Management (22509) Syllabus PDF

# Management (22509) ## Syllabus ### Teaching Scheme (L+T+P) | L | T | P | Credit | |---|---|---|---| | 3 | 3 | | 3 | ### Examination Scheme | Paper Hrs. | ESE Max | ESE Min | PA Max | PA Min | Total Max | Total Min | ESE Max | ESE Min | PA Max | PA Min | Total Max | Total Min | |---|---|---...

# Management (22509) ## Syllabus ### Teaching Scheme (L+T+P) | L | T | P | Credit | |---|---|---|---| | 3 | 3 | | 3 | ### Examination Scheme | Paper Hrs. | ESE Max | ESE Min | PA Max | PA Min | Total Max | Total Min | ESE Max | ESE Min | PA Max | PA Min | Total Max | Total Min | |---|---|---|---|---|---|---|---|---|---|---|---|---|---| | 90 Min | 70*# | 28 | 30* | 00 | 100 | 40 | | | | | | | ## Unit 1 - Introduction to Management Concepts and Managerial Skills (1-1) to (1-12) ### 1.1 Definitions of Management, Role and Importance of Management - **Definition and Role of Management.** - Management is the process of designing and maintaining an environment in which individuals working together in groups efficiently accomplish selected aims. - Management is an art of getting things done through others. Management is to plan, organize, direct and control the resources of the organization for obtaining common objectives or goals. It is related with resources like material, money, machinery, methods, manufacturing and marketing. Management principles are universal in nature. - Management is necessary for all types of organization, such as public sector, private sector, govt. department, hotel, hospital, hostels, educational institutes, require management for several growth and expansion. - **Importance of Management** 1. Management is goal oriented. 2. Management is associated with group efforts. 3. Management is intangible. 4. Management is an activity and not a person or group of person. 5. Management is situational. 6. Management is the combination of art, science and profession. 7. Management is universal. ### 1.2 Management Characteristics and Principles, Levels of management, Administration and Organizations - **Characteristics of Management** - Following are the key features or characteristics of management: 1. **Organized activities:** Management is a process of organized activities. Groups of people cannot be involved in the performance of activities without organized activities. 2. **Existence of objectives:** The existence of objectives is a basic criterion of every human organization. The organizational objectives are the desired state of affairs which an organization attempts to realize. 3. **Decision-making:** Management process involves decision making at all levels. Decision-making describes the process by which a course of action is selected as the way to deal with a specific problem. 4. **Relationship among resources:** The essence of management is integration of various organizational resources. Resources include money, machine, materials and people. 5. **Working with and through people:** Management involves working with people and getting organizational objectives achieved through them. 6. **Levels of Management in Any Organization** - Generally management function is divided into three levels: - Top level management - Middle level management - Lower level management ### 1.3 Functions of Management: Planning, Organizing, Leading/Directing, Staffing and Controlling - **Functions of Management** - Functions of management are: 1. **Planning** - Planning is decision-making process. - It is making decisions on future course of actions. - Planning involves taking decisions on vision, mission, values, objectives, strategies and policies of an organization. - Planning is done for immediate, short term, medium term and long term periods. - It is a guideline for execution/implementation. - It is a measure to check the effectiveness and efficiency of an organization. 2. **Organizing** - Organizing involves determination and grouping of the activities. - Designing organization structures and departmentation based on this grouping. 3. **Staffing** - It includes manpower or human resource planning. - Staffing involves recruitment, selection, induction and positioning the people in the organization. - Decisions on remuneration packages are part of staffing. - Training, retraining, development, mentoring and counseling are important aspects of staffing. - It also includes performance appraisals and designing and administering the motivational packages. 4. **Directing** - It is one of the most important functions of management to translate company's plans into execution. - It includes providing leadership to people so that they work willingly and enthusiastically. - Directing people involves motivating them all the time to enthuse them to give their best. - Communicating companies plans throughout the organization is an important directing activity. - It also means coordinating various people and their activities. - Directing aims at achieving the best not just out of an individual but achieving the best through the groups or teams of people through team building efforts. 