This document discusses implementing a management control system to ensure health and safety in accordance with UK law. It outlines a strategy called PRIME to organize communications through key words to influence safe working practices. The process involves regulating, observing, impacting, and maintaining safety through documentation, training, and risk assessment. The goal is zero harm for all employees through a shared commitment to safety values, behaviors, and expectations.

1. My Management Control System’ Putting the Health and Safety at Work etc Act 1974 into Practice
Clive Burgess © 2007
Strategy –
PRIME: Organising communications through key words to influence safe working practice and change your safety culture forever…
PROCESS
The Policy:
OHS&E Safety Everywhere, Everyday We want you to come to work and go
The Goal: home without harm
Zero Harm Safety Everywhere, Everyday 1
The Charter:
Vision, Values & Behaviours. Commitment
The Commitment: How we do things around here
Providing Safety and Preventing Harm to All
The Expectations:
Living up to ‘Safety it’s My Responsibility’
The Culture: 2
Behaving Safe, without Harm, Identifying Hazards
The Organisation:
We want you to do this using these
Support through Consultation, Communication and Reporting
The Leadership: to produce that
Offering Guidance, Direction and Support, Honest and Trustworthy
3
The Systems:
Documentation and Data for Safe Operations Practice, Controlling Risks We want you to follow
these rules
4
Keeping control of the situation
Reduce risk by assessing the situation
Remove, reduce or contain hazards Making your
Documentation (paper flow) Auditable trail 5 imprint last

2. My Management Control System’ Putting the Health and Safety at Work etc Act 1974 into Practice
Clive Burgess © 2007
Strategy – PRIME: organising communications through key words to influence safe working practice forever
Process
Regulate Observe the systematic interaction of people, machines in relation to
Impact the work environment. Consider the organisational and cultural
Maintain factors, which effect the actions or activities performed to complete
Execute the task.
Researched in Practice reflected
Making your imprint last
back in theory
Process (Execute) Identify responsibility and accountability
Using my three new ©guidebooks. 1: Use My dot Info 2: Mult-Site (OHS) 3: Creating Your Safety Imprint Safely including my conceptual
model ‘the cultural and social aspects of management’ reflecting five different levels in management practice and by employing me.
Execute Hazard identification, risk assessment, and control of risks
Regulate Contingency preparedness and response
Manage Risks Pattern Maintenance
Risk Controller or SHE Coordinator
Impact (Implement) Documentation and data control
The Participant Observer/Administrator
Policy
Maintain Training and competency Inform, Instruct, Train:
Manage Information
Manage People Monitoring the Situation
HSG 65
Inspecting Inc Risk Assessing
Manage Operations
Investigating Inc Risk Assessing
Manage Finance
Measuring Performance Reviewing Performance
Keeping control of the situation Auditing
Reduce risk by assessing the situation
Remove, reduce or contain hazards Advice and Reports
Documentation (paper flow) Auditable trail
Check employee’s perception, knowledge and practices of employees in relation
to health and safety

3. My Management Control System’ Putting the Health and Safety at Work etc Act 1974 into Practice
Clive Burgess © 2007
Evolutionary Manager Macdonald 1998 [Leader] Deals with anyone necessary to make a decision or do the job – Accepts the responsibility but involves
others in the decision – Shares information – Tries to master a number of management disciplines; forever learning – Trust others – Constantly searches for a
better way – Demands results [Good social skills, persuasive, influential and persistent] Macdonald 1998 p234
Developing foresight etc In ‘Calling a Halt to Mindless Change’ John Macdonald 1998 p54 states that ‘Performance appraisal systems are one of the
control mechanisms in the scientific management concept of command, control and compliance’.
Macdonald in his book states that ‘however considerately these systems are implemented, the essential element remains boss evaluating subordinate to
determine reward or punishment’ creating ‘winners’ and ‘losers’.
This in turn ‘develops cynicism and poor morale in a culture that becomes divided into winners and losers Macdonald 1998 p56’ [A ‘Blame’ culture]
Four questions to ask ones self are: [Focus]
Why do I want to know that?
Why is that important?
How would that affect things?
How is this pushing my thinking beyond what I already know?
The practice of ‘shukbo’…
Benchmarking is the process of identifying, understanding, and adapting outstanding practices and processes from organisations anywhere in the world in
order to help your own organisation to improve its performance. ‘Calling a Halt to Mindless Change’ American Management Association
ISBN 0-814-0349-2 1997 ©John Macdonald
Three methods of organizational control – Amitas Etzion Sociologist
Coercive: is what you get when you point a gun at someone and tell them to do what you want. This method is alienating and works only for so long.
Utilitarian: paying people to do what you want, this form of control only buys labour but not good will.
Normative: system of shared values to direct behaviour, normative control is what induces people to devote themselves to a cause. Foremost powerful
control – incentive compensation [Gains employee satisfaction]
It is not about what you think is right, it’s what you do to make it right changes the situation
Clive burgess
31st July 2006

