3.1.2 Project Safety Organization 1) Safety management and supervision level: Project managers, project chief engineer, safety supervisor or safety director and exclusive safety officer.
3.1.2 Project Safety Organization 1) Safety management and supervision level: Project managers, project chief engineer, safety supervisor or safety director and exclusive safety officer.
Initially all the international organizations using the FCAPS model and later on it was dominated and get down by the latest model that is ITIL.
Now every Organization looking to implement the new things within the money management, and they have observed that ITIL is the better option to reduce their expenses when comparing to FCAPS model. So, this is one of the key successes of ITIL.
One more factor supports the ITIL, ITIL is used to manage and organize different IT deportments of problems at a time with one comprehensive volume. Where as in FCAPS we have consider the deportment separately and recovered from the problems.
Another factor that let down the FCAPS service is that in the traditional environment of FCAPS model is a wired network with clear description of hierarchical architecture with deterministic behaviour of end points. Unlike WLANs (Wireless Local Area Networks), there are some factors effecting the wired network environment. But on the other side wireless networks which rules the world and many factors effect on it. By using wireless based networks they can change dynamically IP (Internet Protocol) address, location and status of their connectivity. But the dynamic nature of Clients connectivity is not a fault there is no client specific management in the FCAPS. FCAPS is a useful tool and this can be used in the traditional environment but cannot be used in the wireless related networks.
Another beef of FCAPS that will tells you if there is a problem raised in the services of network management but it won’t tell the address of the problem, how to repair it and how to resolve complex situation at the same time.
ITIL has gained the tremendous success when it was executed in different organisations under different circumstances in different parts of the world.
Even though ITIL has lot of advantages for IT Management but there are some inconsiderable disadvantages that are raised by the IT professionals. ITIL is comprehensive to implement the IT Management. The publications of ITIL are also saying that it is not holistic to implement IT.
Another disadvantage raised by the IT Professionals that is even though ITIL is mostly accepted by the IT Managers for business needs this led to skip some of the pragmatic solutions for their business needs and this is unacceptable.
The FCAPS model can handle fault and configuration management perfectly but the organizations depend on other tools to implement security related issues. The ITIL deals total managements including security clearly.
Conclusion:
NMRU is Network Management ‘R’ Us is prestigious company in the UK. All Network Management companies must follow the network management models like TMN, FCAPS and ITIL for better performance, security, identifying and solving future network problems. The company currently NMRU using the FCAPS model and this model usually layered with TMN. There are new features arrived in the UK Public Sector and now wanted to migrate to the Information Technology Infrastructure Library (ITIL).
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2916 words (12 pages) Essay
1st Jan 1970 Construction Reference this
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The inherent characteristics of construction industry determined its unique level of its management, which contains much higher danger than any other industries. Statistics suggests that construction industry have an accident rate and cause of damage more above the national average overall industries and its annual casualties shares 25% of the total numbers of industrial accidents in China. Both country and people could suffer from great losses of economy, properties and life caused by the frequency and severity accidents. Therefore, everyone has responsibility and obligation to enhance the safety in order to minimize the loss of life and properties.
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“Safety” is an essential and vital part for construction industry and its projects through the progress of production and business activities. It’s also a crucial element for a successful business and its future in construction industry. Decent safety environment can benefit the industry over its economic growth and social prestige, which also prevent business property to be damaged and its works’ life against accidental incident. Otherwise it will bring great harm to the enterprises. Safety management is not a one-man’s job, but a serious systematic project that require everyone’s effort through the industry.
Following the steady development of China’s economy and increasing life demands, the construction industry practitioners and entire society has put more attention on the its health and safety issues in order to meet an international standard of construction quality. Hence the its current situation of safety management need to put in seriously concern, and establish a new model consistent with the characteristics of the construction and project management which can minimize or eliminate accidents.
The goal of this paper is to improve existing models, and establish a new mode of solving the existing problems. Begin with analyze the status of China’s current construction safety issues; then improve the existing mode of project management and describe the features of the pattern after improvement; finally detailed in how to improve and evaluation of improved project management.
Most construction accidents take place during its working progress, in other words, an unorganized construction project is the source of life lost and property damage. Because existing safety actions can hardly help in neither recue nor stop the danger during constructing progress.
Therefore the project model must be carefully analyzed to generally meet its industrial safety requirement and compliance with the law and regulations of both state and industry.
1.1 determine the cause of incidents
From the systematic point of view, the cause of incident are generalized into following four major factors:
Human-human’s unsafe action is the direct reason cause the incident;
Equipment-equipment’s unsafe status is another direct reason;
Environment-bad environments have negative effect on human and equipments;
Management-ill management is a significant reason for incident, even a direct reason in sometimes, because management will influence people, equipments and environment.
