Skip directly to search Skip directly to A to Z list Skip directly to page options Skip directly to site content

NIOSHTIC-2 Publications Search

Search Results

Team building and motivation.

Authors
Moser-R Jr.
Source
Effective Management of Health and Safety Programs: A Practical Guide, 3rd edition. Moser R Jr., ed., Berverly Farms, MA: OEM Press, 2008 Mar; :117-128
NIOSHTIC No.
20038008
Abstract
Health and safety challenges in the community, workplace, and government and regulatory environments are growing increasingly complex, and they frequently require a team effort to resolve. For example, as discussed in Chapter 12, we have found that conducting a comprehensive health and safety audit of a worksite requires occupational medicine, occupational health nursing, safety and ergonomics, and industrial hygiene representatives. Even if only a single health and safety discipline is involved in a program or project, the manager will frequently find it essential to instill a sense of cooperation and support among the professionals and staff involved in order to obtain quality results. Teams may be as small as two people or may involve a large number of individuals. The essential criteria of a team are that the members are working together on a common task, members have to interact and influence each other in order to accomplish the task, each member is essential to the effort, and the team effort is necessary for the satisfaction of individual needs [1-4). Team members contribute to a team, but only the team as a whole performs [5). Simply calling a group of people a team does not make them one, as has been demonstrated too often when a "group" effort was totally unsuccessful because a true team had never been formed [2). Consideration of some basic aspects of team building may aid the manager in forming, maintaining, and motivating teams. TEAM BUILDING: Typically, professional and staff members will have already been assigned to the health and safety unit, and the director has the responsibility of bringing these individuals together into a cohesive, supportive crew. As requirements change, the manager may need to form new teams, which may be subsets of the health and safety organization or indude people from outside the health and safety group. In summary, the health and safety manager works through and with team members to achieve organizational goals and objectives. The manager's output is, in essence, the output of the team. By building and motivating effective teams, the manager helps members reach the highest level of self-actualization. Such an achievement pays dividends in increased productivity and personal satisfaction for the team members and the manager.
Keywords
Management-personnel; Occupational-health-programs; Occupational-safety-programs; Decision-making; Training; Education; Occupational-health; Environmental-health; Personality-traits; Behavior; Behavior-patterns; Worker-motivation; Group-behavior; Group-dynamics; Task-performance; Performance-capability; Work-practices; Professional-workers; Job-analysis; Safety-climate; Safety-programs; Health-programs; Regulations; Quality-control; Quality-standards
Publication Date
20080301
Document Type
Book or book chapter
Editors
Moser-R Jr
Funding Type
Grant
Fiscal Year
2008
NTIS Accession No.
NTIS Price
ISBN No.
9781883595500
Identifying No.
Grant-Number-T42-OH-008414
Source Name
Effective Management of Health and Safety Programs: A Practical Guide, 3rd edition
State
UT
Performing Organization
University of Utah, Salt Lake City, Utah
TOP