Management Theories and Models Summary

Page 22 Summary

• Domain 2, Management System, comprises 13.34% of the CSP certification.

Page 23 Summary

• Maslow's Hierarchy of Needs proposes that human motivation is driven by unmet needs.
• Lower-level needs must be satisfied before higher-level needs become motivators.
• The hierarchy includes physiological, safety, love/belonging, esteem, and self-actualization needs.

Page 24 Summary

• McGregor's Theory X assumes employees are motivated primarily by monetary rewards and security.
• McGregor's Theory Y assumes employees are motivated by higher-level needs like esteem and self-actualization.
• Herzberg's Motivation-Hygiene Theory suggests that factors like achievement and recognition motivate employees, while factors like supervision and salary are hygiene factors that do not directly motivate.

Page 25 Summary

• The Deming Cycle is a continuous improvement quality model involving Plan, Do, Check, and Act phases.
• The Critical Path Method (CPM) is a project planning technique that identifies the critical path for completing a project.
• Pareto analysis identifies the most important factors in a situation.
• Short-interval scheduling (SIPS) is a short-term scheduling method looking two to four weeks ahead.
• Management by Objectives (MBO) encourages agreement between managers and employees on objectives within an organization.
• Contingency theory supports no single way to manage or organize, but rather a variety of approaches depending on the situation.
• Systems theory suggests that groups of interacting components interrelate and produce results.
• Chaos theory studies the behavior of complex dynamical systems.

Page 26 Summary

• Autocratic management involves making all decisions unilaterally.
• Directive democratic management involves some employee participation but with close supervision.
• Directive autocratic leadership involves making all the decision unilaterally and supervising closely employees.
• Permissive democratic management involves employee participation with some latitude.
• Permissive autocratic management involves making decisions unilaterally but allowing employees some latitude in carrying out the work.

Page 27 Summary

• Heinrich's Domino Theory proposes a sequence of factors leading to an accident.
• 3 E's controls (Engineering, Education, and Enforcement) represent a strategy for preventing incidents and accidents.

Page 28 Summary

• Accidents are a combination of human-error, work task characteristics, and inappropriate employee behaviour.
• Worker overload occurs when the required task load exceeds worker capability.
• Inappropriate worker response can be to hazards or to unsafe work station conditions.
• People make decisions to err due to misjudgement of risk, unconscious desire to err, and sometimes logical decisions based on the situation.

Page 29 Summary

• An accident/incident theory (Petersen's) describes accidents as a result of overload, ergonomic traps, human error, and system failures.

Page 30 Summary

• Epidemiological theory focuses on the relationship between environmental factors and disease in industry.
• Systems theory focuses on the interaction and interdependence of components and processes in a safety system.

Page 31 Summary

• Energy Release Theory (Haddon) outlines methods to reduce accidents, emphasizing preventing energy buildup, reducing initial energy, controlling energy release, and separating energy from people
• Behavior Based Safety (BBS) program focuses on employee behavior and includes seven principles: Identification of internal factors, motivation to behave in desired manner, Focusing on positive and safe behaviors, application of scientific method to safety improvements, integration of information into the improvement program, and strategic planning for planned interventions.

Page 32 Summary

• The Modern Causation Model focuses on factors like safety management errors, operating errors, system defects, and mishaps that lead to accidents.
• Seven Avenues model is a method to identify the causes of accidents.

Page 33 Summary

• Accident investigation techniques prioritize preventing future incidents and should include witness interviews and standard operating procedure review
• The Scientific Method is used in problem-solving, including making observations, developing hypotheses, and testing them.

Page 34 Summary

• Gross Hazard Analysis (GHA) uses a logic diagram to illustrate unsafe situations that lead to a problem.
• Management Oversight & Risk Tree Analysis (MORT) examines risks to ensure a proper safety system.
• Failure Modes and Effects Analysis (FMEA) seeks to identify failures in equipment or processes and their effects.

Page 35 Summary

• Fault Tree Analysis (FTA) is a deductive process; using boolean logic to determine the potential causes of accidents within a system.
• Multi-linear event sequencing examines the steps of processes to identify and analyze accidents by charting events and their actions.

Page 36 Summary

• A typical accident investigation report will include the cover page, title page, table of contents, executive summary, narrative body, conclusions and recommendations, and summary sections.
• Heinrich's Law proposes a relationship between major injuries, minor injuries, and near misses.

Page 37 Summary

• Behavior-Based Safety (BBS) is a multi-stage process involving observation, feedback, and continuous improvement, based on the concept that behavior is the result of reward and consequence.

Page 38 Summary

• Measuring health and safety performance is essential for effective management, and that you can only manage what is measurable.

Page 39 Summary

• Elements of effective accountability in a health and safety program involve established standards, resources, and a measurement system to evaluate the consequences of applications.
• Measurement information helps sustain the operations and development of H& SMS to control risk.
• Measurement of safety performance should involve an evaluation of the input (hazard burden and safety culture), the process, and the outcome (injury rate and accidents).

Page 40 Summary

• Performance measurement involves an approach that links input (hazards), process (safety management system), output (hazard reduction/ elimination measures) and outcome (outcomes, such as effectiveness and compliance).
• Capability, compliance, and deployment refer to the dimensions of measurement.

Page 41 Summary

• Policies, organizing, planning and implantation, and measurement are elements of a safety program.
• Leading and lagging indicators help assess the ongoing effectiveness of a safety program

Page 42 Summary

• Identifying hazards, assessing hazards, developing controls to address hazards, and supervising/evaluating the controls are integral aspects of safety auditing.

Page 43 Summary

• Documentation review looks at whether efforts for tracking accidents towards correction are effective, and how records can identify recurring issues and the accountability elements that prevent correcting issues.
• Employee interviews are a good technique for assessing training effectiveness, examining employee knowledge of hazards, and their control processes.
• Site conditions and root causes evaluation helps identify and root out existing and latent risks.

Page 44 Summary

• An Effective Health and Safety Program has benefits like reduced injuries, improved morale, and lower workers' compensation costs.
• It should be characterized with assigning responsibilities to management levels, reviewing company practices and policies, training employees to eliminate or avoid hazards, and visibility of management on the worksite.

Page 45 Summary

• Employee Involvement relies on rank-and-file worker input.
• Analysis of worksite conditions involves looking at all the aspects of a given workplace.

Page 46 Summary

• Reporting hazards to supervisors is important for effective reporting systems that include the supervisor chain of command, safety and health committee member, voice mailbox, and a suggestion box.
• Training covers orientation, JSA, SOPs, hazard recognition, emergency response, accident investigation, and training on new equipment and processes.

Page 47 Summary

• Engineering economics uses concepts like simple interest (calculated only on the principal amount), compound interest (calculated on both principal and accumulated interest), future value of money (future worth of current asset), and loan balance (amount remaining after loan payments).

Page 48 Summary

• Time value of money illustrates the idea of present assets being worth more than the same amount in the future due to potential earning capacity.
• Series compound and sinking fund factors determine future values of regular payments and repayment amounts, respectively.

Page 49 Summary

• Return on Investment (ROI) is a financial calculation comparing net benefit to cost to assess the return or loss of an investment.