Management commitment/involvement

Having won commitment from the top, the next challenge is to put it to good use. As summarized in the previous section, the most effective application of management commitment involves three kinds of activities, as detailed here. 

Furthermore, management commitment involves every department, function and process in the organization and the active commitment of everyone in the organization to meeting customer needs and seeking continuous improvement. 

Management Commitment, Involvement and Leadership Training and Education Employee Involvement Hazard Identification and Analysis Hazard Prevention, Elimination and Control... 

It is critical to the success of the implementation and continued maintenance of a quality program that management commitment is constantly visible to the company s employees. Management that clearly support quality by way of leadership and adequate resource allocation is more likely to secure and retain committed and enthusiastic employees. Executive management that does not walk the talk is likely to be viewed as duplicitous and not genuinely committed to the corporate quality mission. Employees should be encouraged to become involved and take ownership of compliance enhancements and continuous improvements in their specific areas. Individual personnel efforts should be directed by the company s overall program of continuous improvement and forward quality. 

Executive management commitment and involvement Proactive QAunit... 

Management Commitment and Resources. The introduction of a quality system is a lengthy and resourceintensive process. It must be carefully planned and needs the full commitment of all parties involved, particularly management. Once in place, a quality system must be continuously maintained, which also requires management and staff resources. 

Commitment of management and involvement of workers (in this case, laboratory analysts), are essential. Management commitment to worker safety requires ... 

Common ingredients of a safety culture based on these values include management commitment to safety and the safety values, management involvement in achieving the safety goals, employee empowerment, and appropriate and effective incentive structures and reporting systems. 

In the model companies, senior management assumes responsibility for safety and provides the leadership necessaiy to achieve the superior results expected. Management has ownership of safety as a part of operating responsibility. It s understood that management commitment, direction, and involvement are the sine qua non, the prime requirement for effectiveness in safety. If superior results are desired, there must be a long-term commitment to long-term goals. That s an absolute. 

In entities that have achieved outstanding safety records, all employees know that management is held accountable, is involved, and holds subordinates responsible for their results. If incident experience is considered to be unsatisfactory by management, safety professionals should promote, with great tact and diplomacy, the asking of the obvious but difficult questions. Has that experience resulted from an absence of management commitment to hazard prevention and control Has the adverse experience been programmed into operations, by implication ... 

Management policies, organization, and commitment are shown together as one element in some causation models. One could aigue that management commitment and involvement deserve separate and distinct consideration since they are the reflection and extension of the organization s culture, from which all hazard prevention and control decisions derive. 

Management commitment and employee involvement are complementary. Management commitment provides the motivating force and... 

Ensuring that managers understand their safety and health responsibilities as described under Management Commitment and Employee Involvement, so that the managers will effectively carry out those responsibilities. 

A safety policy statement should include statements about management involvement rather than the typical management commitment. ... 

Poor management control or lack of management control is what invariably leads to accidents, which in turn cause loss. The key to a positive safety culture, a weak safety culture, or a change in safety culture is management s commitment, involvement, and leadership of the safety drive. 

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