4. My Management Control System’ Putting the Health and Safety at Work etc Act 1974 into Practice
Clive Burgess © 2007
Although thought maybe seen by some as subjective, it is the actions one takes by using ones own definition of the situation and the social relationship
between the interaction of the participant and how others respond to the actions taken, which create socially real consequences.
Clive burgess
13th July 2005
Shared Set of Values
Used to direct behaviour
Set of Shared values and beliefs held by the group, can be understood by looking at the paradigms* or Schema
*Paradigms: sets of beliefs or assumptions
- gives one a view of the world
- a way of making sense of our surroundings.
It is said that we cannot live without them
- we need them as a frame of reference.
Every culture is a paradigm
Wells 1998 PRIME
PLAN Goal Attainment
Identify what you want to achieve and when you want to achieve it by.
Organisational ‘Culture’ the particular configuration of norms, values, beliefs and ways of behaving that characterise the manner in which groups and
individuals collaborate.
The Goal Hierarchy
VISION Rules of Business
Main Corporate Goals Comply with the law
Division Goals Make a profit
Department Goals Protect Assets
Work Group Goals Reduce Liabilities
Individual Goals Communication
Know what’s going on
Give direction

5. My Management Control System’ Putting the Health and Safety at Work etc Act 1974 into Practice
Clive Burgess © 2007
Involvement in decisions
‘What’s in it for me?’
‘Empower employees to apply best safety practices in their daily activities’
‘Continuously improve our safety systems’
‘Monitor and measure our safety performance’
‘Sustain processes that ensure relevant regulatory requirements are met or exceeded’
‘Sustain systems that minimize waste, conserve resources and protect the environment’
‘Provide and maintain a safe work environment through a consultative and proactive approach to risk management’
‘Provide training programs which enable employees to fulfil their personal and corporate responsibilities for safety, health and the environment’
‘Recognize excellence in safety performance’
Shares information
Systems of Actions – These are the actual and informal actions or activities conducted by the group, which create official and unofficial roles within the
organisation
System 2 any set or group of interrelated elements or parts where a change in one part would affect some or all other parts
Collins 2005 p629
Action 2 (in contrast with behaviour) any unit or sequence of individual social activity which is intentional or purposive and involves conscious
deliberation rather than merely being a result of a biological reflex
Collins 2005 p4
Organization 1 a type of collectivity established for specific aims or goals characterised by a formal structure of rules, authority relations etc – These
are the formal or Ideal
Collins 2005 p435

6. My Management Control System’ Putting the Health and Safety at Work etc Act 1974 into Practice
Clive Burgess © 2007
Shared Set of Values
Used to direct behaviour
Consultation
Manage Information
PLAN BEHAVIOUR
Goal Patterns or Trends
Attainment
Manage Risks
Pattern Maintenance
Teamwork
Compliance
The Participant
Observer/Administrator
Manage Finance Inform, Instruct or Train Manage People
Monitoring the Situation
Measuring Performance
Reviewing Performance
Legislation
Acts of Parliament, GUIDELINES Rational
Statutory Instruments (SI) Information ORGANISATION
Regulations, Involvement
Approved Codes of Practice (ACOP)
Company
Codes of Practice (BSI)
Rules,
HS (G) 65 Manage Operations
Regulations,
Policies and
Procedures
Management
Leadership/Supervision