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Semelhante a Organisational Culture's Impact on Musculoskeletal Disorders in UK Construction
Semelhante a Organisational Culture's Impact on Musculoskeletal Disorders in UK Construction (20)
Organisational Culture's Impact on Musculoskeletal Disorders in UK Construction
- 1. Sir Ian Dixon Scholarship The Impact of Organisational Culture upon Musculoskeletal Disorders within the UK Construction Industry Steven Sanzone Laing O’Rourke
- 11. Respondents Job Roles 1 Procurement Manager 1 Taper / Decorator 1 Security Guard 1 Professor 2 Mechanical Supervisor 2 Architect / Designer 4 Plant Operator 5 Director 11 HSE Manager 12 Manager / Supervisor 17 Joiner 22 Project Manager 25 Electrician / Engineer 25 General Operative 27 Ceiling Fixer 40 Scaffolder No of Respondents Position within Organisation
- 12. Likelihood of manual handling injury occurring?
- 13. What are the main causes of MSD’s occurring within the industry? Causes of MSD’s Poor manual handling technique Lifestyle / Technology Attitudes / Behaviour (risk taking)
- 14. What would reduce manual handling injuries?
- 15. Accidents occur due to mistakes and poor attitudes?
- 16. Link between attitudes and manual handling injuries?
- 27. Recommendations
- 33. Thank you and Questions
Notas do Editor
- Confederation of British Industry (CBI) – Those with a back injury are 50% not likely to return to the same role if they are out of the workplace for more than 4 months, therefore the implications of MSD’s can have a major effect on a persons life and wellbeing.
- What we do on a daily basis and advancement in technologies
- Bullet point 3 – In most cases a MSD is not caused by a single moment (i.e. the task they were doing at the time) but is a cumulative build up of other activities within and out with the work environment. When investigating an incident we need to look at the wider picture as to why it happened (lifestyle) not just the incident itself.
- Bullet Point 3 – Moral change for the better, make then aware that the organisation cares and doing thing for change Bullet Point 4 – Must be real and not just a lip service
- Bullet Point 3 : To make someone stop and think of the consequences before they act
- Bullet Point 2 – Continue to integrate health into all that we do with more surveillance and assessing of operatives. Bullet point 4 – There is a need for a fair blame culture, whereby discipline will be enforced for those that disregard the rules and make others aware and help change attitudes towards safe lifting. Encourage reporting to management to act
- Bullet Point 2 - There is a reliance on the operatives to follow information and training given to them, however there is an element of people that no matter what will have a blatant disregard to health and safety for themselves and others. It is essential for an organisation to train, support, advise people but also a need for the organisation to protect itself from these people and them from there self.
- Training – should be specific and relevant to the construction industry to help operatives engage and increase likelihood of following the advice and techniques (bespoke). The organisation – Requirement of legislation (CDM 2007), managing the Construction Occupational Health Management Essentials (COHME) initiative lead to pushing the information into the design and construction environment. Corporate responsibility for driving and cascading information. Commitment to change Management – They are the key for monitoring and assessing those that maybe at risk on a daily basis. Management and supervisors to drive the need for change at site level. Behaviour training and management of behaviours for managers in identifying operatives at risk.