4th industrial Revolution
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The document discusses how 5 million jobs will disappear due to disruptive technologies in industries like healthcare, transportation, and manufacturing. It notes that installation/maintenance, construction, creative/media, and office jobs will be most affected. Speakers note the need to prepare Malaysia's workforce for the changing nature of work through initiatives like Education 4.0, training grants from HRDF, and developing skills like being holistic, entrepreneurial, balanced, articulate, and thinking. Sources are provided on expectations for future workforce mobility and engaging expatriates.
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Management safety commitment alone does not influence safety participation in occupational safety and health management systems (OSH MS). Safety training and employee involvement are important for influencing participation. Implementing an OSH MS requires safety training so it can function effectively with decentralized decision-making. Employee involvement empowers workers to participate in management decisions and improvements. While extrinsic rewards motivate behavior, the role of safety officers providing advice moderates the relationship between management commitment and safety participation in OSH MS, replacing direct management intervention in large organizations.
XXI World Safety and Health Conference_060917 s14
The document discusses a study examining perspectives on gender responsive occupational safety and health (OSH) in Malaysia between regulators and employees. The study aimed to understand if regulators who implement OSH practices and employees who receive them have different views. Interviews found regulators focused on equal treatment regardless of gender, while employees noted physical differences and challenges for women, such as carrying heavy loads. Both groups agreed gender differences in the workplace lead to varied health hazards and demands. The discussion section notes a lack of gender awareness among stakeholders and a need for more regulator training on addressing gender in OSH.
WCSH2017 Poster SMEs and OSHMS
1. Safety Implementations in Malaysian SMEs
2. OSHMS Safety Participation in Malaysian Manufacturing Firms
Culture & Change
Organizational culture was traditionally seen as something that could be controlled by executives, but is now viewed as a deeper set of shared assumptions that are not easily changed. Culture exists below the surface like an iceberg and is influenced more by everyday experiences than direct management. When seeking to change culture, it is important to determine if compliance with new approaches is genuine or resigned, and if changes are only superficial or reflect deeper shifts in underlying values and behaviors. Effective cultural change involves understanding what can influence culture and why change is needed rather than just how to change.
Orgn Structure
The document discusses organizational structure and design. It describes organizational structure as the formal system of tasks and reporting relationships that coordinates employees to achieve goals. Organizational design is the process that managers use to make structuring choices. The document outlines different types of divisional structures like product, geographic, and market structures. It also covers matrix structures that group people by both function and product. Product team and network structures are presented as alternatives that use cross-functional teams or strategic alliances.
Leadership
This document summarizes several theories of leadership, including:
- Trait theories, which focus on distinguishing leadership traits, like extroversion and conscientiousness. Traits can predict leader emergence but not effectiveness.
- Behavioral theories, which propose specific behaviors differentiate leaders. Leadership is a skill that can be taught.
- Contingency theories, which emphasize the environment's importance. Fiedler's model and situational leadership theory examine how leadership style must match situational factors.
- Transformational leadership inspires followers to transcend self-interest for the organization's good. Ethics and trust are also discussed.
Power influence slideshare
This document discusses power and influence in organizations. It defines power as the capacity to influence others and explores how power is derived from sources like legitimate authority, control over rewards and punishments, expertise, and personal charisma. Power is greatest when a person controls a critical and non-substitutable resource and is central to many interdependent relationships. Influence tactics range from assertive commands to more subtle strategies like coalition building, information control, appeals to higher authority, and persuasion. The effectiveness of influence depends on factors like the message, audience, and whether it motivates commitment versus mere compliance.
Conflict & Negotiation (OB)
This document discusses conflict and negotiation in the workplace. It identifies sources of conflict like differing goals, values, and scarce resources. It examines five approaches to handling conflict and when each is appropriate. It also discusses seven organizational approaches to reducing dysfunctional conflict, such as emphasizing shared goals, improving communication, and clarifying rules. The document covers negotiating fundamentals, managing information and the negotiation process, and resolving conflict through third parties like mediation or arbitration.
Team & Communication slideshare
The document discusses different types of task interdependence that can exist in groups including pooled, sequential, reciprocal, and comprehensive interdependence, explaining the degree of coordination required for each. It provides examples of poultry processing using pooled interdependence and aircraft assembly using sequential interdependence. The 5 stages of group development are also mentioned as another topic covered in the chapter.
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