From the reasons above, the object of positive safe management is to create a safe construction environment, keep both human and equipment in safe status. All of these needs a scientific and effectual safe manage system and the good operation to guarantee.
1.2 determine the current safe management mode.
Currently, all the construction enterprises implement their project safety through a team of specialist. Due to the jobs difference between safety and construction staff, the contact between them are barely connected in many vital areas, such as the working schedule, staff deployment, material management and so force, which all directly pertaining to the construction safety issues. Lack of communications between each department cause the safety specialist team unable to make the effective safety assessment towards other staffs or sometime may even have no knowledge of making one.
Because the safety teams are positioning at a lower rank in the company compare with many of others, which created the barrier of officialism and putting difficulties of implementing safety order in time. Another issue of current safety management is that some safe management resources are wasted somewhat and large amount of them are insufficiently put in use. For example, engineers, construction workers and project managers are all equipped professional knowledge of construction safety, in other word, they have the they all have the responsibilities and obligations to pay attention on the safety management issues and feedback to safety team for improvement. But in the current project safety management model, these safety management resources are not effectively integrated and fully utilized. Therefore, the current pattern of project safety management must be improved.
The improvement of safety management model should be a new type which consistent with project management rules and effective integration resources, and also should accord with requirements of industrial laws and regulations, correspond the purpose which need maximum to reduce and eliminate accidents.
The theory and legal basis of the new model
2.1.1 The principle of ‘Safety and prevention first’
“Safety first, prevention first” is to comply with the general principles of safety, but also the fundamental rule of country’s safety production. All types of safety management must stay glued to this principle by law. This principle needs to reflect through any new project safety management model through its organization, processes procedure.
2.1.2 Production and safety synchronization
Production must be safe, safety is the prerequisite of production, and therefore, as a production manager must carry out a prior assessment of the safety and process control to the production environment, production processes, and production methods in order to ensure produce safety. Implement the principle of “production of safety synchronization” and give a wide berth to the separation of safety management and production management.
2.1.3 Full participation
Safety is everyone’s business, because safety management job is in pertaining to people’s safety behavior, which also include self-protection awareness and quality, therefore, safety management is not a business for safety manager, it needs the attention to and participation in by all relevant personal.
2.2. Characteristics of the improvement
2.2.1 New concept of safety management project
Construction industry as a traditional industrial sector, a range relevant personnel for safety and accident prevention misconceptions long time, because a large number of incidents has not resulted in injury or property damage accident, and that the consequences of an incidents caused by equivalent incentives are different, so many people may consider that accidents in construction is due entirely to a range accidental factors, that will be inevitable.
Therefore, in order to improve safety management mode, the first thing is to update the concept of its management, that will be the idea of “any safety incidents are preventable”, and by having “zero accidents” as the firm goal and objective of safety management.
2.2.2 New safety culture
Safety management is an overall control of whole working progress and company employee safety. Therefore, safety culture should be the culture learned by all staff. To create a new safety culture is to cultivate full safety culture. Full management includes not only the general contract management, subcontract management and all workers, but also property owners, designers, supervisors and community stakeholders.
As a general contractor, actively mobilize and bring it into play the relevant parties to promote safety management and supervisory role and also make safety management become the overriding work. The first thing need to be done is to fully mobilize the enthusiasm of all staff in safety management, shaping the full safety culture. Only if creating a safety culture from all staff, the atmosphere and protection of safety would be created.
2.2.3 Implementation of four changes
Compared with the traditional safety project model, this new safety management model has introduced has four changes: change the simple to the full participation of the safety management; change simply for the safety management to integrated management which makes safety management and progress, process and construction methods combine closely; change intermittent management to continuous, dynamic management; change the safety and production of two parallel lines for safety to one line closely with production and safety.
3.1 Establishment of safety management organization
3.1.1 Definition
Under new safety management model, the safety management organization is no longer a individual department, but leading by project manager, specialized in safety management as the core and all having professional advise support from leading engineers as the backbone, participation by team leaders and all workers, safety management and safety oversight are not only the independent set but also closely contact with each other and rely on each other. It’s an organization of the close combination of production and safety; it’s an adequacy of safety management and fully usefulness of that.
3.1.2 Project Safety Organization
1) Safety management and supervision level: Project managers, project chief engineer, safety supervisor or safety director and exclusive safety officer.
2) Safety administration level: including professional engineers, team leaders and operational workers.
3.2 Redistribute safety management responsibilities
From the studying above, all the responsibilities are undertaken by the safety officers and having them under tremendous pressures through our existing safety management environment, but less applied to construction crews who shares a good industrial knowledge and employee numbers, in which their safety awareness and resources are not making any contribution to the industry. Therefore, it is an important content in the creating new project safety management model by adjusting the safety management responsibilities between these two groups of staffs.