5. **Controlling** - It includes verifying the actual execution against the plans to ensure that execution is being done in accordance with the plans. - It measures actual performance against the plans. - It sets standards or norms of performance. - It measures the effective and efficiency of execution against these standards and the plans. - It periodically reviews, evaluates and monitors the performance. - If the gaps are found between execution levels and the plans, controlling function involves suitable corrective actions to expedite the execution to match up with the plans or in certain circumstances deciding to make modifications in the plans. ### 1.4 Types of Planning and Steps in Planning - **Planning** - Planning is the process of thinking before doing. - Planning is deciding in advance what to do, how to do, why to do, where to do and who will be? - Planning can be defined as the set of steps to do the particular activity or activities in systematic manner. - Success of the project or work depends on the quality of planning. - **Steps in Planning** - The steps involved in planning process are described as follows: 1. Identification of problems and awareness of opportunities. 2. Establishing objectives. 3. Establishing planning premises. 4. Determining alternative courses. 5. Selecting ideal courses of action. 6. Formulation of plans. 7. Follow-up. ### 1.5 Types of Organization, Steps in Organizing - **An organization is a group of persons united to achieve any task.** - Organization may also be defined as a group of activities and resources to facilitate efforts to achieve the common aims and objectives. - **Types of Organization:** 1. Line organization. 2. Functional organization. 3. Line and staff organization. 4. Project organization. - **Steps in Organizing** 1. **Objectives/Aims/Goals are determined:** - Before we start must know our goals. - This step in organization defines path of actions. - Due to this initial step, we get guidelines. 2. **Formulating supporting policies and plans:** - Skeleton of policies of necessary for satisfying goals. - Plans initiate actions in an organization. - Support of policies and plans strengthens focus towards defined objectives. 3. **Identifying and classifying necessary activities:** - Numerous activities are listed down. 4. **Grouping these activities in the best way:** - Identified and classified activities are sequentially arranged. - Grouping is done as per the resource availabilities, priority in work and importance as well. - Grouping helps to assign people on them. 5. **Assignment of duties:** - Activities/duties are assigned to people with us. - Care is taken to satisfy both i.e. requirement of work and human needs. - Overlapping, underutilization and overloading are avoided while assigning duties. 6. **Horizontal and vertical relationships of authority and responsibility:** - Organization will never work without clear-cut identification of authority and responsibility. - For performing duty, authority is important. - To complete the function, responsibility is must. ### Multiple Choice Questions with Answers 1. d 2. b 3. d 4. b 5. d 6. b 7. d 8. b 9. c 10. d 11. a 12. c 13. d 14. c 15. d 16. b 17. d 18. a 19. d 20. c 21. d 22. a 23. a 24. d 25. b 26. d 27. b 28. d 29. d 30. a 31. c 32. b 33. d 34. c 35. a 36. d 37. b 38. a 39. b 40. a ## Unit 2 - Planning and Organizing (2-1) to (2-8) ### 2.1 Planning by Supervisor - The four main functions of a supervisor are planning, organizing, leading, controlling. To understand the role of supervisor, it is first critical to understand that supervisor duties are distinctly different from manger duties. - If there is an overlap between these distinct duties, the organization can suffer in efficiency, cost and productivity. - Supervisors plan goals and the steps needed to meet them. Steps toward goal fulfillment must be measurable or observable to facilitate productive progress and to evaluate rate and success of progress. #### Skills needed for Supervisor: 1. Communicating 2. Decision making 3. Delegating 4. Meeting management 5. Problem solving 6. Planning 7. Time and Stress management ### 2.2 Planning Activities, Detailing and Following of Each Step - Goals can be established for a variety of reasons, for example, to overcome performance problems, qualify for future jobs and roles, take advantage of sudden opportunities that arise and/or give direction to training plans. - Goals provide clear direction to both supervisor and employee. They form a common frame of reference around which the supervisor and employee can effectively communicate. They clearly indicate success, and can facilitate strong sense of fulfillment for employee and supervisor. ### 2.3 Prescribing Standard Forms for Various Activities - **Communicating Expectations** - In order for employees to understand what is expected of them, you should communicate expectations in terms of behaviors by explaining what it "looks like or sounds like" when an employee is, for example, behaving "professionally," treating co-workers with "respect," or being "accountable" for his or her work. - Expectations are set by the organization in the form of performance standards: conditions that exist when the job is performed acceptably in terms of quality, quantity, time, cost, impact, and process or method of doing. - **Setting Goals** - Goals can be established for a variety of