PAPER I

SAFETY MANAGEMENT

PAPER: I

Q.1.Structure & functions of safety committee: -

Structure of safety committee: -
 Any organization having more than 250 workers in its role should have a safety
committee.
 The safety committee should consist of equal number of
members/representatives from management side and as well as employees side.
 The safety committee should have minimum 6 (six) members (3 from
management side & 3 from employees side). Generally the maximum number
of members is kept below 20 (twenty) depending on the size of the organization.
 The factory manager should be the chairman of the safety committee.
 The representatives of the occupier are generally the representatives from the
management side.
 The safety committee should meet at least once in every month to discus about
the safety & health aspects of the organization
Functions of safety committee: -
 The function/s of safety committee is to take care of safety and health related issues of
the organization.
 It should have meetings at least once in a month.
 A point wise minutes of meeting with responsibility and time frame has to be prepared
after each meeting.
 The copies of minutes of meeting should be distributed to all members, so that in the
subsequent meeting those points can be followed up.
Q.2.What are the different types of safety trainings organized in an organization.
Induction safety Training: - This is a macro basis of training. It is imparted to new
entrants (regular or contractual) to make them aware of the broad operational hazards and
the safety measures to be taken to prevent them in the organization.
 On the job safety training: - It is that type of training where the employees are imparted
with various safety aspects during execution of the job at site.
 Trade wise safety training: - It is trade/job specific. People in the same job/trade are
imparted this type of training.
 Department/Division wise safety training: - In this type of safety training the
employees of the whole department/division are covered.
 Refresher safety training: - In this type of training the workers are reinforced/refreshed
about the various safety aspects on which they trained earlier.
 Age group safety training: - Safety training imparted based on different age group.
  Shift wise safety training: - Safety training imparted to the workers working in the same
shift.
 Class room safety training: - In this type of safety training the employees are released
from the work and a class room is arranged for learning concepts, principles, attitudes
and solutions for safety related problems.
Q.3.What is the communication process, models and the bariours in the
communication?
Communication: - The process of transfer of informations, concepts, attitudes etc from one
person to anther is termed as communication. This process helps to exchange views and
understandings between the people through a continuous process of interaction. This is the
process through which there is transparence and understanding of meaning is possible.
Model of communication: - It is a closed circuit model of communication. The communication
flows as follows: -
Sender - Massage -- Encoding --- Channel --- Decoding --- Receiver --- Feed back
---- Sender ---
Modes of communication: -
 Up ward communication: - When the subordinate communicates with the superior.
 Downward communication: - When the superior communicates with the
subordinate
 Horizontal or lateral communication: - It is an informal type of communication.
Where the communication is done with the same label of people in the organization.
Types of communication: - Verbal communication & Non verbal communication.
Barriers in communication: -
 Organizational barriers: - More the hierarchy more the barriers in communication.
 Status barrier: - Difficult to communicate the higher level people directly in the
organization.
 Semantic barrier: - Care to be taken in words while communicating different level of
people in the organization.
 Information over loaded: - Too many information at a time creates communication
problem.
 Perceptual barrier: - How people receive and percept the communication as per their
practice.

PAPER: V
Q.1.Write short notes on the following.
Approprite Govt.: -
(1)In relation to: -
(i) Any establishment pertaining to any industry carried on or under the authority of
the Cent. Govt. or pertaining to any such controlled industry as may be specified
in this behalf by the Cent. Govt.or
(ii) Any establishment of rail way, cantonment board, major port or oil field or
(iii) Any establishment of a banking or insurance company of the Cent. Govt.

(2) In relation to any other establishment, the Govt. of the state in which that establishment is
situated.
Workman: -
A workman shall be deemed to be employed as contract labor in or in connection with the work
of an establishment when he is hired or in connection with such work by or through a contractor,
with or without the knowledge of the principal employer.
Contractor: -
Contractor in relation to an establishment means a person who under takes to produce a given
result for the establishment, other than a mere supply of goods or articles of service to such
establishment through contract labour or who supplies contract labour for any work of the
establishment and includes a sub contractor.
Controlled industry: -
Means any industry the control of which by the union has been declared by any central act to be
expedient in the public interest.
Establishment: -
It means (i) Any office or the dept. of the govt. or a local authority or
(ii) Any place where any industry, trade, business, manufacture or occupation is carried on.
Q.2. What are the functions of Central commission under Electricity Act 2003
(I). The Cent. Commission shall discharge the following functions:
(a) To regulate the tariff of the generating comp. owned or controlled by the cent. Govt.
(b) To regulate the tariff of generating comp. other than those owned or controlled by the cent.
Govt.
© To regulate the entire state transmission of electricity.
(d) To determine tariff of the entire state transmission of electricity
(e) To issue license to persons to function as transmission license and electricity trader with
respect to their interstate operation.
(f) To adjudicate upon disputes involving generating comps or transmission licensee
(g) To levy fees for purpose of this act.
(h) To specify grid code having regard to grid standards.
(i) To specify & enforce the standard with respect to quality, continuity,& reliability of service
by licensees.
(j) To fix the trading margin in the entire state trading of electricity.
(k) To discharge such other functions as may be assigned.
(II) The cent. Commission shall advise the cent. Govt. on all or any of the following matters:
(a) Formulation of National electricity policy & tariff policy.
(b) Promotion of competition, efficiency in activities of the electricity
industry.
(c) Promotion of investment in electricity industry
(d) Any other matter referred to the central commission by the govt.

(III) The cent. Commission shall ensure transparency, while exercising its power and
discharging its functions.
(IV) In discharge of its functions the cent. Commission shall be guided by the National
electricity policy, national electricity plan and tariff policy.
Q. 3. What are the functions of central pollution control board under Air pollution Act
1981?
Section 16 of air act explains about the functions of cent. Board and the main function will be to
include the quality of air and to prevent and control or abate air pollution in the country. The
other functions of central board is
 1. It shall advise the cent. Govt. on any matter concerning the improvement of air and
prevention, control or abatement of air pollution.
2. It shall plan and cause to be executed a nation wide programme for the prevention,
control or abatement of air pollution
3. It shall co ordinate the activities of the state boards and resolves disputes among them.
4. It provides technical assistance and guidance to the state board to carry out and sponsor
investigation and research relating to problems of air pollution, prevention, control or
abatement of air pollution.
5. It plans and organizes the training of persons engaged or to be engaged in programmes
for the prevention, control and abatement of air pollution on such terms and conditions as
the central board may specify.
6. It organizes through mass media a comprehensive programme regarding the prevention,
control or abatement of air pollution.
7. It collects, compiles and publishes technical and statistical data relating to air pollution
and the major devices for its effective prevention, control or abatement and prepare
manuals, codes and or guides relating to the prevention, control or abatement of air
pollution.
8. It lays down standards for the quality of air.
9. It collects and disseminates information in respect of matters relating to air pollution.
10. It performs such other functions as may be prescribed.
11. The cent. Board may establish or recognize a laboratory to enable the cent. Board to
perfume its functions efficiently.
12. It may delegate any of its functions under this act generally or specially to any of the
committees appointed by it.

Q.4.Who is the competent authority to inspect, enquire & frame the charge sheet under
boiler act?
Ans: - Boiler Inspector.

Q.5. What are the ingredients under Indian Explosive Act 1884?

Ans: - The ingredients are as follows according to Indian Explosive Act 1884.
Explosive means gun power, nitroglycerine, nitro glycol, guncotton, di & thi nitro toluene,
fulminate mixture, mercury, color fires or any other substances whether as a single chemical
compound or a mixture of substances. Whether solid, liquid or gaseous state used or
manufactured with a view to produce a practical effect by explosion and includes fug–signals,
fire works, fuses rockets detonators, cartridges, ammunition of all description or preparation of
any explosives as defined.
Power to make rules for licensing of the manufacture, possession, use, sale, transport,
import & export of explosives.
The central govt. has got the power for giving license to any person bearing the above type of
things based on the following.
 Authority
 The fees to be charged
 The manner of application
 The form of application & the conditions there on
  The period of validity of the license
 The total quantity of explosive
Grant of license: - When a person has applied for license, the licensing authority shall grant a
license,
a. Where it is required for the purpose of manufacture of explosive & the licensing authority
is satisfied that the person by whom license is required,
(i) Posses a technical know how & experience in the manufacture of explosives
(ii) Has in his employment or under takes to employ a person/s possessing such
technical know how and experience

b. Where it is required for any other proposes if the licensing authority is satisfied that the
person by whom license is required has a good reason for obtaining the same.

Refusal of license: - (a) where such license is required of any prohibited explosive (uranium)
(b) Where such license is required by a person whom the licensing authority has reasons to
believe
(i) To be prohibited by this act to manufacture, posses, sale, transport, import or export any
explosive.
(ii) To be of unsound mind.
(iii) To be for any reason un fit for a license under this act.
(iv) For the sake of public peace to refuse to grant such license.

Powers of inspection, search, seizure, detention & removal by central govt.

 To enter in respect & examine any place, air craft, garage or vessel in which an
explosive is manufactured, possessed, used or sold under a license granted under this act.
 To search for explosives there in
 To make samples of any explosives found.
 To seize, detain & remove any explosives or ingredients there in.
Notice of accidents: - Any accidents of explosives should be brought to the knowledge of the
chief controller of explosives and to the OIC of nearest police station.
Enquire into an accident: -
The enquiry for the causes of accidents shall be held by naval, military or air force authority or
by district magistrate.
Punishment of certain accidents: -
 For manufacture, import or export of any explosives shall be punishable with jail for a
term which may exceeded to three years or with a fine which may extend to Rs 5000 or
with both
 For uses sales or transport two years jail or fine up to Rs 3000 or both.
 In any other cases fine may extend up to Rs 1000