3.2.1 Responsibilities of safety management and supervision staffs
1) Project Manager: The project manager is the person who directly in charge of the safety production project. Therefore, the project manager is in responsible of making safety management objectives, establish safety management department, dividing staffs’ safety management responsibilities, making safety management working process and supervising the progress and efficiency of overall safety management project.
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2) Project Chief Engineer: The project chief engineer is the technical leader of this project. The technical management contains both engineering and safety technologies. Therefore, the project chief engineer must take the responsibility regarding the managing project’s safety technologies which including specific safety technical schemes making, approving, and fulfilling. It is narrow minded and incorrect to think technical management as only project technical management.
3) Safety supervisory director: The chief safety supervisory or officer is the direct executor of project safety management, who also responsible for the safety management project just like the project manager. Man’s job is to draw up the safety management program project, participate in construction scheme making and examine and verify the safety standard of the construction project.
The safety supervisory director also should take charge of clarification of overall safety management program to the construction crews, safety clarification of different subprojects, examination and verifying of the safety clarification submitted by the construction crews, supervision regarding the fulfilling of safety management program and technical clarification, and supervision of the safety management process.
3.2.2 Safety management operational layer
Security management operational staffs are responsible for safety management programs and safety technical disclosure of the specific implementation, security management layer of the work results of the direct impact on the effectiveness of safety management.
1) Construction workers: The construction workers (professional engineers) who are the backbones of construction project who have the advantages in numbers, high qualification and positive health status. However, the safety management and production management are not combined well in the traditional project model, and the safety management resource of construction crews is not put into good use, therefore, the construction workers needs to enhance their safety management awareness for improving the overall safety management purposes.
As the direct commander of construction process, the construction crews must comply with the principle which says safety management must be synchronized with the production management, and also make sure safety production. Therefore, the construction crews must take charge of the fulfilling of specific safety management measures regulated by safety management program, and safety technical clarification of different subprojects, handling of safety problems in different stages pertaining to the production. The construction crews also should subject themselves to the supervision of safety management and supervision crew, remove the safety management hidden dangers, and also make sure safety production.
2) Operational Team Leader: The operational team leader takes the directly responsible for the construction workers, whose safety awareness and knowledge has a direct impact on workers actions, in other word that the team leader responsibilities is linked with the safety production line. The operation team leaders must be highly knowledge with production’s operational instructions and operational safety, form a habit of pre-shift safety brief, shape the atmosphere of following the regulations and instructions, and enhance self-protection and self-defense awareness.
3) Operational Workers: According to the statistical point of view that almost entire fatal accident are caused by operational personal and the most of them are resulted by non-compliance with operational procedure. Therefore, the self-protection awareness and extent of compliance the rules and procedures of the operation workers is an important factor which will decide whether the expected effect of safety management can be achieved or not. The operation workers should comply with the operation instructions, and achieve the objective of ‘three no-harm’ which means ‘not harm to other people, not harm to oneself, and not harmed by other people’.
This new project safety management model is improvement on the traditional safety management model. The major improvements are showing on the update of safety management idea, create of all employees’ safety culture, and adjust of safety management responsibilities. And the safety management process is reconstructed and the safety regulation is also completed. Therefore, the objective of improving safety management is to explore safety management resource fully, and reduce safety accidents in the maximum limit. The following problems must certanly be paid attention to during the new safety management model running.
Should combine with the running of safety management system closely
The major feature of new project management model is the completeness and improvement of safety management organization that will be unified with occupational health and safety management system. And these two systems are running together. Therefore, in daily safety management process, the safety management system must combine with the running of safety management system closely.
All employees’ safety culture should be created
The improvement of project safety management model is based on the all employees’ management and participant. The creation of all employees’ safety culture will provide healthy atmosphere for new model running, and make sure the smooth running of the new model. Therefore, creation of all employees’ safety culture is equally important to the safety management.
To carry out concepts and ideas’ update
Traditional project safety management model has been deeply rooted in the minds of most people, which they needs to make lot efforts in order to update and create, therefore, must vigorously promote and instill this new concept and new point of safety management that will be the fundamental point of ensuring the efficient model.
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5334 words (21 pages) Essay
25th Apr 2017 Management Reference this
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This research paper identifies the influence of management culture on HRM practices and ultimately on the organization.