reasons, for example, to overcome performance problems, qualify for future jobs and roles, take advantage of sudden opportunities that arise and/or give direction to training plans. - Goals provide clear direction to both supervisor and employee. They form a common frame of reference around which the supervisor and employee can effectively communicate. They clearly indicate success, and can facilitate strong sense of fulfillment for employee and supervisor. - **Work Study** - Work study is the systematic study of an operation or process to ensure the best possible use of the human and material resources available. The prime aim is to improve productivity. The application of work study to a department or company is made to improve the existing method of operation, as a result change will occur which will affect all personnel - irrespective of status. - **Objectives of Work Study** 1. It helps in the optimum use of plant, equipment, manpower and material. 2. It helps in establishing the standard of performance. 3. It helps in developing efficient work methods. 4. It helps in establishing the most efficient and effective utilization of human effort. 5. It helps in synchronizing various resources like men and machine. 6. It helps in the evaluation of human work. 7. It helps in efforts towards productivity improvement. 8. It helps in the elimination of wasteful efforts, useless material handling, etc. 9. It helps in job-simplification and work standardization. ### 2.4 Budgeting for Materials and Manpower - **Material Management** - Materials management is an integrated functioning of the different sections of a company dealing with the supply of the materials and other related activities so as to obtain maximum co-ordination and optimum minimum expenditure on materials. - Materials management involves controlling the type, amount, location, movement, timings of purchase of various materials etc. used in industrial concern. - Materials management starts with the determination of quality and quantity of materials and ends with its issuance for production to meet the consumer requirement as per schedule at competitive minimum price. - **Manpower Planning** - Manpower planning is related to following activities: 1. Establishing and recognizing future job requirements. 2. Assured supply of qualified participants. 3. Development of available manpower e.g. training, experience and carrier planning. 4. Effective utilization of available work force. ### 2.5 Organizing the Physical Resources - Supervisors organize the processes and working groups or teams through which goals will be met. This includes allocation of resources, staffing and scheduling. - The new concept for management of physical resources is need-based and not grant based, i.e. the plan is prepared in accordance and with the actual needs of the school. The institution's physical resource management plan seeks improvement in all directions and it must include school improvement projects in the form of action research. - Organizing systems arrange their resources according to many different principles. In libraries, museums, businesses, government agencies and other long-lived institutions, organizing principles are typically documented as cataloging rules, information management policies, or other explicit and systematic procedures so that different people can apply them consistently over time. - In contrast, the principles for arranging resources in personal or small-scale organizing systems are not usually stated in any formal way and might even be inconsistent or conflicting. ### 2.6 Matching Human Need with Job Needs - **Job content:** - The work that the employee does every day is also a significant factor in job fit. Does the employee get to do the things that she loves to do? Does the job utilize her strengths? Does the work fulfil her needs and allow her to live a job that is congruent with her values? Job content is important in identifying job fit. - **Skills Match** - Skills match is the degree to which a candidate's educational background, technical skills, previous job experience, and particular expertise matches those required for the position. - There are many job positions that demand specific sets of knowledge or technical skills. Research has shown that people charged with selecting for these positions are often tremendously biased. - **Job Match** - Job match is an integral part of a candidate's actual on-the-job success. Job match refers to how well an individual's cognitive abilities, interests, and personality traits match those required for success in a particular job. toward thinking that expertise highly important. ### 2.7 Allotment of Tasks to Individuals and Establishing Relationship among Persons Working in a Group - One major responsibility when leading a team is task allocation to each person on the team. This requires making decisions about who is capable of performing specific tasks for a successful project. - To make these decisions effectively, the team leader must make judgments concerning: 1. One or several tasks that must be completed. 2. Which employees in the department is able to complete the tasks. 