PAPER: Viii

Q. 1. What are the safe operating practice for set up & removal of dies? What is pre set up
activities for the above operation?
Ans: - The safe operating practices are as follows:
  Keep all guards in place when the hammer is in operation. Make sure that the guards are
in good condition.
 Move materials and tools from the aisles & from the operator’s work place & store them
in their respective place. Keep the floor area around hammers free of scales, oil, water &
other material to ensure safe practices.
 Before starting of work the hammer crew must make its own inspection to see that the
equipment & work area is in order. A frequent check must be done for all electrical
points. If any unsafe condition found the worker should inform the supervisor
immediately.
 Never operate drop hammer when dies are cold. Dies should always been pre heated by
hot steel placed in between them.
 Do not permit any adjustment, repair or service until: - (a) All energy sources (electrical,
steam air, hydraulic or compression spring) have been isolated & locked out. (b) The
triddle have been blocked to prevent unintentional tripping. (c) The ram has been
propped.
 When dies are being set on a board drop steam or air lift, gravity drop hammer have
operator fits the dowel in the upper dies and the ram with as few shims as possible. First,
move the bottom die which should have enough shims, to be lifted easily. This
procedure is the opposite if that followed in setting dies in a double acting.
 On steam drop hammer place a prop between the ram and the shank of the top tie before
the die is moved. When it is necessary to move the bottom die place the prop between
the block and the ram on the sick containing the dowels so the die can be moved.
 On steam drop hammers do not adjust the bit until the main steam valve has been turned
off. This prevents the ram from being unintentionally activated while the operator is
adjusting the bit.
 Laying liners stock between the dies to loose a stock forging is dangerous. When a
forging stick stop the hammer removes the forging, retire the die, and continue the
operation. On some operations where this method is not possible use a safety liner made
of soft steel.
 When ever operator lift the hammer, even if only for a few movement, they should lift
the upper die resting on the lower die to prevent tripping.
 Carefully observe fly wheel speed. As a rule don’t permit them to exceed the RPM given
on specification sheet. This speed is the one upon which proper operation of the press is
based.
Preset up activities: - Before setting up dies, clean the immediate area around the hammer and
clear it of obstructions. Do not perform maintenance work on the equipment when setting up a
die
The hammer crew should make the following check of the equipment between set up.
1. The hammer should be in good working order.
2. The seats both the block and ram should be flat and clean.
3. Dowels and die key should be in good condition.
4. Dies should be checked for other defects like cracks or sharp corners.
5. The over all height of the die should be greater then the height of the hammer.
Good lighting is essential for accurate setting up dies. It gives the operating crew a better view of
the potential hazards. Portable lights may be used. They should have heavy duty cords, with
bulbs protected by heavy screen guards.
If lift trucks (Fork lift) are used be sure that the floor is leveled, in good condition and free from
obstructions. If cranes are used, check that the lift chains or slings are in good condition.
Q.2. What is cupola? Descrive about charging operation. What are the hazards of forging
hammer?
Ans: - They are vertical, cylindrical furnaces used to melt iron in a foundry. Charging and
blasting that takes place in a cupola, generates CO which causes several hazards.
Charging of a cupola: - The dangers in charging of the cupolas are principally confined to
handling of materials. Never on evenly load or over load buggies or skip car/s. Buggies used for
charging coke, are some times so improperly balance that they will not stay on the tipped up
position after being empted. Instead, they could fall back on the charger’s feet, at the slightest
touch. Lowering the center of gravity prevents this hazard.
To prevent an explosion in the cupola, break open scrape cylinders, tanks, drums before
charging. Be sure that the containers are empty.
The use of mechanical devices for charging cupolas not only saves the labor but reduces the
number of material handling injuries. Most foundry cupolas are now charged either by fully
automatic charging machine, equipped with tilting boxes.
The charging opening on some cupola is covered by a door or chain cotton which should be kept
closed except during charging, to prevent material dropping on to workers during charging
operation. Install railings or other safe guards for the space underneath the cupola charging
elevator, machine, lift hoist, skip hoist and crains.
Occasionally during ideal period workers might rest under the charging platform close to the hot
chamber and flues. Prohibit this practice, because of danger of objects falling from platforms and
the possibility of CO escaping from the flues. Also do not place employee’s locker under these
platforms.
Hazards in forging hammer: - For the most part, all types of forging hammer have identical
hazard. The most frequent causes of injury include the following:
1. Being struck by flying drift & key fragments.
2. Using filler gauges to check the guides, wear or the matching of dies.
3. Using material handling equipment improperly such as long lifts.
4. Having fingers, hands or arms crushed between the dies.
5. Having fingers crushed between the tong.
6. Using scale blowing pipe with short handle.
7. Being burned by hot scale.
8. Dropping stock on the feet.
9. Getting foreign objects such as iron dust or scale in the eyes.
10. Noise induced hearing loss.

Paper iv
Q.1. What are the types of inspection? Describe in detail.

TYPES OF INSPECTION: -
Safety inspection can be of the following type.
1. Periodic inspection
 2. Intermittent inspection
3. Continuous inspection
4. Special inspection
1. Periodic inspection: - These inspections are well planed and made at regular intervals.
Machineries, equipments, tools and all parts of the plant should be inspected periodically.
The periodicity should be decided according to the requirements while making periodical
general inspection. Effects should be made to cover the entire plant. For periodic
inspection of pressure vessels, cranes, hoists, elevators chains, ropes etc a prearranged
schedule as required by law or statutory body should be followed and these should be
carried out by competent person. All concerned person should be notified well in advance
of such inspections for necessary arrangements.
2. Intermittent or (Surprise) inspection: - These are unarranged and unannounced
inspections made at an irregular interval. These may be made by safety supervisor/s,
safety committee and may cover a particular department or a section or a piece of
equipment or small work areas.

3. Continues inspection: - In a system of continues inspection some selected employees

spent their time observing certain equipment/s, operation or maintenance. In some
factories Continues inspection of tools are done by stores people. Continues
system of inspection on personnel protective equipments to keep them in good shape is
especially desirable.
4. Special Inspection: - Special inspections are those which are occasionally made to locate
hazards which are suspected to be present in certain situations or processes.

Example: - (I) Inspections during especial campaigns, such as fire prevention week, west
elimination week, safety week etc.
(II) Inspections of new building/s, installations of new processes etc.
(III) Health survey to determine the extent of the suspected hazard and necessary
preventive measures.
(IV) Inspection of hand tools scaffolding, PPEs, point of operation guards lighting
facility, general ventilation, equipments, excavation & construction work.
Q.2. (a) what is safety audit? (b) What are the objectives and scope of safety audit?
Ans: - Safety audit is a useful technique to undertake a systematic, critical appreciation of the
effectiveness of the company’s safety management system. An audit provides guidelines for
verifying improvement in the system and to take corrective action as per guidelines.
Objectives:-
The main objectives of the safety audit are as follows:
a. To study existing system, procedure, plans and programs of safety and
health.
b. To review implementation status of the existing safety system,
procedures, plans and programs.
c. To recommend the measures for improving effectiveness of
implementation of the safety system, procedures of setting up off new
procedure required.
Scope of Safety Audit:-
The safety audit has some specific scope as follows:
1). Preparation: - It is the first step of audit in which the document containing audits
questionnaires and other requirements in a specific format. Herein it is defined that what is to be
audited and how. This is prepared by auditor team.
2). Preliminary Discussion: - It is done to excess the details of the questioners and the contents of
the audit. It is mainly performed with the higher management and the key persons of the
organization.
3). Field Work: - It is done at the organization at the site, dept. or unit, where the audit has to be
done. Its objective is to examine the documents. The auditors interview the key persons and
evaluate them.
4). Close Conference:- It is conducted with the management to highlight the findings or the audit
report and the recommendations from management and auditiees.
5). Audit report Preparation:- Audit report should reflects all the finding of the audit. It should be
detailed and signed by the lead auditor and should contain the following:
(a) An executive summery of the report.
(b) Over view of the site description management and occupational health system.
© Scope and objective of the audit.
(e) Details of the audit team.
(f) Identification of reference documents against which audit was
conducted.
(g) Observation of non conformities and good practices.
(h) Satisfaction of the audit team with respect to complaints.
(i) The recommendation or improvement.
6) Presenting the Report to Management:- The audit team prepares a report covering all the
information to present it to the chief executive of the company of which the audit was
conducted.
7) Implementation of recommendations:- The audited organization shall prepare an action
plan on the recommendations of the audit report. The action plan should include the
time frame with responsibility to comply the action plan.
8) Review of Effect of Audit Recommendations:- the implementation of the audit report in
line with the action plan are prepared in a modified manner.
Paper II
Write short notes on the following: -
1.Ergonomics: - Ergonomics comes from Greek word, Ergon and Nomocs. Ergon means work
& Nomocs means knowledge. It is a multidisciplinary subject. It has some direct relationship
with physiology, psychology, environmental science and design aspects of engineering.
Ergonomics have several branches like consumer ergonomics, industrial ergonomics and
household ergonomics etc.
Aim: -
 Experiment or R&D
 Models
 Application of solution
 Validation of solution
 Practical application
2.Hand tools: - Hand tools are for easy handlings as well as convenient of an operator as well as
employees.
Common causes of accidents due to hand tools are: -
  Wrong tools for job.
 Wrong size of tool
 Poorly maintained tool
 Defect in tool
 Fall of tool – not stored properly
 Wrong method of handling.
 Unauthorized modification of tool
Important preventive measures: -
 Use the right tool
 Use a tool in good condition
 Use the tool in right way
 Keep tools in safe place
 Use appropriate PPEs
 Carry tools in tool box/bag.
3. Safety devices of a belt conveyer: - The conveyer belt is a horizontal, inclined or vertical
device for moving a transporting of bulk materials, objects in a path predetermined by the
designed of the device.
Safety Precautions: -
 No authorized person should operate the conveyer belt.
 Before stating the belt ensure that no person is on or near the belt and all is clear
and sound the hooter provided.
 Persons working near the running belt should not wear loose clothing.

4.Safety precautions of crane operation: -

 The crane operator should examine the crane before the start of the shift.
 For loose or defective gears, keys, runways, warning bells, signs, switches, cables etc
should report to the maintenance and make sure that the crane is kept clean and well
lubricated.
 Never pickup beyond the rated load capacity of the crane.
5.Scaffolding: - It is an elevated working platform for supporting both men and materials. It
provides a safe means of access to all places where any person may be required to work. It is
mainly used in construction work for temporary basis.
Safety Precautions: -
 Scaffolding should be constructed in accordance with good engineering practice
 Inspection of scaffolding should be carried out before it is used
 Adequate bracing must be provided

6.Portable power tools: - It is those tools which operated by means of electrical or pneumatic
power. It is mainly used where the job can not be transferred fro one place to another.
Safety measures: -
 The power tool (electricity driven) should be properly earthed.
 Appropriate PPEs should be used while using the power tool
 Right tool must be used for the right job.
 7.Lifting tackle: - According to section 29 of factories act 1948, all lifting tackles used
for the purpose of raising and lowering of persons or materials should be tested once in a
period of six months.
Safety measures: -
 The lifting tackles should thoroughly examine by a competent person at least
once in a year and made entries in a register.
 The safe working load of each lifting tackles should be displayed on the
equipment clearly.
 They should be properly maintained.
8. Ladder safety: -

The safe inclination of the ladder from the supporting wall is 750

The distance of a ladder is ¼ th of the supporting wall.
9. House keeping: - House keeping is an orderly arrangement of operational tools, equipments
or storage facility or supplies in other words we can say keeping a place for every thing and
every thing in its place.
The benefits are: -
 Clean and safe work place
 Reduction in accidents
 Motivation to work

10.Guard: - A guard is defined as a generatic term for any physical body or body part
restraining barrier that prevent access or arrest the maximum reduction of access to any
hazardous moving machinery. The guard removes workers fear and there by increased the
production. They allow the operation at higher speeds and compensate the expenditure on
guarding.

Paper III

Q1. Explain different methods of controlling radiant heat in work place.

Ans: - Neither the ventilation nor the air circulating fans can reduce the radiant heat on a
person. The radiant heat can be reduced by
 Reducing the temperature.
 Installing shield which will provide infrared protection shadow for man at work.
 Providing personal protective clothing which is infrared reflecting type.
Where ever possible conducive heat installation should be provided, if the temp.can not be
brought down. This reduces the surface temp. & controls the radiant heat emitted. Some times
heat is an inherent part of the process where the temp of the work place can not be reduced.
Example: - Red hot ingot of steel, molten glass, heat treatment process etc where shield and or
proper PPEs are used.
Shield: - Varity of shields made of iron/steel sheet, tin sheet, are commonly used in hot working
areas. These materials are not good absorber of radiant heat, as they got hot and radiate the heat
to the workman on the other side. The following can give better results
 Effective shields made of corrugated aluminium sheet, polished copper, nickel,
chromium. But practically due to heavy cost galvanized tin sheets are widely used.
Excellent shield can be made from aluminium foil.
  Heat exchanging screen made of steel sheet with water cooling arrangement can
also be used.
 Absorbing screen covered with insulating material is also used, as it keeps cool on
the other side where the work is being carried out.
 Transparent screen made of glass with heat absorbing & reflecting property can be
used.
 Reflective booth with proper ventilation, covered with aluminium foil should be
provided where the workman is exposed to higher temperatures for longer period.
Effective PPEs: - Reflective clothing is used where work man is exposed to extra ordinarily hot
environment. The PPEs used for this propose are fire retardant jacket, coats, trousers, face shield
and helmets made of aluminized fabric & highly reflective in nature. Water vapor from the user’s
body can not pass through these fabrics as they are not porous in nature. These are very light to
use compared with other conventional PPEs for the purpose.
Q2. Which factors contribute to human comforts? How air conditioning helps to provide
satisfied work environment?
Ans: - Air conditioning means preparing air & processing required properties with respect to O 2,
CO2, relative humidity, temperature, dust, smoke, bacteria ect. Then distributing such
conditioned air in to an enclosed space where people are working or some manufacturing process
is carried out. Due to various requirements in different season, air conditioning is classified into
two main types.
 Winter air conditioning
 Summer air conditioning
The measure factors contributing to human comforts are: -
 Temperature
 Humidity
 Air motion & distribution
 Purity of air
Air conditioning helps to provide satisfied work environment in the following ways: -
 The temperature of the conditioned air is so maintained that it gives maximum
satisfaction to the work man exposed to it.
 The humidity of the conditioned air is as per the requirement of human body with
respect to the season.
 Conditioned air gives pure air with maximum O2 % and minimum % of CO 2, dust,
smoke, mist & bacteria, which satisfies the work environment.
 Conditioned air flow can be controlled by the user as per his requirement.

