Proposing and defending a strategy for management of change

This section deals with managing change as it relates to the OHS needs of an organization. It is useful at this point to note that change in the way OHS is handled in an organization may not occur because of OHS concerns at all. It may be part of a wider 

Some contemporary management strategies which have a short-term focus onfy on shareholder value m create an organizational culture with a detrimental impact on OHS because of the dilution of commitment and motivation. This can come about through  

Another point to remember is that a lot of people work in not-for-profit organizations, so care must be exercised in using the effect of injiuy on profits, as such, when making a case for managing safety and risk. Not-for-profit organizations still need to contain costs to break even or to accumulate reserves. 

A health and safety practitioner who has been newly employed to act in a consulting role to hne management to improve safety, needs to remember the old idea of teach a person to fish, don t give them a fish , if the practitioner wants them to be self-sufficient once he or she is gone. There is a need to avoid the understandable desire of some practitioners to create a constituency, or climate, of continuing dependency on them. 

What has been written above is simply meant as a caution against change for change s sake. However, if senior management have committed themselves to change, you, as an OHS practitioner or line manager, must support it. Yom focus then becomes 

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