shows that culture and leadership are what distinguish the best performers from the also-rans. This presentation focuses on what type of leadership—in practice and style—research indicates is supportive of a zero injury culture, and the characteristics of such a culture that leaders can directly develop.
Yu Ricky
BST Singapore
国际会议
北京
英文
29-33
2011-09-23（万方平台首次上网日期，不代表论文的发表时间）