Paper VII

Q1. Detection of Explosive mixture: - The instrument used to detect such type of mixture
is known as explosimeter. It is an instrument by means of which an atmosphere can be
quickly and conveniently tested for concentration of flammable gases and vapors which
may contain. (LEL & UEL).
Q2. On site Emergency plan: - An on site emergency caused by an accident that takes
place in a chemical installation and the effects are confined to the premises & involving
only the people working in the same premises. It is the responsibility of the occupier to
prepare a on site emergency plan which contains the following key elements.
  Basis of the plan: - Hazard analysis
 Accident prevention procedure/ measures.
 Accident/Emergency responsible procedure/Measures.
 Recovery procedures
Q3. Gas cylinder Rules: - Donts: -
 Contact with excessive heat, impact and physical shock
 Handle cylinder or valve assemblies with greasy or oil hands.
 Lubricate cylinder valve threads.
 Issue a cylinder in process /plant unless contents are known.
Q4. Safety protocol: - Before attending any job were major hazard is associated (pipe lines,
confined space) it is necessary.
 For this purpose a protocol meeting is organized among the concern agencies, department
and contractors, safety department head and managers.
 The aim of the protocol is clearly mentioned to all the dept head/s & concern contractors.
Their contributions during the attainment of job are fixed clearly in the safety protocol.

Q5. Confined space entry system: - Confined space is an area with limited access where gases,
vapors and physical hazards involve serious risks. The build up of harmful gases and vapors can
cause suffocation, poisoning and explosion. Eg. Tunnels, pipes, man holes, basement, tank,
sewers, silos.
Safety procedure for entering to confined space: -
 Obtain a permit to work class B
 .Isolate the equipment/vessel from all the sources through which any energy, stock or
harmful substances can get introduced by disconnecting.
 Never enter a confined space without an observer stand by.
 Drain, clean, wash and purge the equipment/vessel to make it free from toxic gases and
other harmful substances.
 Ventilate confined areas completely with normal air using recommended procedures.
 Test the air inside the vessel to determine presence of explosive mixture, O2 content.
Incase of presence of explosive mixture or deficiency of O2 it should be further
ventilated till such time the explosive mixture is removed or the O2 content is increased
to a minimum label of at list 16% and very safe limit is 19.5%.
 Use appropriate type of PPEs like respirators or BA set, safety lines, safety harness,
safety helmet, goggles/face shield, gloves, protective clothing and safety shoes.
 For lighting purpose only 24 volt lamp is recommended.

Q6.HIRA: - Hazard identification & Risk Assessment

Hazard identification: - Hazard must be identified before they can be prevented or controlled.
Before identification of hazards an understanding of the system or process should be developed.
 Some hazards may be obvious which can be identifiable by work place inspection &
discussion
 Other hidden hazards can be identified by internal & external safety audits
 For hazard in a particular job – job safety analysis is essential.
 For hazard in process industry _ fault tree, FEMA,FMECA & HAZOP is essential.
Risk assessment: - The risk can be established through systematic analysis of physical
circumstances, interaction with the user of the system and establishing co relation between the
occurrence and consequence. For calculating the magnitude of risk three things such as
probability (P), exposure (E) and severity or consequence ©
R = PxExC
If R <or= 20: Risk is moderate.
R> 20 <400: Risk is substantial.
R>400: Risk is high.
Q7. Fire Detectors: - It is an instrument to detect fire at different stages like incipient,
smoldering, flame & heat stage. Different types of detectors are used in different stages of
fire are follows.
Incipient stage: - Ionization type
Smoldering stage: - Photo electric type
Flame stage: - Infra red type & ultra violate type.
Heat stage: - Thermal type
Q8. Hydrant & sprinklers: -
Hydrants: - In HRB premises covering large area and buildings not close to public hydrant,
private hydrant system may be necessary in case of fire to enable fire brigade to get work
with hoses with out delay. Different types of hydrant systems are
 Dry rising mains
 Wet rising mains
 Out door hydrant system
Sprinklers: - There are six major classification of automatic sprinklers system. Each type of
sprinklers system includes piping for carrying water from the source of supply to the sprinkler
head in the area under fire protection. These systems are
 Wet pipe system
 Regular dry pipe system
 Pre action system
 Deluge system
 Combined dry type & pre action system
 Special type system.

Paper VI

Q1. Environmental monitoring & Biological sampling: -

Environmental monitoring is essential for the surveillance of hygienic conditions and for
the preliminary identification of risk.
For the determination of concentration of toxic substances in the air of working
environment.
Biological sampling is performed by the determination on biological samples of exposed
organism, of the exogenous agents, their metabolites and the metabolic effects they
produce, which are used as biological indicators.
The biological samples where the indicators may be determined consist of blood, urine,
saliva, sweet, , hair, hails, expired air etc.
 Q2. Hearing conservation programmes: - An effective hearing conservation programme
should be under taken where exposure to industrial noise is capable of producing hearing
loss. The programme consists of
 Noise exposure analysis
 Engineering control noise
 Protection of hearing and ear defenders where necessary
 Measurement of hearing by audiometric.
Q3. Vibration and its health effects
The vibration means a back and fro motion of a matter. These are of two types (a) Segmental
vibration: It is exposure in which only part of the body is indirectly contact with the vibrating
medium and bulk of body rest on stationary motion it may be encountered in work in pneumatic
tool such as drills and hammer the disease is white finger syndrome due to these vibration.
(b)Whole body vibration: In here the whole body mass is subjected to mechanical vibration . The
vibration between 4 Hz to 11 Hz will cause the body damage .the diseases are high BP and back
pain.
Q4. Resperatory PPEs’
The respiratory PPEs’ are as follows
 Respiratory chemical catridge
 Canister type (gas mask) respirator
 Carbon monoxide filters self rescuers
 Breathing apparatus (SCBA)
Q5.dust control techniques: - Two control techniques are used for dust suppression in
industries to maintain a dust free environment.
 Engineering Control: - At the designed stage of the equipment care has to be taken to
prevent the dust emission to atmosphere.
 Mechanical Control: - If at the designed stage of the equipment the prevention of dust
emission to atmosphere has not taken in to consideration, then additional mechanical
control systems to be provided to prevent dust emission. The following are the
mechanical control systems available: - (a) Electro static precipitators (b) Wet scrubber
system (c) Vacuum Bag filter system (d) Dry fug dust suppression system (e) Water
spray system etc.

Roll of Management:
To exchange the values of each individual in the group.
What Managers usually do?
Co- Operation & Co- Ordination among the group.
What is Management?
Management is the process which helps in actualizing and exchanging the values of the members
in the group to execute a purpose full work by creating and building the values of self and others.
Definition of Management:
Management is a process which is defined as conceptual, theoretical & analytical purposes, by
which managers create, direct, maintain and operate purposive organization through systematic,
co-operative and co-coordinated human efforts.
According to Mr. Harold Koontz “Management may be defined as the art of getting things done
through and with the people in formally organized groups”.
What is Management concept?
Four pillars of management Concept:
(1) Communication.
(2) Objective
(3) Co Operation.
(4) Rules & Regulation.

Why WORKERS work? 1. To meet his/her primary need.

2. To meet his/her secondary need.
Primary needs: (a) Food, clothing & shelter. (b) Safety & Security.
Secondary need: (a) self belongingness (b) self esteem (c) self actualization.

THEORY OF MOTIVATION OR MASLOW’S THEORY.

FEATURES OF THE MANAGEMENT: In the light of the above definitions and

discussions, following characteristics of management as process can be identified.

(1) ORGANISED ACTIVITIES: - Management is a process of organized activities. Without

organized activities people can not be involved in the performance of common objectives. The
organized activities may take a verity of forms ranging from a tightly structured organization to a
very loosely knit organization. For example it can be a company like TATA IRON & STEEL
COMPANY or a LOCAL SOCIAL CLUB. But all organizations have one thing in common i.e.
they want to progress efficiently towards the achievement of their objectives through the
coordinated efforts of people in the group.

(2) EXISTANCE OF OBJECTIVES: - One objective or a set of objectives should exist

towards which the organized group activities are directed. Without objectives it becomes
difficult to define the direction where organized group would lead to. The objective/s is a basic
criteria of every organization, because all organizations are deliberate and purposive creation so
they should have some objectives, which are agreed upon by the members of the of the group in
the organization. The organizational objectives are the desired state of affaires which an
organization attempts to realize.

(3) RELATIONSHIP AMONG RESOURCES: - Organized activities meant to achieve

common goals which are brought about to establish certain relationship among the available
resources. The common resources are Money, Machine, Materiel and Man. All these resources
made available to those who manage, they apply knowledge, experience, principals for getting
desired results. Thus the essence of management is integration of various organizational
resources. It is for the management to take care of integration of human resources since at
operative level people do the things by the use of various physical and other resources. Thus
management is concern with the proper utilization of human resources which, in turn utilize
other resources.

(4) WORKING WITH AND THROUGH PEOPLE: - Management involves working with
people and getting organizational activities achieved through them. The idea of working through
people is interpreted in terms of assigning activities to subordinates. The superior-subordinate
relationships are created because of organized activities. The actual work is performed by the
people at operative level which is the lowest level in the organization through the process of
assignment and reassignment.

(5) DECISION MAKING: - Management process involves decision making at various levels
for getting things done by others. Decision making basically involves the most appropriate
alternative out of the several. If there is only one alternative the question of decision making
does not arise. The quality of alternative which a manager selects determines the organization’s
performance and the entire future of the organization rests on the degree to which the right
decisions made by the managers.

There are various elements of management process. These are generally classified as planning,
organizing, staffing, directing and controlling. The coordinated performance of these leads to the
relation of organizational objectives.
NATURE OF MANAGEMENT: - The study and application of management
techniques in managing the affaires of the organization have changed its nature over the period
of time. Various contributions like development in science, socio economic changes of the
society and improvement in educational standards of people have changed its nature. Thus the
nature of management can be described as follows.
1. MULTIDISCIPLINARY: - Management is basically multidisciplinary. It draws knowledge,
ideas and concept from various disciplines like psychology, sociology, anthropology, economics,
ecology statistics, operations, research, and history etc which deals with some aspects of human
beings. Management integrates the ideas and concepts taken from these disciplines and present
newer concepts which can be put in practice for managing the organizations. In fact the
integration of knowledge of various disciplines is the major contribution of management and this
integrated discipline is known as management.
2. DYNAMIC NATURE OF PRINCIPLES: - Principle is a fundamental truth which
establishes cause and effect relationship of a function. Based on integration and supported by
principal evidences, management has framed certain principles. However, these principles are
flexible in nature and change with the changes in the environment in which an organization
exists. Because of the continuous development in the field many older principles are being
changed by new principles. Continuous researches are being carried on to establish principles in
changing society and no principles can be regarded as a final truth.
3. RELATIVE NOT ABSOLUTE PRINCIPLES: - Management principles are relative, not
absolute as they should be applied according to the need of the organization. The organizations
are different from each other. The difference may exist because of time, place and sociocultural
factors. Moreover individuals working within the same organization may also differ. Thus a
particular management principles has different strength at different conditions. Therefore
principles of management are being applied in the light of prevailing conditions.
4. MANAGEMENT SCIENCE OR ART: - Management is both a science and an art.
5. MANAGEMENT AS PROFESSION: - Management has been regarded as a profession by
many while many have suggested that it has not achieved the status of a profession.