3. Finding the best fit to achieve project goals. ### Multiple Choice Questions with Answers 1. c 2. b 3. d 4. a 5. d 6. a 7. b 8. d 9. b 10. b 11. d 12. d 13. a 14. b 15. c 16. d 17. c 18. b 19. a 20. d 21. d 22. c 23. d 24. c 25. d 26. b 27. d 28. b ## Unit 3 - Directing and Controlling (3-1) to (3-8) ### 3.1 Needs for Directions and Instructions to Subordinates; Completeness and Feasibilities of Instructions - Supervisors lead by providing the motivation and inspiration to work effectively toward the goal and the individual objectives for reaching the goal. - Supervisors control by understanding the corporate process they work in and by insuring that all parts of a project or work routine are functioning in keeping with the corporate process they are part of with little deviation from the organizational agenda. - The main, or major, functions performed as supervisor refer to the most important roles that an organizational leader is meant to perform. - The ultimate goal of these important roles is to comply with the mission and vision of an organization, and with the goal that the organization aims to attain. This being said, the major roles of a supervisor include: 1. **Planning and organizing**: This entails putting forth an action plan that tasks specific employees to conduct duties related to their line of work. This taps onto each employee's abilities, making them "buy into" the action plan itself, and making them feel as part of the whole. 2. **Enforcing and Monitoring**: Although supervisors do not directly have to monitor and enforce rules, they certainly have to explain what are the expectations of the organization and which are some ways that these expectations can be met. For monitoring and enforcing, a supervisor may want to delegate a team or other employees to act as midpoints between the employees and management. 3. **Evaluating and Assessing**: An action plan that benefits an organization must be closely reviewed over and over again. Areas of improvement must be constantly monitored and changes have to be correlated to actions. The evaluation and assessment part is ongoing and requires the collaboration of all employees equally. 4. **Motivation and Feedback**: Good supervisors encourage their teams through incentives, feedback, coaching/training opportunities, and with chances to move forward within the organization. This makes employees want to work harder and more productively. ### 3.2 Personal Counselling Advanced Predictions of Possible Mistakes - Performance is understood as achievement of the organization in relation with its set goals. It includes outcomes achieved, or accomplished through contribution of individuals or teams to the organization's strategic goals. - The term performance encompasses economic as well as behavioural outcomes. - Performance has a linkage with the individual potential and how best it is realized by the individual. With regard to manage, his/her potential becomes the input to the productive process and performance is the output. ### 3.3 Elaborating Decisions, Laying Disciplinary Standards in Overall - All the personnel serving in an organization must follow discipline. Discipline is obedience, application of behavior and energy shown by an employee. - Discipline may be self employed or command discipline. Discipline can be obtained lower remuneration, dismissal, demotion of position. While applying such circumstances proper proof should be taken into account. - Employee discipline is defined as the regulations or conditions that are imposed on employees by management in order to either correct or prevent behaviors that are detrimental to an organization. - The purpose of employee discipline is not to embarrass or degrade an employee. The purpose is to ensure that an employee performs in a manner that is deemed acceptable by the organization. ### 3.4 Managerial Control; Understanding Team and Link between Various Departments in Respect of Process and Quality Standards; Steps in Control Process - **Control System** - During the process of control, supervisor setup control systems. - A control system is a set of mechanisms designed to increase the probability of meeting organizational standards or goals. - Commonly used controls in any organization are- 1. Financial and budgetary control 2. Operations control 3. Marketing control 4. R and D control 5. Human resource control 6. Quality control 7. Inventory control - **Steps in Controlling** - Basic steps in control process are shown in Fig. 3.4.1. 1. Determine area to control. 2. Establish standards. 3. Measure performance 4. Compare performance 5. Take action - **Types of Control** 1. **Feedback control** - Feedback control is post control action. Feedback control is process of correcting future action on the basis of information about past performance. 2. **Feedforward control** - The feed forward control involves evaluating inputs for corrective active action before a particular operation takes place. 