Globalization is a process which facilitates the integration of societies and cultural values by means of communication and trade across nations which are primarily aided by strategic use of information systems. However, there are several issues of concern which an organization should consider before establishing their HRM practices. Issues pertaining cross-national transfer of HRM practices, individualism at your workplace, individual and organizational transformation, more influence of economic success, differences in leadership practices, emphasis to spirituality, dehumanization, greater role of the state, difference in consultation and ownership are some regarding the key concerns that emerge in organization processes due to the cultural difference in management practice.
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Both western and non-western management culture has its own benefits and shortcomings. This research paper performs critical analysis of both western and non-western management culture by analyzing the relevant literature of human resource management in line with the management culture that will be discussed in the next section. The discussion is built around difference in management styles of countries like Sweden, Japan, United Kingdom and India. In last section, based on the analysis of western and non-western management style, conclusions and recommendations are drawn.
Armstrong (2009) defines human resource management as “set of policies which are designed to improve the organizational integration, employee commitment, flexibility and quality of work”. Human Resource Management acts as an intermediate between the organization and the employees. The practice of human resource management involves supervision of the people ( how they are employed and managed) in the organization. a well-designed structure of human resource management within an organization should result in no Trade Unions.
Human resource management is a vital segment of any organization. It plays a important role in defining and designing the current weather of organization culture. Organization culture is known as “set of shared values and beliefs” specified by the organization taking into account various agreeable and disagreeable conducts. Jackson (2002) supports a cross-cultural approach within an organization in order to give emphasis to management of segregation across cultures and to deal with the apprehension of difference in people management styles. Strategic human resource management also helps the organization to gain a sustainable competitive advantage over its competitors composed of high-quality people.
The roles and objectives of human resource management depend upon the volume of the organization. Torrington et al. (2005) explained that as the size of the organization increases, the scope of employing people to specialize in particular areas of human resource management also increases. Figure 1.1 demonstrates various roles and objectives of human resource management.
Change-management Objectives
Performance Objectives
Administrative Objectives
Staffing Objectives
Human Resource Management
Human resource generalists
Line Managers
Consultants and advisers
Human resource specialists
Subcontractors
Figure 1.1: HRM roles and objectives [Torrington et al. (2005)]
Keating et al. (2004) identifies comparative human resource management (CHRM) research which improves the adequacy of human resource management practice and provides global point of view. CHRM research includes a comparative study of human resource management which results in variation due to the difference in culture and institutional environments. This research also supports cultural relativity between HRM concepts, theories and models.
The word ‘Integrative’ imply the propensity to collate diverse rudiments into one single function. Liu (2004) suggests that an organization make use of integrative human resource management (IHRM) research model in order to allow all their subsidiaries to establish same human resource management practices. This method is more expensive due to integration between the parent company and all their subsidiaries through inter-transfer of their HRM practices. A critical challenge facing IHRM is fast and growing globalizing world.
Figure 1.2 shows some of the key characteristics of Comparative and Integrative human resource management.
Comparative HRM
Integrative HRM
Comparative HRM compares HRM practices at organizational level as well as national level
Integrative HRM approach compares HRM practices at organizational level
A study of Comparative HRM helps in identifying different patterns of HRM practices at organizational level as well as national level
Two main objectives of Integrative HRM are:
Standardization
International learning
A study of Comparative HRM helps in identifying different good reasons for the variations in HRM practices investigated at organizational level as well as national level
Integrative HRM approach describes same HRM practices for both parent company as well as its subsidiaries
Comparative HRM describes two major categories for the reasons of variation:
Cultural Issues
Institutional Issues
Major challenges of Integrative HRM are:
Globalizing world
Robust transfer mechanisms
Difference in cultural values
Comparative HRM does not use theoretical framework
Integrative HRM involves centralization of work and improves monitoring
Figure 1.2: Comparative HRM and Integrative HRM
Comparative HRM and Integrative HRM approach are used by the organization in order to measure the impact of their existing HRM practices. Furthermore, CHRM provides a global perspective and IHRM facilitate centralization of work within organization. The organization implies Comparative Human Resource Management (CHRM) and Integrative Human Resource Management (IHRM) in order to investigate the areas of improvement.
In the next part of this section, we shall discuss how CHRM and IHRM are related to the practice of personnel management and work group management.
HRM versus Personnel Management
Personnel Management is typically pertaining to the practices and directions associated with management of employees working in an organization. As discussed earlier (in section 1 – overview), HRM also defines the practices pertaining to the supervision of the employees in an organization. So, what is the difference between Personnel Management and HRM?
Bratton et al. (2007) describes the evolution of personnel management and some of the key differences between Personnel Management and HRM. In England (1970), when a new legislation was approved, promoting the equality in employment, there was an unexpected increase in the functions and status of personnel manager. A study conducted by “Donovan Commission” states that since 1914 there has been a constant growth of personnel managers with most of them found to be men.