6. UNIVERSALITY OF MANAGEMENT: - Management is a universal phenomenon.

However, management principles are not universally applicable but are to be modified according
to the needs of the of the situation.
The nature of management suggests that it is a multidisciplinary phenomenon; its principles are
flexible, relative and not absolute. It is both science and art, it can be taken as a profession and
finally it is universal. However, the last three aspects need further elaboration because of
differing views over these aspects of management.
Management as profession: - As per Mr. Carr Saundess profession may perhaps be defined as
an occupation based on specialized intellectual studies and training, the purpose of which is to
supply skilled service or advice to others for a definite fees or salary.
As per Mr. Cogan profession is a vocation which practice is founded up upon and understanding
of a theoretical structure of some departments of learning science.
Characteristics of profession: - By Mr. Haul,
1. Occupational functions. (Technical & Mechanical Aspects)
2. Mastery of theoretical knowledge.
3. Problem solving capacity.
4. Use of knowledge.
5. Self enhancement.
6. Public acceptance
7. Ethical practice
8. Penalties
9. Relationship with other vocational.
10. Relationship with the user of the service.
Management as a Profession: - By Mr. Faralend. Profession is an occupation for which
specialized knowledge, skills and training are required. The use of these skills is not mandatory
for self satisfaction but they are used for larger interest of the society. The success of this is
measured in terms of money.
ADMINISTRATION: -
1. According to Mr. Milward, admistration is the agency which establishes the objectives &
purposes which an organization follows.

2. Admistration has to plan and establish the broad line or principles which supports in governing
the action. These broad lines are called policies. This approach holds the view that management
is a comprehensive turn and administration is a part to it. According to Mr. Brach management is
the generic name for the total process of executive control in the organization. According to him
management is a social process entailing responsibility for effective and economical planning
and the regulations of the operation of an enterprise in the fulfillment of a given purpose of task.
It is considered as that part of management which is concerned with the installation and caring
out of the procedures by which it is led down.
3. In the 2nd International Congress o Admistration Science Mr. Hennery Fayol presented
management and administration are at all same because all under takings required planning,
organizing, command, co coordinating and control in order to function properly. All must
observe the same principle to be followed with. We are no longer confronted with several
administrative sciences but with one which can be applied equally well to public and private
affairs.
EFFECTIVE MANAGEMENT: - The basic objective of management function is to be
directed towards the defined mission and to see an effective management. The organizations
require effective managers because these bear costs for employing them. However the basic
questions is who is an effective manager then? From this point of view one must identify the
various characteristics of effective managers so that attempts are made to co relate the various
functions of management for achieving effectiveness properly.
Truly speaking, the concept and criteria of effectiveness are quite debatable points in
management. Effectiveness is not one dimensional that can be measured or predicted from a set
of clear cut criteria. However management effectiveness can be defined or visualized in turns of
organizational goal achieving behavior.
EFFECTIVE MANAGER: -
1. The Person:- He should be decisive, well-informed, aggrasive,responsible, enterprising,
clear thinking, self starting, productive, deformed, energetic, creative and intelligent.
2. The Process: - The given behavior of the manager in to the different functional activities.
(i) Managing work instead of people.
(ii) Planning and organizing effectively.
(iii) Setting goals and objectives.
(vi) Taking decisions by involving the group.
(iv) Delegation of work done frequently and effectively.
(v) To based an effective communication expressing hostility fact fully, co operations
with others to gracefully.
3. RESULTS: - Management by objective (MBO) regarded as one of the most important
contributions of Mr. Peter Drucker to the discipline of management. He introduced this
concept in the year 1954. MBO has further been modified by Mr. Schleh which has been
termed as (MBR) i.e. Management by Result. MBO includes method of planning, setting
standards, performance appraisal and motivation. MBO is not a technique but it is the
philosophy for managing people. It transforms the absorptions of managing from
exercising control to self control. Therefore in order to practice (MBO) Management by
Objective one organization must change it self.
DEVELOPMENT OF MANAGEMENT THOUGHTS
Reasons for changing management:-
World War I: - This situation crawled towards thinking of a given solution to the problem of
how limited resource could be applied in better way.
World War II: - (A) Competition: -
i. Technological Innovations & their dissimilation
ii. Growing technological obsolescence.
iii. Increase in capital investment.
iv. Freedom at National or International Market.
v. Increasing buyer’s sovereignty.
(B) Business complexity:-
i. Increasing the size of business organizations.
ii. High degree of division of labor & specialization
 ii.Increased Government regulations& controls to make business more socially
oriented.
iv.Organized Union activities to put pressures on management.
v. Pressure on various conflicting interest groups to meet their demands from
the organization.
SCIENTIFIC MANAGEMENT: -
Scientific management knows exactly what you want mean to do and then see in that they do it
in the best and cheapest way.

MANAGEMENT SKILLS
MANAGER: - The person who acts to achieve the organizational goals through others.
Organization:-
MANAGEMENT SKILLS: - (I) Technical Skills;
(II) Human resource Skills;
(III) Conceptual Skills.

Conceptual Skills
Higher Management
Humanresours
Skills
Middle Management

Technical skills
Lower Management

At Lower Management: - With lower management technical skills are most important, however
human resource skills are needed.
At Middle Management: - Human resource skills are most important with middle management.
However technical skills are needed.
At Higher Management: - Conceptual skills are most needed at higher management with
alternative evaluating skills. However human resource skills are also needed up to some extent.
Technical skills are not so important.
FUNCTIONS OF MANAGEMENT: - (1) PLANNING; (2) ORGANISING;
(3) LEADING; (4) CONTROLING.
MANAGER: - AVAREGE MANAGER
SUCCESFULL MANAGER
EFFECTIVE MANAGER
 MANAGEMENT SKILLS
EVOLUTION OF MANAGEMENT THOUGHTS AND PRINCIPLES
MASLOS THEORY (HIERARCHY OF NEEDS.)
EVALUATION OF SAFETY MANAGEMENT
MULTIPLE CAUSATION THEORY

EVALUTION OF SAFETY MANAGEMENT: -

1. PHASE 1: - Started in the year 1789 to 1920.Phase of legislation i.e. making Rules
and regulations etc started in UK.
Gross Domestic Progress in
(A) Agriculture sector/Primary sector >10%.
(B) Industrial sector/Manufacturing sector >30%
(C) Service sector/Tertian sector >60%
(D) Worlds first factories act was introduced in the year 1833.

2. Phase 2: - 1920 to 1935 Guarding of Machineries & use of PPEs.

The theory of Domino effect by H.W. Heinrich in the year 1931.
Social Environment  Fault of Person  Unsafe condition/Unsafe act  Accident 
Injury.
Unsafe condition 10% accidents
Unsafe act 90% accidents
Hence machine guarding and he use of PPEs came in use first in USA. Recruitment of
safety officer and formation of safety committee came in use.

3. Phase 3: - 1935 to 1960 Public issue, propaganda & public awareness etc.
During phase 3 i.e. 1935 to 1960 importance was give on public awareness, through
propaganda, issuing hand outs, pamphlets, showing safe related documentary films etc.
330 accidents =300 near miss + 29 minor injury +1 major injury.

3. Phase 4: - 1960 onwards Managing out accidents.

For any accident/s there is one root cause and several proximate or side causes. Most of the time
the root cause may be system failure

MULTIPLE CAUSATION THEORY: --

MANAGING OUT ACCIDENTS: -- The accidents should be managed in the same way as
which we are managing during production declaration or less production declaration. The top
management must act as a catalyst in this regard. Safety must come from top management. The
line managers are directly responsible for safety of there people working under them. The job of
the safety officer to guide the line managers with respect to safety. Hence line managers must be
trained in safety to implement/to follow safety at their work place.
IVAN PAVLON: --
NATURE AND SCOPE OF MANAGEMENT
(NOTES TO REFFER)
 WHAT IS A MANAGEMENT? The management is the brain of an Organization. It
keeps it self in touch with the current environment and supplies foresight to the organization. It
helps in predicting what is going to happen in future which will influence the working of an
organization. It is a social process entailing responsibility for efficient planning and regulation of
the operations of an organization. It is principally a task planning, co coordinating, motivating
and controlling the efforts of others towards a specific objective. Hence “Management is the
process by which managers’ creat, direct, maintain and operate purposive organizational
activities through systematic, coordinated and cooperating human effort. It is the agency which
provides leadership, guidance and control for the achievement of the objective set by the
organization.
Management is not people. It is an activity of human beings, (like other activities). People who
perform management can be designated as Managers/executives/leaders etc. Hence it can be
defined as the art of getting things done through and with people informally organized groups.
According to Dalton “E. Mc.Farland” Management is the process of designing and maintaining
an environment in which individuals work together efficiently in groups to achieve the objective.

CHARACTERISTICS OF MANAGEMENT
1. Management is a process: - Management is a continuous process unless the objectives are
achieved. It is the process which involves the functions like planning, organizing, staffing,
directing and controlling.
2. Management is purposeful:- Management is a way to achieve certain end results, with out
end results it would be directionless. All activities of management are goal oriented and the
success of the management is measured by the extent to which the derived objectives are
attained.
3. It is human activity:- Where human beings plan, implement and control the activities.
4. Management is an integrative force: - Management is a force which binds together the
various elements. It reconciles the individual goals with organizational goals.
5. Management is a social process: - Management is done by people, through people and for
people. As it is related with the inter personal relationship, it is called as social a process.
6. Management is universal:- The basic principles of management are universal. They apply more
or less in every situation. The functions of management are performed by all managers.
7. Management is needed at all levels of the organization:- Management is needed at all levels of
the organization e.g. top level, middle level and lower level. The only difference is of the nature
of task and the scope of authority.
8. Management is dynamic:- Management is a dynamic function and it has to be performed
continuously. It is constantly engaged in the molding of the enterprise in the ever changing
business environment.
9. Management is a group phenomenon: - Management involves the use of group effort in the
pursuit of common objectives. People join groups to achieve what they can not achieve
individually. Management is an activity when ever and where ever people come together to
achieve some common goal.
10. Management is getting things done: - A manager does not do any operating work him self. He
gets the work done by, with and through the people. He directs and develops their talent by
adopting technical, human and psychological skills.
 11. Management is intangible:- Management is in tangible i.e. it can not be seen but can only be felt
in the form of result.
12. Management is both a science and an art:- It is the combination of art and science. It is science as
it contains a systematized body of knowledge consisting of generally applicable principles. It is
an art because it involves the application of knowledge and skills for the solution of managerial
problems.
13. Management is profession: - To day management is recognized as a profession. It is a systematic
and specialized body of knowledge consisting of principles, techniques and lows hence can be
taught as a separate discipline or subject.
Role & importance of Management: -
Management is a way to achieve organizational objectives by optimum utilization of resources through
systematic and organized activities. The success of group effects depends upon mutual co operation among
the members of the group. Management creates ream work and co ordination among specialized efforts. It is
a catalyst with out which no organization can survive and grow. The following points highlight the
importance of management.
(1) It is the management which makes the people realizes the objectives of the group and directs
their efforts to wards the achievement of these objective.
(2) Management is the way to utilize the resources optimally.
(3) Through better planning, sound organization and effective control management enables a
concern to reduce costs and enable an organization to face cutthroat competition.
(4) Management ensures efficient and smooth running of business through better planning, sound
organization and effective control and various tools of the management.
(5) Management provides new ideas, imagination and vision to the organization.
(6) Management moulds the enterprises in changing environment.

