First-line managers

Thioacetazone is a tuberculostatic agent with limited activity but still used on a large scale for the first-line management of tuberculosis in developing countries because it is extremely cheap. 

K. Chatterjee, J.-L. Rouleau, and W. W. Parmley, Medical management of patients with angina. Has first-line management changed , /. Amer. Med. Assoc., 252 1170-1176 (1984). 

The first-line management of any primary hyperlipidaemia should always be dietary modification. This may be time-consuming and difficult but its importance should not be underestimated. Dietary management as a sole therapy should be pursued for 3-6 months before... 

Wood L, Palmer M, Hewitt J, Urtasun R, Bruera E, Rapp E, Thaell JF. Results of a phase III, double-blind, placebo-controlled trial of megestrol acetate modulation of P-glycoprotein-me-diated drug resistance in the first-line management of small-cell lung carcinoma. BrJ Cancer (1998) 77,627-31. 

For patients with low-flow priapism of relatively short duration (approximately 4 h) penile aspiration and irrigation with saline remain the standard first line management strategies. 

Monitoring of the system is often undertaken by first line management as part of their job function. It is the... 

Supervision/First Line Management Roles and Responsibilities... 

Predisposing Factors Level 5 - Supervision/ First-Line Management Roles and Responsibilities... 

Supervisoiy grades and first-line managers have long been considered cracial to safety for they are the conduit between those who (traditionally) set the rules and those who use them. In addition, it is supervisors and first-line managers who are best placed to see, on a day-to-day basis, whether the operations are being conducted safely and/or whether there are practical difficulties which militate against safe operation. They are, in theory, best placed to know not only what should done but also what is done. 

In addition, if the pivotal role of supervisors and first-line managers is to be fully capitalised in the context of health arrd safety, they need ... 

In the Talbot et al. (1996) study of reasons why accepted safety and work standards ate not complied with on mines (funded by the South African SIMRAC programme) a wide range of circumstances were identified which indicated clearly that supervisors and first-line managers knew of many instances of breaches of standards and procedures but seemed to accept this as, if not inevitable, normal . This study covered four mines (two gold, one eoal and one platiniun) and was based on a series of five questiomraires presented to a sample of management, supervisory and workforce staff and supplemented by discussion and observatiou The approach taken created a data set and conclusions which were based almost entirely on the experience, views and opinions of the front-line staff therrrselves, rather than theories or conjecture on the part of the researchers. 

All too frequently the assumption is made that a good operator will be a naturaf supervisor or that a young engineer will, by dint of his knowledge alone, be adequately equipped to be a first-line manager. In both of these circumstances the assumption is rarely, if ever, trae. 

Training, especially in relation to safety responsibilities, is essential. The process outhned in Section 7.2.1 above provides a sound and systematic basis on which to define the (safety) training needs analysis for all those supervisory and first-line management roles allocated safety responsibihties. 

Where supervisors and first-line managers have defined responsibilities for monitoring the safety of conditions and/or activities (whether in the form of, for example, methane measurement, roof sounding, signing-off Permits to Work etc.) it is essential that their activities in delivering these responsibilities is actively and systematically supported by senior staff on the mine. 

Common issues associated with a lack of active support for the safety responsibiUties of supervisors/first-line managers include ... 

Any lack of compliance is examined to identity what is behind the problem as there may be genttine reasons beyond the control of the supervisor/first-line manager and their staff which are actually creating the difficulty. 

The purpose of the exercise should always and only be to improve safely. It should only lead to action taken against the supervisor/first-line manager if they are clearly the root cause of the problem. 

One significant form of performance monitoring for supervisors/first-line managers which should be seriously considered (if not already in place) is the provision of mentoring/coaching during the early months in the job, perhaps as part of a formal probationary period. 

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