3. **Control Helps to Implicate Adjustment in Operations** - Controlling function creates psychological pressure an individual for better performance. ### 3.5 Controlling Methods; Control Over the Performance in Respect of Quality, Quantity of Production, Time and Cost; Measuring Performance, Comparing with Standards, Correcting Unfavorable Deviations - **Controlling Function** - Controlling function is directly related to planning; managers monitor the results to ensure achievement of targets laid in the plans. - Control reveals deficiency in plans and leads to revision of plans. Controlling provides feedback to the plans by pointing exceptions or variations in the planned performance. It is largely the exceptional cases that are brought to the notice of managers so that future plans can be altered. - Control is not possible unless plans are made. Similarly, planning is not possible unless control system checks deviations in the performance. Planning and controlling are, therefore, inter-connected. While planning provides basis for controlling, controlling provides the basis for planning. Rest of the managerial functions- organising, staffing and directing are intermediate and performed according to plans. - Control function evaluates the present and takes actions to regulate the future. It prevents occurrence of undesirable actions in future. - Control is, thus, both looking back and looking ahead. It reviews the past actions and takes corrective actions for failures. It avoids occurrence of undesirable events in future by taking lessons from the past. - The events which have already taken place, however, cannot be corrected unless corrected at the feed forward or concurrent stages of control. - **Objectives of Controlling** - Controlling is very significant in any organization. 1. Controlling improves co-ordination among employees. 2. Controlling helps boosting employee morale. 3. Controlling provides reviews, revise and update of plans. 4. Controlling improves efficiency and effectiveness of the organization. 5. Controlling helps to implicate adjustments in operations. 6. Controlling function creates psychological pressure an individual for better performance. - **Measuring Performance** - When standards have been set some, mechanism must be devised and installed for each activity to check and measure it with the standard. - Monitoring or measuring performance is a vital part of control because it is not possible to control an activity if it is not constantly monitored or measured. - For a given standard, a manager must decide how to measure actual performance. - Most managers strive to report performance based on quantitative data. Since such data tend to be relatively objective and easy to evaluate. But many important aspects of performance are difficult to measure quantitatively. - Most organizations use combinations of both quantitative or qualitative performance measures in carrying out control process. - Managers must also decide how often the data must be collected. It depends on type of organization. - In some cases managers need to control data on a daily, hourly or even more frequent basis. In some cases, weekly, monthly, quarterly, semi-annual data may be sufficient. - The period of measurement generally depends on how important the goal is to the organization. - **Comparing with Standard** - Managers compare the performance of department under control. They try to understand the causes of deviation of performance. Necessary reports are then prepared for corrective action. - **Correcting Unfavorable Deviations** - After measuring and comparing performance to standards. Managers take some action. The action can be - 1. Corrective action 2. Recognize performance. 3. Change standards and measures. ### Multiple Choice Questions with Answers 1. d 2. d 3. b 4. d 5. a 6. d 7. b 8. d 9. d 10. b 11. d 12. d 13. a 14. a 15. d 16. d 17. b 18. c 19. b 20. c 21. d 22. d 23. d 24. d 25. b 26. c 27. b 28. d 29. b 30. a 31. b 32. a 33. d 34. a 35. b 36. a 37. d 38. c ## Unit 4 - Safety Management (4-1) to (4-8) ### 4.1 Need for Safety Measures 1. To prevent accident in the plant by reducing the hazard to minimum. 2. To eliminate accident caused work stoppage and lost production. 3. To achieve lower workmen's compensation, insurance rates and reduce all other direct and indirect costs of accidents. 4. To prevent loss of life, permanent disability and the loss of income of worker by eliminating causes of accidents. 5. To evaluate employee's morale by promoting safe work place and good working condition. 6. To educate all members of the organization in continuous state of safety mindless and to make supervision competent and intensely safety minded. ### 4.2 General Safety Norms for an Industrial Unit; Preventive Measures - **General Safety Norms for an Industrial Unit** - These safety and industrial hygiene rules and instructions are designed for knowledge of the recognized and established safe practices and procedures that apply to many of the work situations. - **For traction drivers:** 1. Drivers must wear seatbelts. Approved passengers must also wear seatbelts. 2. Never jump out of the vehicle. 3. When entering and exiting cab, always have three points of contact with your vehicle; two hands and one foot or two feet and one hand. 4. Always use three points of contact when entering or exiting a vehicle. 5. During the winter months, always keep sand or kitty litter in your vehicle. Before exiting the cab, it should be applied to the area outside your cab to improve traction. 