Management science or an art: -

The controversy with regard to the nature of management i.e. whether it is an art or science is very old and
has created a great deal of confusion. To determine whether management is an art or science we will discuss
these two terms art and science.
Science is an organized body of knowledge based on proper findings and exact principles. It develops a
relationship between cause and effect and its findings apply in the situations.
Where as an art is regulated as the systematic application of skill or knowledge in effecting accomplishment
of result. It represents the method of doing specific things and indicates how an objective is to be achieved.
The essential features of science and art are as follows: -

Sl. Science Art

No.
1. It is a systematizes body of knowledge
that uses scientific methods for
Observation.
2. The principles of science establish a
cause and effect relation ship between
It involves use of personal skills and
knowledge in solving many complicated
problems to achieve the enterprise
Objective.
An art is a practical knowledge. It is
Concerned with application of knowledge.
 Various factors. Management does not merely mean the knowledge of princ
of management
Rather it is the application of this knowledge which makes
effective and useful.

3. The principles are exact and have universal applicability

out any limitation.
4. The validity of scientific principles can
Be verified and they provide a reliable
Basis for predicting true events.
5. The principles of science are evolved on
basis of continuous observation.
Art iswith
a way to achieve desired results.
The way of achieving efficiency and
effectiveness can be obtained through
regular practices.
Every art has an art of creativity. In this
Scenario management is one of the most creative art as it is
concerned with getting work
done through and with others by
motivating them to work and
coordinating their activities.

MANAGEMENT AS A PROFESSION: -
Separation of management from ownership and increasing professionalisation of management is
being taken as a profession According to Mr. Kennith the following characteristics of a
management are as a profession.
(a) Knowledge (b) competent application
(c) Self control (d) Social responsibility
(e) Community section.
MANAGEMENT VS ADMINISTRATION: -
The terminological conflict between administration and management is well known in an
organization. The following points of opinion are explained as follows.
1. Administration and management are separate functions, that administration is one step
ahead of management. Administration predetermines the specific goals and lays down
the broad areas within which those goals are to be accomplished. Administration is a
determinative, policy making function while management is an executive function
which is primarily concerned with carrying out the broad policies lay down by
administration.
2. Administration and management are synonymous; According to Mr. Mc Farland there is
no difference between these two terms, Administration and management. They are
synonymous. All organizations require planning, organizing, staffing, directing and
controlling in order to function properly. A manager or administrator has to perform
both thinking and doing functions.
There are three types of management: -
Top management
Middle management
Lower management
Top level functions as administrative functions
LEVEL OF MANAGEMENT: - In an organization there exists a chain of superior
subordinate relationship which arranges managerial positions in the organization. The level of
management determines the authority and status of management. T here is number of
management levels. However the different levels may be classified in to three broad categories.

(1) Top Management: - Top management of a company consists of Board of Directors,

chairman, Chief executives etc. Top management is the ultimate source of management authority
and it is accountable for overall management to the share holders of the company. The main
functions of the top management are: -
(a) Determining the objectives of the enterprise as a Whole
(b) Setting of an organizational frame work.
(c) Framing policies and making plans to achieve the objectives laid.
(d) To work as a link between internal and external environment by representing organization.
(e) Assembling the resource like man, machine, material and money
(f) Providing overall leadership to the organization.
(g) Exercising effective overall control.

(2) Middle Management: - Middle management consists of departmental heads which are
generally classified under upper middle management and deputy heads of departments, sectional
heads and area managers etc. It is basically concerned with the task of implementing the policies
and plans laid down by the top management. The important functions of the middle management
are

(a) Interpreting the policies framed by top management.

(b) Selective suitable operative and supervising personnel.
(c) Assisting duties and responsibilities for timely execution of the plan.
(d) Motivating personnel to achieve higher productivity.
(e) Preparing the organizational set up in their respective departments.
(f) Completing and issuing instructions to the supervisors under their control.
(g) Co coordinating with other departments so as to ensure a smooth running of the entire
organization.
(h) Sending feed back to top management.
(i) Collecting information and reports on performance.
(j) Making recommendations to top management for better implementation of plans and
policies.
. (3) Lower Management: - Lower management or operating management or supervising
management is the lowest level of management. It includes plant superintendent, front line
supervisors, sales officers etc. They are concerned with day to day planning and implement the
polices of middle management. They pass on instructions of middle management to the
operatives and translate the plans. The various functions of lower management are: -

(a) T0 issue orders and instructions to the workers and supervisors and control there
functions.
(b) To plan the activities of his/her section.
(c) To direct and guide the workers about work procedures
(d) To provide UN job training.
 (e) To communicate the problems up ward in the hierarchy which remains UN solved at
their level.
(f) To maintain discipline among the subordinates and develop in them the write
approach for work.
(g) To build up a high group moral among the subordinates.
(h) To maintain good human relations.
(i) To act as a liaison offer between the middle management and employees.
Top Management Board of Directors/Chair man/Chief Executives.
Middle Management Departmental heads/Branch Managers.
Lower Management Fore Man/Supervisors.

Top Management
Board of Directors/Chairman/Chief
Executives

Middle Management
Departmental Heads/Branch
Managers

Lower management
Fore Man/Supervisor

WORKERS

SKILLS OF MANAGEMENT: - Different types of skills are required to a large organization to

manage effectively. These skills can be classified as: -
(1) Concept Skills (2) Human Skills and (3) Technical Skills
Concept Skills: - It is the ability to integrate and co ordinate the various activities. A manager
needs to have the qualities or skills so as to able to view situations and co ordinate various
factors.
Human Skills: - A manager has to get things done through other people and hence he must have
human skills or ability to select, motivate, guide, lead, direct and control people.
Technical Skills; - A management must have the necessary technical skills or ability to work
with the resources, tools, techniques, procedures etc. The
degree of technical skills required, varies with level of management.

Conceptual Skills

Human Skills
Technical Skills
The figure shows that the conceptual skills required most by top level managers. Middle level
managers require conceptual and technical skills equally because they are the bridge between top
and lower management people. As the work of lower management is operative they require
technical skills most. Human skills are required by all the managers as they are with the people
and have to deal people at all levels.
ELEMENTS OF MANAGEMENT PROCESS: -

Management process includes the functions which are performed by managers to achieve the
desired objectives. The functions broadly be classified in to the following categories.
1. Planning. 2. Organizing
3. Staffing 4.Directing.5. Controlling.
1. Planning: - Planning involves the formulation, what is to be done, how, when,
where it is to be done, who is to do and how results are to be evaluated. The
process of planning involves: -
(a) Crystallization of determination of the corporate objectives.
(b) Collection and classification of information.
(c) Developing the alternative source of action.
(d) Comparison of the alternatives in turns of objectives, feasibility and consequences.
(e) Selection of the ultimate course of action.
(f) Establishment of policies, procedures, methods, schedules, programmes, systems,
standards and budgets.
2. Organizing: - The work of task allocation, authority, delegation and relation ship
establishing by the manager is known as organizing. The process of organizing
involves: -
(a) Division of the work in to component activities.
(b) Assigning people to work.
(c) Defining responsibilities
(d) Delegation of authority.
(e) Establishment of structural relation ship to secure coordination.

3. Staffing: - Success of any organization depends upon the ability, qualification and
experience of its employees. So in managing the affairs smoothly the role of
recruitment and selection is very important. The staffing function involves the
following activities: -
(a) Forecasting of the number of personnel required.
(b) Decide their qualification which is required.
(c) Recruitment and their selection.
(d) Training and development of employees.
(e) Performance evaluation of employees.
(f) Decision making with respect to promotion, demotion or transfer of
employees.
(g) Preparation of a compensation package plan.
(h) Maintaining personnel account plan.
 4. Directing: - To carry out physically the activities resulting from the planning and
organizing steps, it is necessary for the management to take measures that will
start and continue action as long as they are needed in order to accomplish the
task by members of the group. The process of directing involves: -
(a) Providing effective leadership.
(b) Integrating people and tasks and convincing them to assist in the achievement
of the overall objectives.
(c) Effective communication.
(d) Providing climate for subordinate development.

5. Controlling: - It is an exercise of intro inspection. It involves checking the

performances by comparing with the desired results to see how much have been
achieved or whether the direction of progress is right or wrong. Controlling
involves the following activities: -
(a) Continuous observation and study of periodic results of performance in order
to identify potential problems.
(b) Selection of best mode of control.
(c) Comparison of the performance with the range of standards established before
hand.
(d) Pinpointing significant deviations.
(e) Ascertain their exact cause.
(f) Initiation and implementation of the corrective action.
DEVELOPMENT OF MANAGEMENT THOUGHT
SCIENTIFIC MANAGEMENT: -Management practice is as old as human civilization,
when people started living together in groups. For every human group requires management and
the history of human beings is full of organizational activities. However the study of how
managers achieve results is predominantly a twentieth century phenomenon. In the earlier years,
management could not get the attention of researchers because: -
1. The field of business in which the management concepts were applied was held low.
2. The attention of social scientists like economists, sociologists, psychologist, etc towards
management and business organizations was low.
3. Treatment of management as an art not as a science
4. The commonly held belief that managers are born and not made.

These factors created the situation where the need for a systematic study of management was not
felt.

The situation started changing with the beginning of the present century; especially the
World War I created the situation where people started thinking of solution to the problem of
“how limited resources could be applied in better way”. The World War II added further problem
to this end.
Growing competition and complexity of managing large business organizations further
provided impetus to developing systematic management concepts and principles. In recent
years, there has been world wide rivalry for market, power and progress. The increasingly severe
competition has come from such factors as: -
1. Technological innovations and their dissemination in business.
 2. Growing technological obsolescence.
3. Increase in capital investment.
4. Freedom at national and international markets
5. Increasing buyer’s sovereignty.

Not only growing competition in business but also the complexity of managing the business also
has increased due to: -
1. Increasing size of business organizations.
2. High degree of division of labor and specialization.
3. Increased government regulations and controls to make the business more socially
oriented.
4. Organized union activities to put pressures on management.
5. Pressured of various conflicting interest groups to meet their demands from the
organizations.
Both these actors – growing competition and complexity in managing business – have demanded
the efficiency in management process which can come not merely by trial and error methods but
by developing and applying sound management concepts and principles.
TYLOR AND THE SCIENTIFIC MANAGEMENT: -
The real development of management thought has begun with scientific management approach
given by Taylor. Frederick Taylor and other contributors notably Frank Gilbreth, Lillian Gilbreth
and Henry Gantt investigated the effective use of human beings in industrial organizations,
particularly at shop floor levels. Taylor has defined the basic concept of managing as the art of
“knowing exactly what you want man to do and then see in that they do it in the best and
cheapest way.” Since Taylor has put the problem of managing on a scientific way, he is often
called as the father of scientific management and his contributions as the principles of scientific
management.
THE MAIN FEATURES OF SCIENTIFIC MANAGEMENT: -
Taylor conducted various experiments at his work places to find out how human beings could be
made more efficient by standardizing the work and better method of doing the work. These
experiments have provided the following features of the scientific management: -
1. Separation of planning and doing: - Taylor emphasized the separation of planning aspect
from actual doing the work, planning should be left to supervisor and worker should
concentrate only on operational work. Before Taylor’s scientific management a worker to
plan about how he had to work and what tools were necessary for that. The worker was put
under the supervision of a supervisor commonly known as a gang boss. The supervisor’s
job was merely to see how the workers were performing, which was creating lot of
problems.
2. Functional Foremanship: - For this purpose, Taylor introduced the concept of functional
foremanship based on specialization of functions. In this system eight persons were
involved to direct the activities of workers. Out of these four persons were concern with
planning. These are: -
(i) Route clerk, (ii) Instruction card clerk, (iii) Time and cost clerk, (iv)
Disciplinarian. The remaining four persons are concerned with doing aspect of the
work. These are: -
(i) Speed boss, (ii) Inspector, (iii) Maintenance Foreman,
(iv) Gang Boss. All of them give directions to workers on different aspects of work.
3 Job Analysis: - The best way of doing a job is one which requires the least movement,
consequently resulting less time and cost. Doing the things can be determined by taking up
time – motion – fatigue studies. Thus job analysis as given by Taylor suggests the fair
amount of a day’s work requiring certain movements and period to complete it.
4 Standardization: - As far as possible standardization should be maintained in respect of
instruments, tools, period of work, amount of work, working conditions, cost of production
etc. these things should be fixed in advance on the basis of job analysis and various
elements of costs that go in performing a work.
5 Scientific Selection and Training of Workers: - Taylor has suggested that workers
should be selected on scientific basis taking into account their education, work experience,
aptitude, physical strength etc. A worker should be given work for which he is physically
and technically most suitable. Apart from selection, proper emphasis should be given on
the training of workers which makes them more efficient and effective.
6 Financial Incentives: - Financial incentives can motivate workers to put their maximum
efforts. If provisions exist to earn higher wages by putting in extra efforts, workers will be
motivated to earn more.
7 Economy: - While applying scientific management, not only scientific and technical
aspects should be considered but adequate consideration should be given to economy and
profit. For this purpose, techniques of cost estimations and control should be adopted. The
economy and profit can be achieved by making the resources more productive as well as by
eliminating the wastages.
8 Mental Revolution: - Scientific management depends on the mutual co operation between
management and workers. For this co operation, there should be mental change in both
parties from conflict to co operation. This is the most important feature of scientific
management because in its absence, no principle of scientific management can be applied.
In this regard, Taylor has observed as follow: -

Scientific management is not any efficiency device,

Is not a device of any kind for securing efficiency,
Is not a bunch or group of efficiency devices,
Is not a new system of figuring costs,
Is not a new scheme of paying man,
Is not a piece work system,
Is not a bonus system,
Is not a premium system,
Is not a divided foremanship,
Is not a functional foremanship,
Scientific management involves a complete mental revolution on the part of the employees
engaged in any particular establishment or industry. A complete mental revolution on the part of
these employees towards their duties, towards their fellowmen and towards their employers. It
also involves the equally complete mental revolution on the part of management’s side – (the
foreman, the superintendent, the owner of the business, the board of directors) to their duties
towards their fellow workers in the management and towards all of their daily problems.
PRINCIPLES OF SCIENTIFIC MANAGEMENT: -
 1. Replacing Rule of Thumb with science: - Taylor has emphasized that in scientific
management, organized knowledge should be applied which will replace the rule of
thumb. The use of scientific method denotes precision in determining any aspect of work
while rule of thumb emphasizes estimation.
2. Harmony in group Action: - Taylor has emphasized that attempts should be made to
obtain harmony in group action rather than discord. Group harmony suggests that there
should be mutual give and take situation and proper understanding so that group as a
whole contributes to the maximum.
3. Co operation: - Scientific management involves achieving co operation rather than
chaotic individualism. Scientific management is based on mutual confidence, co
operation and goodwill. Co operation between management and workers can be
developed through mutual understanding and a change in thinking.
4. Maximum Output: - Scientific management involves continuous increase in production
and productivity instead of restricted production either by management or by workers.
5. Development of Workers: - All workers should be developed to the fullest extent
possible for their own and for the company’s highest prosperity. Development of workers
requires their scientific selection and providing them training at the work place.

THE MODERN MANAGEMENT (CONTRIBUTIONS OF HENRY FAYOL)

The French industrialist Henry Fayol perhaps the real father of modern management. His
contributions are termed as operational management or administrative management. He got
prominence in the field of management very quickly after 1949. Fayol looked at the problem of
managing an organization from top management point of view. He has used the term
“administration” instead of “management” emphasizing that there is unit of science of
administration. He placed commerce, industry, religion, philanthropy and the state on equal
footing. His administrative science can be applied equally well to public and private affairs.
As per Fayol activities of an industrial organization could be divided into the following
groups: -
1. Technical (Relating to production)
2. Commercial (Buying, selling and exchange)
3. Financial (Search for capital and its optimum use)
4. Security ( Protection of property and person)
5. Accounting (Including statistics) and
6. Managerial (Planning, organization, command, co ordination and control)
The above activities exist in business of every size and the first five are well known. Fayol
emphasized most to analyze the sixth one, i.e. managerial activity. He has divided the study of
management into three parts.
(i) Managerial qualities,
(ii) General principles of management,
(iii) Elements of management.
As per Fayol the following six qualities were required in a manager.
(a) Physical (health, vigor and address)
(b) Mental (ability to understand and learn, judgment, mental, vigor and adaptability)
 (c) Moral (energy, firmness, initiative, loyalty, tact and dignity)
(d) Educational ( general acquaintance with matters not belonging exclusively to the
function performed)
(e) Technical (peculiar to the function being performed)
(f) Experience (arising from the work)
GENERAL PRINCIPLES OF MANAGEMENT: -
(By Henry Fayol)
Fayol has given fourteen principles of management. He has made distinction between
management principles and management elements. Management principles are a fundamental
truth and establishes cause effect relation ship, while management element denotes the function
performed by a manager. The two basic things in the management principles are: -
(i) The management principles are not exhaustive but suggestive.
(ii) The management principles are not rigid but flexible.
It is matter of knowing how to make use of them which is a difficult art requiring intelligence,
experience and proportion. The various principles of management are as follows: -
1. DIVISION OF WORK: - The division of work gives specialization. Specialization belongs to
natural order. The workers always work on the same part, the manager concerned always with
the same matter; acquire an ability, sureness and accuracy which increase their output.
2. AUTHORITY AND RESPONSIBILITY: - The authority and responsibility are related.
Authority is a continuation of official and personal factors. Official authority is derived from the
manager’s position and personal authority is derived from personal qualities such as intelligence,
experience, moral worth, past service etc. responsibility arises out of assignment of activity. In
order to discharge the responsibility properly, there should be parity of authority and
responsibility.
3. DISCIPLINE: - All the personnel serving in an organization should be disciplined. Discipline is
obedience, application, behavior and outward mark of respect shown by employees. Discipline is
of two types: - self imposed discipline and command discipline.
4. UNITY OF COMMAND: - Means that a person should get orders and instructions from only
one superior. The more completely an individual has a reporting relationship to a single superior,
the less is the problem of conflict in instructions and the greater is the feeling of personal
responsibility for results.
5. UNITY OF DIRECTION: - According to this principle, each group of activities with the same
objective must have one head and one plan. Unity of direction is different form of command in
the sense that former is concerned with functioning of the organization in respect of its grouping
of activities or planning while latter is concerned with personnel at all levels in the organization
in terms of reporting relationship. Unity of direction provides better co ordination among various
activities to be undertaken by an organization.
6. SUBORDINATION OF INDIVIDUAL TO GENERAL INTEREST: - Common interest is
above the individual interest. Individual interest must be subordinate to general interest when
there is conflict between two. However, factors like ambition, laziness, weakness etc tend to
reduce the importance of general interest. Therefore, superior should set an example in fairness
and goodness. The agreement between employers and employees should be fair and there should
be constant vigilance and supervision.
7. REMUNERATION OF PERSONNEL: - Remuneration of employees should be fair and
provide maximum possible satisfaction to employees and employers. Fayol did not favor profit
sharing plan for workers but advocated it for managers.
8. CENTRALIZATION: - Everything which goes to increase the importance of subordinate’s role
is decentralization while everything which goes to reduce it is centralization. Centralization and
decentralization are the question of proportion.
9. SCALAR CHAIN: - There should be a scalar chain of authority and of communication ranging
from highest to the lowest. It suggests that each communication going up or coming down must
flow through each position in the line of authority except in the special cases.
10. ORDER: - This is a principle relating to the arrangement of things and people. In material order,
there should be a place for everything and everything should be in its place. Similarly in social
order, there should be right man in the right place. This kind of order demands precise
knowledge of the human requirements and resources of the organization and a constant balance
between these requirements and resources.
11. EQUITY: - Equity is the combination of justice and kindness. Equity in treatment and behavior
is liked by every one and it brings loyalty in the organization. The application of equity requires
good sense, experience and good nature for soliciting loyalty and devotion from subordinates.
12. STABILITY OF TENURE: - No employee should be removed within short period of time.
There should be reasonable security of jobs. Stability of tenure is essential to get an employee
accustomed to new work and succeeding in doing it well. Unnecessary turnover is both cause
and effect of bad management.
13. INITIATIVE: - Within the limits of authority and discipline, managers should encourage their
employees for taking initiative. Initiative is concerned with thinking out and execution of a plan.
Initiative increases zeal and energy on the part of human beings.
14. ESPRIT DE CORPS: - This is the principle of “union is strength” and extension of unity of
command for establishing team work. The manager should be set right by oral directions and not
by demanding written explanations. Written explanations complicate the matters.
ELEMENTS OF MANAGEMENT: -
Management is a process consisting of five elements which are known as elements and or
functions of management. These are planning, organizing, commanding, co coordinating and
controlling. Planning is the most important managerial function, failure to plan properly leads to
hesitation, false steps and untimely change in direction which cause weakness in the
organization. Creation of organization structure and commanding function is necessary to
execute plans. Coordination is necessary to make sure that every one is working together and
control looks whether everything is proceeding according to plan. These functions are required at
all levels of management and in all types of organization.

BERNARD AND SOCIAL SYSTEMS THEORY: -

The contributions of Chester Barnard to the management are overwhelming. His book “The
Functions of the Executives” is regarded as the most influential book on the management during
the pre modern management era. His analysis of management is a social systems approach as it
comprehends and analyzes the functions of executives. The major contributions of Barnard can
be presented as follows: -
1. CONCEPT OF ORGANISATION: - The organizational concept must be
symbolized as a system of consciously coordinated activities. According to
BARNARD the existence of an organization is possible due to three given conditions.
(a) The persons must be able to communicate each other.
(b) The persons must be willing to contribute to the activities.
(c) The persons must attempt to accomplish a common purpose/goal.
2. FORMAL AND INFORMAL ORGANISATION: - Formal: the organizations
which have consciously coordinated interactions and have a deliberate willingness for
common purpose. In formal: the organizations refer to those social interactions
which do not have consciously coordinated joint purpose.
3. ELEMENTS OF ORGANISATIONS: - There are generally 4 elements of
organizations. (i) A system of fictionalization is implemented so as to people can
specialize their own department. (b) There should be a system of effective and
efficient interactive ness so as to induce people to contribute to group action. (c)
There should be a power which will lead the group members to accept the decision of
the executives.
4. Authority: - Certain situations for raising authority.
5. (G) To understand the communication & to execute.
6. (H) Not to believe in inconsistency/imbalanced to the given purpose.
7. (I) When an individual believe to be in compatible with his personal interest as a
whole
8. (J) One should be mentally and physically able to comply it.
9. FUNCTIONS OF THE EXECUTIVES: -
10. (A) Maintenance of organizational communication through a system of formal inters
action.
11. (B) To secure essential services.
12. (C) To formulate & to define the organizational purposes.
13. MOTIVATION: - Apart from financial incentives which have their own limitations
in motivating the people Barnard has suggested a number of non financial techniques
for motivating people. These are opportunity of power and distinction, pride of
workmanship, pleasant organization, participation, mutual supporting personal
attitudes and feeling of belongingness.
14. EXECUTIVE EFFECTIVENESS: - To make the executive effective requires a
high order of responsible leadership. Leadership is the most strategic factor in
securing cooperation from people. Executive leadership demands high caliber,
technological competence, technical and social skills. The executive leadership
should not have preconceived notes and false ideologies. It should be above personal
predilections and prejudices. The leadership is likely to commit the following types of
error. (i) the over simliplification of the economy of the organization life, (ii)
disregarding the reality of of informal organization and its necessity, (iii) an inversion
of emphasis upon the objective and subjective aspects of authority and (iv) a
confusion of morality with responsibility. Therefore executive should take adequate
care to overcome these problems.
15. ORGANISATIONAL EQULIBRIUM: - Organizational equilibrium refers to the
matching of individual efforts and organizational efforts, to satisfy individual efforts.
The cooperation of individual’s within the organization brings forth new activities.
 The organization must afford satisfaction to individuals comprising it. This is
required to maintain equilibrium in the organization. This equilibrium is not static but
dynamic. Demands and aspirations of individuals change and the organization has to
cope with the dynamic situation. The equilibrium of the organization depends on the
individuals working in it, other organizations and the society as a whole.