6. Proper footwear is required, no cowboy boots or heels. 7. Check all wheels for missing lug nuts. 8. No headsets or earphones may be worn while driving. 9. Keep the interior of your vehicle free of trash. 10. Avoid sudden or jerky starts or stops. Make allowance for momentum of the vehicle weight. 11. Before negotiating turns, speed shall be reduced to a safe level. 12. A safe distance, approximately three vehicle lengths, shall be maintained between moving vehicle. 13. No smoking in any agency owned vehicles. - **In general machine shop:** 1. Be sure that all machines have effective and properly working guards that are always in place where machines are operating. 2. Replace guards immediately after any repair. 3. Don't attempt to oil, clean, adjust or repair any machine while it is running, stop the machine and lock the power switch in the off position. 4. Even after the power is off, don't leave the machine until it has stopped running. Some one else may notice that it is still in motion and be injured. 5. Don't operate any machine unless authorized, to do so by the instructor or under his supervision. 6. Don't try to stop the machine with your hand or body. 7. Always see that work and cutting tools on any machine are clamped securely before starting. 8. Keep the floor clean of metal chips or curls and waste pieces, put them in container provided for such things. 9. Don't operate machinery when the instructor is not in the workshop. 10. When working with another worker only one should operate machine or switches. 11. Don't rest against the machine. 12. Concentrate on the work and don't talk unnecessary while operating machine. 13. Don't talk to others when they are operating a machine. 14. Get first aid immediately for any injury. 15. Be sure you have sufficient light to see clearly check with the supervisor if you don't enough. - **For all employees:** 1. **USE COMMON SENSE!!!** Most accidents can be avoided by using common sense and concentrating on the job to be done. Always be aware of your surroundings and what is going on around you. **SAFETY IS A FULL TIME JOB!!!** 2. It is each employee's responsibility to maintain personal hygiene, particularly when working with hazardous chemicals. 3. Horseplay, wrestling or throwing any item in play is forbidden while on the job. 4. **DO NOT** remove any lock, tag or flag unless you placed it, and only after you are sure all personnel are in the clear. 5. **DO NOT** remove any **DANGER** or **CAUTION** sign unless you placed it, and then only after you are certain the dangerous condition has been corrected. 6. If a lock, tag or flag must be removed and the person who placed it, cannot be found, check with your supervisor who will take the proper steps. 7. Be aware of all articles of clothing, jewellery or hair that may be in the way of performing your job safety. 8. **DO NOT** make adjustments to machinery unless you are authorized to do so by your supervisor. 9. **KEEP HANDS IN THE CLEAR!!!** The only way to assure not losing a hand or finger in a machine is not to place it where moving parts may strike you, or become jammed against a fixed object. 10. Make sure you have the proper hand protection. 11. Obey all **NO SMOKING** regulations. **DO NOT** smoke in the immediate area where flammable chemicals or products are being used. 12. All employees shall know the locations of the **FIRE EXTINGUISHER** and how to use it properly. - **Clothing and Safety equipment:** 1. Always wear safety glasses, or face shields designed for the type of the work operating any machine. 2. Wear safety shoes if heavy work is being done. 3. Wear clothing suited for the job, wear shoes with thick soles. 4. Don't wear rings, watches, braslets or other jewellery that could get could get caught in moving machinery. 5. Don't wear neck ties or loose turn clothing of any kind. 6. Wear shirts or uppers with sleaves cut off or rolled above the elbows. 7. Always remove, gloves before turning on or operating a machine. If material is rough and sharp then gloves must be work place or handle material with machine turned off. 8. Use the correct lighting-up procedure. Purge the hoses before lighting the torch to remove any potentially explosive gas mixtures. Use a spark igniter and light the gas quickly after turning it on. 9. Make sure the blowpipe is fitted with spring-loaded non-return valves. 10. Use the correct gas pressures and nozzle size for the job. ### 4.2.2 Preventive Measures - Following preventive measures are employed: 1. Safe working methods 2. Proper selection of workers 3. Training for safe working 4. Accidents prone areas 5. Use of safety devices 6. Safety program 7. Safety provisions 7. Promoting safety awareness in employees ### 4.3 Definition of Accident, Types of Industrial Accident; Causes of Accidents - **Definition of Accident** - Accident is an unfortunate and sudden mishappening which causes damage or loss of property, material or human. - **Types of Industrial Accident** - **Based on severity, durability and degree of injury:** 1. **Minor accidents:** - Less harmful in nature to the worker. - Preventing employees from working, for the period less than 48 hours from the time of accident. - Not necessary to report to higher management. 