The above contributions of Barnard show how he was concerned for the development of
organization through social system. His contributions are regarded quite high in the management.

CONTRIBUTIONS OF HERBERT SIMON: -

Question: - Adoption of scientific management with relation to arranging the resources

and utilizing the resources scientifically. Give your justification to put light on the importance of
scientific management.
Or
Give your justification to put light on the importance of scientific management for
arranging and utilizing resources scientifically.

Answer: - Management practice is as old as human civilization. It started when people

started living together in groups. The history of human beings is full of organizational
activities. However, the study of “how managers achieve results” is predominantly a twentieth
century phenomenon. In the earlier years, management could not get the attention of
researchers because the field of business in which the management concepts were applied was
low. The social scientists like economists, sociologists, psychologists, etc shown list interest
towards management and business organizations. Treatment of management as an art not as a
science and the commonly held belief that managers are born not made. These factors created
the situation where the need for a systematic study of management was not felt. This situation
continued till the beginning of the twentieth century.
The situation started changing with the beginning of the twentieth century, specially the
World War I created the situation where people started thinking of solution to problem of how
limited resources could be applied in better way. The World War II added further problem to
this end. Growing competitions and complexity of managing large business organizations
further provided impetus to developing systematic management concepts and principles. In
recent years, there has been world wide rivalry for markets, power and progress. The
increasingly severe competition has come from such factors as (i) technological innovations
and their de dissemination in business, (ii) growing technological obsolescence (iii) increase in
capital investment (iv) freedom at national and international markets and (v) increasing buyer’s
sovereignty in the markets. Besides the growing competition in business the complexity of
managing business also has increased due to (i) increasing size of business organizations (ii)
high degree of division of labor and specialization (iii) increased government regulation and
controls to make business more socially oriented (iv) organized union activities to put
pressures on management and (v) pressure of various conflicting interest groups to meet their
demands from the organizations. Both these factors – growing competition and complexity in
managing business – have demanded the efficiency in management process which can come
 not merely by trial and error methods but by developing and applying sound management
concepts and principles.
The real development of management thought has begun with scientific management
approach given by Taylor though some of the concepts have been developed by early thinkers
mostly in the field of public administration and technical aspects of business. Such
contributions have been in the field of principles of specialization, selection of subordinates
and their training, simplification of administrative problems, unity of doctrine and the use of
staff in the performance of major activities. By the end of the nineteenth century, a stage was
set for taking systematic study of management and the beginning was made by Taylor in the
early part of the present century.
Frederick Winslow Taylor and other contributors notably Frank Gilbereth, Lillan
Gilbereth and Henry Gantt, investigated the effective use of human beings in industrial
organizations, particularly at shop floor levels. Taylor has defined the basic problem of
managing as the art of “knowing exactly what you want men to do and then see in that they do
in the best and cheapest way.” Since Taylor has put the problem of managing on a scientific
way, he is often called as the father of scientific management and his contributions as the
principles of scientific management.
Taylor conducted various experiments at his work places to find out how human beings could
be made more efficient by standardizing the work and better method of doing the work. These
experiments have provided the following features of scientific management for arranging the
management scientifically.1.Separation of planning and doing, 2. Functional Foremanship, 3.
Job Analysis, 4. Standardization, 5. Scientific Selection and Training of Workers, 6. Financial
Incentives, 7. Economy, 8. Mental revolution

Scientific management is neither any efficiency device nor a device of any kind of securing
efficiency, nor it is a piecework system, nor a bonus system, nor is it a premium system, nor a
system of paying man. It is neither divided foremanship nor functional foremanship. Scientific
management involves a complete mental revolution on the part of the working man engaged in
any particular establishment or industry. A complete mental revolution on the part of men, to
their duties and work, towards their fellowmen and their employers. It is also equally a complete
mental revolution on the of management’s side with respect to their duties towards their fellow
workers in the management, towards the workforce and towards all of their problems.
Taylor has given the following certain basic principles for utilizing the scientific
management in the best way possible.

STRATEGIC PLANNING: - Strategic Planning of an organization constitute future

directions, short term as well as long term performance, targets and strategies to achieve the
same.
Mission & vision --- Objective ---- Craft Strategies--- Implementation ----- Evaluation.
 Allocation of resources (Finance, human & material)
 Policy and operative procedure (SOP & SMP)
 Motivating people to perusing the objective.
 Reward structure for achieving targeted results.
 Company culture and work climate.
  Communication, information & operating system.
 Instituting continuous improvement programme.
 Leader ship style.
MANAGEMENT BY OBJECTIVE (MOB): -
It is a philosophy of management that access an organization and its members by how well they
achieve specific goals that superior and subordinates have jointly established.
 Steps: - Objectives must be arranged hierarchically (big to small)
 Objectives must be stated quantitative.
 Goals must be practical.
 Objectives must be consistence.
Safety policy: - A policy is nothing but a guideline. It speaks about the objectives of the
organization and the ways to achieve the same.
ORGANISING
It includes determination of what task/s are to be done or carried out, who is to do that, how task/s to
be grouped, who reports to whom and where decisions are to be taken made.
DUTIES OF SAFETY OFICER
1. Advising concern department/s in planning and organizing measures for controlling accidents.
2. To advise concern departments on safety aspects in job studies.
3. To check and evaluate effects of the action taken or proposed to be taken to prevent accidents.
4. To advise in ensuring high quality and availability of PPE/s.
5. To advise in matters to carry out plant inspection.
6. To carry out plant inspection with regards to unsafe practices and conditions.
7. To advise on matters related to reporting and investigating of industrial accidents and diseases.
8. To investigate only selected accidents.
9. To investigate causes of dangerous occurrence and also reported to Government or Factory
inspector.
10. To advise on maintenance of records related to accidents, dangerous occurrences
and industrial diseases.
11. To promote setting of safety committee and advise such committee/s.
12. To organize campaigns in association with department/s to promote safety
culture.
13. To design and conduct training programme to create safety awareness among the
employees.
SAFETY COMMITTEE
1. Any organization having more than 250 workers on its role should have a safety committee.
2. Composition of safety committee: - Safety committee should consists of equal number of
member/representatives from management and as well as workers side.
3. The safety committee should have minimum six (6) members in it. (3 from management side
and 3 from workers side).Generally the maximum number kept below 20 (10 from
management Side and 10 from workers side).
4. The manager is the chairman of the safety committee.
5. The representatives of the occupier are generally the representatives from the management side.
6. The safety committee should meet once in a month.
In a big Organization: - in big organization two types of safety committee works. (A) Apex
committee or Central safety committee
 (B) Departmental or Divisional safety committee.
The departmental safety committee operates under the supervision/ guidance of Apex or central
safety committee. The safety committee must meat once in a month. The chairman of the
departmental safety committee should be the departmental head. The safety committee must
consist of equal number of members from management side and workers side.
Functions of safety committee:- The functions of safety committee is to take care of safety and
health related issues of the organization.
After each meeting a minutes of meeting has to be prepared, so that in the subsequent meeting
those points can be followed. For each point the responsibility and time frame also has to be fixed.
Line and Staff Organization: -
(Characteristics of a line organization)
1. There are many levels of management.
2. There is vertical flow of authority/responsibility.
3. There is unity of command.
4. There is Scalar chain in the organization. (step by step only down ward flow of
communication)
5. The manager has control only over the subordinate of his department.
Demerits of line organization:-
1. Manager has heavy burden of work.
2. Concentration of authority.
3. Lack of socialization.
4. Lack of communication especially from bottom to the top.
5. Scope for favoritism.
Line and staff organization:- A line manager acts and takes decision and the staff helps the line
manager in performing the task/s. (3A function:- Act, Assists & Advise).
Merits of line and staff organization:-
1. It gives rise to specialization.
2. Managers are able to take a balance decision.
3. Less burden on the line manager.
4. The line manager can give better service

DIRECTING
It involves issuing orders & instructions for motivating and leading people to
wards achievement of organizational goal.
(As a safety professional we have to advise assists and motivate the people towards safety).
 It is a management function. It is important because through directing action can be
initiated.
 It is a continuous function or on going function.
 It is a result-oriented function.
 It is a pervasive function/spared out function through out the organization.
 It is a linking function. It links planning and controlling.
 It is a human factor or in directing human factor is involved.
Importance of directing:-
1. It initiates action.
2. It improves efficiency.
 3. It ensures better co ordination. (Co ordination arises because of team work)
4. It facilitates change. (Adapt to change).
5. It helps stability and growth.
Elements of direction:-
1. By guiding people (what to do and how to do).
2. Supervising to ensure whether they are doing their job/s properly?
3. Motivating or perusing people for achieving organizational objectives.
4. Communicating with the people to remain in constant taught.
5. Providing leadership to guide the people.

LEADERSHIP
Definition: - Leader is an individual who guides and influences the behavior and the
performance of others. (Leadership is situational).
Features of leadership:-
 It has interpersonal leadership.
 It derives strength from people.
 Achieves common goals.
 It is a continuous process through communication.
 Leader has to set examples.
Atributes of a safety professional as a leader:-
1. Knowledge of your work. (Safety knowledge)
2. Communication skills (to be developed).
3. Vision and foresight is essential.
4. Must have self-confidence.
5. Must have maturity (emotional stability).
6. Must be open minded.(listen to others)
7. Human relations attitude.
8. Sense of responsibility and trust worthiness.( people must believe you).
9. Logical thinking (not to be emotional), analysis and problem solving skills
should be there.

COMMUNICATION
Communication is a process through which there is transparence and understanding of meaning
is possible.
-----Sender ---- Message ----- Encoding ----- Channel -----
Decoding ---- Receiver ----- Feed back----- Back to Sender. (Close
circuit)
Sender: - He who wants to communicate.
 Message: - The matter to be communicate
Channel: - The medium through which massage is transmitted. (May be a bulletin, printing on
walls or boards, verbal, announcement and or body language)
Decoding: - The process by which the receiver transforms the massage for his own under
standing.
Receiver: - He who receives the massage
Feed back: - The process by which the transference of the massage is ascertained.
A communication model is a two way process and it is a closed loop.
Modes of communication: -
 Up ward communication: - When the subordinate communicates with the superior.
 Down ward communication: - When the superior communicates with the subordinate.
 Horizontal or Lateral communication: - When the communication is with in the
same level of people. It is also called informal communication)
Types of communication: -
 Verbal communication
 Non verbal communication (Body language and or written language).
Barriers in communication: -
1. Organizational barrier: - More the hierarchy more the barrier in communication.
(in that case direct communication has to be followed)
2. Status barrier: - Difficult to communicate the higher level people in the hierarchy.
3. Semantic barrier: - Care to be taken to use/make proper words while
communicating to different levels of people.
4. Information over loaded: - Too much of information at a time creates difficulties
to understand. Priories the information before communication.
5. Perceptual barrier: - How people receive to the communications as per their
adoption or practice.

How to be a good communicater or Qualities of a good communicater

 Clarity of thoughts.
 Briefness
 Completeness of the massage.
 Integrity.
 Listening to others.

SAFETY EDUCATION & TRAINING

Training: - Training is a process by which the knowledge and skill of person/s can be
enhanced.
Skill: - The application of knowledge.
Advantages of Safety Training: -
 Safety training increases the skill of the employees. (Skill can be enhanced through
emphasis on sequence of doing a job, follow up of SOP & SMP, knowing about Dos &
Don’ts of a job and also the operational/maintenance details of a job.
 Training helps people in making fewer mistakes.
 People who are trained require less supervision.
  Training helps in reduction of accidents
 Training develops a feeling among the workers that they are being cared for.
 Through training the behavior of people can be changed.
Different types of safety training: -
1. Induction Training: - This is a macro basis of training. It is imparted to new entrant/s
(may be regular or contractual) to make them aware of broad operational hazards and the
safety measures to be taken to prevent them in the Organization
2. On the Job Safety Training: - Is that training where the employees are imparted with
various safety aspects during execution of the job at site.
3. Trade wise Safety Training: - It is trade/job specific. People in the same job/trade are
imparted with this type of safety training.
4. Department wise or Division wise Safety Training: - Covering the workers of the
whole department or division to impart training.
5. Refresher Safety Training: - Where the employees are reinforced about the various
safety aspects on which they are trained earlier.
6. Safety Training based on Age group: - Training is imparted base on different age
group.
7. Safety Training based on Shift profile: - Training is imparted to individual shift people

Assessing the Requirement of Training: - Requirement of safety training can be assessed by

analyzing the causes of accidents, their occurrence and frequency.
Purpose/Objective of Assessments: -
 Whether the training is needed?
 Where training is needed?
 Which training is needed?
Assessment of training needs: -
1. Accident analysis: - At least the root causes of the accidents and the thrust area
can be known through analysis of the last five years accidents. Hence
accordingly the training programme can be made.
2. Job safety analysis: - By selecting a job, breaking down it in to steeps and
identifying the hazards in each steep eliminating measures or preventing
measures can be taken for each hazard.
3. Counseling of victims: - By counseling with victims the fair idea about the real
cause/root cause of accident/s can be known. Hence action can be taken for not
occurring the same type of accident in future.
4. Informal discussion: - It is a friendly type discussion with the people in the
same level/post or just below the level of a safety officer to get the feed back
about the right training programme for a particular group of workman.
5. Formal questionnaires: - It is a set of questions to be given to the higher level
employees (above the label of safety officer) for getting the feed back that how a
good training programme can be conducted.
Training Methods: -
I. Training Objectives: -
(a) For acquiring knowledge i.e. Do’s & Don’ts, SOP & SMP.
 Methodology: - (Programme instructions) it is a set of guide lines for doing a job in a
prescribed manner.
(b) To change the attitude of the people. Methodology: - sensitivity (if it hurts you do
not behave the same to others) Giving the people only how to do a job. (to be very
specific about the job).
© inter personal skill: - sensitivity (communication co ordination etc)
(d) Improving the problem solving skill: - Methodology: - Through case study to the line
managers.
(e) Increasing the acceptance of the people: - Methodology: - through discussion with
workers, the rate of acceptance to wards safety will increase.
(f) Retention of knowledge: - Methodology: - repetition of training/refresh.

II. Label of trainers in the organization: - If you have sufficient numbers of trainers then go
for in house training, other wise go for out door training.
III. Methods ability to hold and arouse the interest: - This can be done through audio,
audiovisual clippings, some case studies and some thing new every time for workers.
IV. Availability of Finance: -
V. Availability of Time: -
Evaluation & review of safety training: - there are two methods for evaluating a safety training
programme.
1. Reactive evaluation: - Reactive evaluation of a safety training programme is
that evaluation which is carried out just after the completion of the
programme. There are three methods as follows:
 Through questioners: - Where a set of questions are given to the participants
to answer them just after the safety training programme.
 Scalar rating: - Scalar rating is a formal process by which objective
assessment can be made out of subjective assessment. This is also known as
ranking method.
 Informal discussion: - After any safety programme the safety officer can
make a informal & friendly discussion with the participants to evaluate the
safety programme accurately.
2. Out coming evaluation: -Out coming evaluation is that evaluation which is
carried out over a period of time. There are three methods as follows: -
 Immediate: - In the immediate out coming evaluation, the participants are evaluated
before and after the training programme to measure the effectiveness of the training
programme.
 Intermediate: - Intermediate out coming evaluation is carried out quarterly or half
yearly basis. It is a refresher type training programme where the duration of training is
generally less than the first training programme.
 Ultimate: - Ultimate out coming evaluation is generally carried out within one to five
years in big organizations. In this type of training programme problem solving
techniques are adopted and the participants are asked to do a presentation on the given
topic.
Participative Management: - Participative management is a process in which the employees
share a degree of decision making with their immediate superior/s. The employees participation
forums are: - Quality circle, Work councils, Safety committee & Board representatives etc.
 MOTIVATION
Motivation is a process that accounts for an individual’s intensity direction and persistence of
their effort towards attending a goal. Creation of will to work is motivation. It is a process of
stimulating people to action.
The central task of a manager is to make people work for the attainment of organizational
objective. People must work voluntarily for the attainment of organizational goal/objective.
In order to motivate workers to work for the organizational goals, manager must determine the
motives or needs of the workers and provide an environment in which appropriate incentives are
available for their need satisfaction.
Intensity: - How hard a person tried.
Direction: - To achieve the goal (for a safety officer “O” accident)
Persistence: - the continuity.
Features of Motivation: -
 It is a psychological process.
 It is a continuous process.
 It causes goal oriented behaviors.
 It is either +ve or – ve .
 It is the duty of line manager or safety officer (to motivate workers towards safety).
Theories of motivation: - Mc Gregor’s participation theory: -
 Dougles Mc Gregor Theory X & Y: - Mc Gregor formulated two pairs of assumptions
about human beings based on the participation of workers. The first set of assumptions
are contained in Theory “X” & the second sets of assumptions contain in Theory “Y”
In theory “X” Mc Gregor proceeds with the assumption that the average human being has
inherent dislike of work and will avoid it if they can. The managers of such employees think that
“most workers must be corrected, controlled, directed, threatened with punishment to get them to
put forth adequate efforts to wards the achievement of organizational objectives.
Theory “X” presumes that workers by nature: -
1. Lake of integrity.
2. Are fundamentally lazy and desire to work as little as possible.
3. Avoid responsibility.
4. Are not interested in achievement.
5. Are incapable of directing their own behaviors.
6. Are indifferent to organizational needs.
7. Prefer to be directed by others.
8. Avoid making decisions when ever possible.
9. Are not very bright.
Workers can be made to work only through autocratic leadership. The theory “Y” which has
better presumption of the human behavior that: -
1. Have integrity.
2. Work hard towards objectives to which they have committed.
3. Assume responsibility with their commitment.
4. Desire to achieve.
5. Are capable of directing their own behavior.
6. Want their organization to succeed.
 7. Are not passive and submissive.
8. Will make decisions with in their commitments.
9. Are not stupid.

Theory “X” Theory “Y”

Employees dislike work & want to avoid it. Employees view work as play.
Employees must be controlled, threatened, People are capable of self direction & self
punished to get the job. control provided they are committed for a goal
or objective.
People avoid responsibility & seek direction. Average person learn to except & need
responsibility.
Security is important & employees do not Ability to make innovative decision is widely
display any ambition at work place. dispersed in the organization.

Maslow’s Theory of Hierarchy of need: - Maslow, the proponent of the extremely popular
need hierarchy theory, has specified five human needs in a hierarchy. The afore said human
needs are elucidated in the following: -
 Basic physiological needs: - The basic physiological needs are placed at the lowest level
of hierarchy. Food, shelter, water, air, rest, proper temperature, clothing etc fall under this
category. It is to be noted that satisfaction of many of these needs are determined,
controlled or restrained by laws, social conditions, customs, traditions and tabors existing
or being followed in the society. Physiological needs will dominate human behavior in
case all the needs are unsatisfied.
 Safety or Security needs: - After a reasonable satisfaction of basic physiological needs
the question of the next higher order needs i.e. safety or security needs arise. The safety
or security needs may include the following: - (a) safety against natural calamities,
disasters, havocs, warfare, social conflicts, contagious disease etc. (b) protection from
excessive heat or cold or rain, provision for suitable shelter, clothing and garments as
protective devices etc.( c) financial security comprising of pension scheme, provident
fund scheme, insurance scheme etc. (d) building of a buffer stock of certain essential
commodities as for example food grains clothing, entertainment goods etc. (e) protection
against unscrupulous or discriminatory administrative actions.
 Social needs: - After the fulfillment of physiological and safety needs the social need
comes in to picture. Social needs may be concerned with the following: - (a) protecting
the weak and the under privileged, the senior citizens, infants and children. (b)
associating with a group or social organization as a member. (c) getting and giving
affectionate treatment. (d) extending cooperation to others.
 Ego or esteem needs: - After fulfillment of the above three needs the ego or esteem
needs come in to picture. These ego or esteem needs constitute the self esteem as well as
the esteem from others. Self esteem implies self respect characterized by a sense of
capacity, freedom, courage, success etc. Esteem from others implies recognition. Praise
and or appreciation from others.
  Self actualization needs: - After fulfillment of all needs the self actualization needs
come. These are the needs of highest order. These needs imply self accomplishment. Self
actualization needs help the individuals to know his potentialities for continual
development coupled with creative urge. These needs include feelings such as desire to
excel to do some thing which makes others to remember him for that.

CONFLICT MANAGEMENT
There are three reasons of conflict: -
 Incompatibility of goals: - mismatching of goals. The line managers goals and safety
officer goals are different from each other as their targets and functions are different in
the organization.
 Difference in interpretation of facts: - mismatching of interpretation of instructions.
Generally the line managers not willing to follow safety instructions given by the safety
officer, they consider it as a barrier in achieving the target in time.
 Disagreement in behavioral expectation: - The people at site are generally task oriented
than safety. Hence they do not care for safety because of behavioral expectation.
In 1040s Traditional schools of thought believe that conflict is bad for an organization.
In 1970s Human relation school of thought believe that as human beings live in groups, hence
there will be conflicts.
Latest Interactionists view of thought believes that if there is no conflict there is no innovation.
Conflict is must for progress.
Conflicts are of two types: - (1) Functional conflicts. (This results in more out put)
(2) Dysfunctional conflict. (No out put only quarrel).
In an organization the conflicts are of the following type: -
 Task conflicts: - for achieving the target or goal. (It is a task oriented and functional
conflict).
 Relationship conflicts: - (Advising or instructing to a senior by a junior) it is
dysfunctional conflict.
 Process conflicts: - (The process/procedures to achieve the task). It is functional conflict.
Individual resolution of conflict: - There are several ways of individual resolution of conflict.
These are the some of the important individual resolutions with respect to assertiveness &
Co operative ness is as follows: -
1. Avoiding: – in this type of resolution assertiveness & cooperativeness both are at low
level.
2. Compromising: – in this type of resolution assertiveness & cooperativeness both are at
middle level.
3. Accommodating: – in this type of resolution low assertiveness & high
cooperativeness.
4. Collaborating: - in this type of resolution assertiveness & cooperativeness both are at
high level. (The best type of resolution).
5. Competing: - in this case of resolution low cooperativeness & high assertiveness.
How to resolve conflict in an organization: -
 By participative decision making.
 By super ordinate goal (shared goal) among departments.
  By behavioral change through more and more communication.
 By command or punishment which is a last one.
.