2. **Reportable accidents:** - Injuries caused to the worker prevent him from working for the period of 48 hours or more. - Supervisor should do reporting to the higher management. - Accident is little complicated than the minor accident. 3. **Fatal accidents:** - It results into death of the employee. - Its reporting to the top management, legal bodies and police is must. 4. **Accidents due to dangerous occurrences:** - Explosion, fire, leakage may be the reasons for such accidents. - Man as well as property can be damaged. 5. **Internal accidents:** - Injuries without showing external signs (e.g. fractured bones) are called as internal accidents. 6. **External accidents:** - Injury with external signs of it is called as external accident. 7. **Major accident:** - Accident causing death/permanent/prolonged disability to the injured employee is called as major accident. 8. **Temporary accident:** - Injury after accident disables for a short period / a day/ a week. 9. **Permanent accident:** - Injury after accident disables the affected worker forever. - **Based on place of accident:** 1. **Construction accident:** - Accident occurs at construction site. These accidents are often happening and injuries are serious. 2. **Chemical plant accidents:** - Exposure to chemicals is a real and everyday danger. 3. **Industrial plant accident:** - Industries busy in manufacturing have machineries and moving parts. Accidents occur may be due to mistakes by worker, management or situation. 4. **Mining accidents:** - Mines are seriously dangerous sites. Collapses of soil layers, suffocation, poisonous gases, etc. are the reasons. - **Causes of Industrial Accident** Industrial accidents may happen due to 1. Workers 2. Management 3. Unsafe working conditions 4. Natural causes 5. Shortcuts 6. Overconfidence 7. Poor, or lack of housekeeping 8. Starting a task before getting all necessary information 9. Neglecting safety procedures 10. Mental distractions 11. Lack of preparation ### 4.4 Fire Hazards; Fire Drill - **Fire Hazards** - A hazard is a potential source of harm or adverse health effect on a person or persons. - Industrial fire and explosion hazards are as unique as each industry is unique. Industrial fires and explosions cost companies and governments huge loss every year, not to mention the loss of life, which can't be described in monetary terms. - The hazards associated with each industry are different; a hazard in one industry could be life-threatening while in another industry a fire or explosion hazard could have significant financial consequences to the company in terms of property loss or continuity of operations. - Control measures include actions that can be taken to reduce the potential of exposure to the hazard, or the control measure could be to remove the hazard or to reduce the likelihood of the risk of the exposure to that hazard being realised. - **Fire Drill** - Fire drills are a vital part of your workplace fire safety. As important as fire alarms, fire extinguishers and fire safety signs, they are an indirect, but equally significant, form of fire protection and aim to protect everyone who works within your commercial building from the devastating consequences of fire. - A fire drill is a simulated emergency procedure which aims to emulate the processes which would be undertaken in the event of a fire or other similar emergency. - A fire drill involves creating a situation which replicates what would happen if a real fire were to occur, usually with the inclusion of fire alarms, and requires your employees, and anyone else who may be within your property at the time, to evacuate. - Intended to make an evacuation in the event of a fire as simple, efficient and effective as possible, it involves running your employees through your evacuation procedures, ensuring they are familiar with the plan and are able to get out quickly and safely. It is also intended to make sure your relevant fire warden or fire safety supervisor knows exactly what they are doing and can act as incredibly beneficial practice if their expertise is ever really needed. ### 4.5 Safety Procedure 1. Develop, establish and maintain plans for safety. 2. Define policies for administration of a safety program which will include safety training, industrial safety, safe working conditions etc. 3. Providing accident prevention guidance to staff. 4. Developing safety education, award programs to create safety awareness. 5. Reviewing documents related to safety and directions mentioned in handbooks. 6. Understanding legal systems related to accidents and deciding policies accordingly. 7. Providing safety engineering at workplace. 8. Short term and long term planning for safety factors related to technical developments and associated operational methods. 9. Formation of safety department with dedicated staff for the same function. 10. Establishing procedures of safe working. 11. Checking the ground reality and finding out accident prone areas. Actions must be taken to avoid accidents. 12. Handling workman's compensation claims and correspondences after unfortunate occasions. ### Multiple Choice Questions with Answers 1. d 2. d 3. b 4. d 5. a 6. c 7. d 8. d 9. d 10. d 11. b 12. b 13. d 14. b 15. d 16. d 17.