The ‘7-S’ Frame Work for Safety Management

The ‘7-S’ Frame Work for Safety Management

   This article recall our attention towards a strategic vision about implementation of Mckinsey’s 7-S Frame work. This frame work was developed in the late 70’s by Mckinsey Company, a reputed Management consultancy firm in U.S.A. for strategic planning. In my opinion, in our industry SAFETY also comes under strategic planning

            In general terms, the proposition of the ‘7-S’ model suggests that there are multiple factors which influence organizational culture. Since the variables are inter connected, the significant progress can’t be made in one area unless corresponding progress is made in other areas too.

RELEVANCE FOR 7-S SAFETY FRAME WORK

1-     SAFETY STRATAGY:-

        Here means to achieve organizational purpose example.

• Celebration of Safety Week
• Organise Safety Conference                                       Top Management
• Attend Safety council
• Investigate Safety Audit
• Follow up top Management strategies
• Pit Safety Committee                                                 Middle Management
• Accident Analyses
• Follow up higher strategies & circulars etc
• General Safety Consciousness’ & IQ                         Lower Management unit level
• Confidence on field experience
• Tendency to be Careful

1-    SAFETY STRUCTURE:-

            It is again an organizational tool kit. I can say this structure resemble to corporate super structure. It indicates to what extent activities are specialized and the way in which the safety tasks are integrated and coordinated.

The channel is as given below:-

Govt. ---------à DGMS ----------------------------à ESO-------------------------------------------

                                                =                                  ׀׀

Mission -------à CMD----------à D(T)-------à GM(Safety)----àSAM-----àMgr.----àSO

                                                                                      ↓

                                                                                    ISO ------------------------------------------

=  indirectly structure   --- direct structure

ESO----à  External Safety Organization

ISO ----à Internal Safety Organization

3-    SAFETY SYSTEM:-

            Rules, Regulations & procedures constitute ‘System’ in 7-S frame work. So safety systems are complement to the organizational structure. These systems may also be known as “Infrastructure” and include subsystems:-

─ Safety planning and control

─ Safety training & development

─ Safety performance evaluation & monitoring

─ Safety capital budgeting

─ Safety cost Accounting procedure etc.

4-   SAFETY STAFF:-

            The term carries a specific meaning here. It refer to the way organization induct young recruit into main stream of activities and the manner in which they manage their carreers as the new entrants develops into managers.

JET/MT-------à Under Manager or -------à Safety ------à Linked with Safety Structure

                       Asst. Manager                   Officer               given in (2)

                                                                      ׀׀                           

                                                            Safety Overman

                                                                            ׀׀

Safety Mining Sirdars                                                        

׀׀                                                                          

                                                     ׀׀           ׀׀           ׀׀           ׀׀           ׀׀

                                                  Safety                                     Mazdoor

5-     SAFETY SKILLS:-

            These skill refer to the ‘distinctive competence’ which reflect the dominate skill of an organization and may consists competence in terms of managerial and engineering skills.

6-     SAFETY STYLE:-

            It is an another variable which may determine the effectiveness of an organizational change effort. Again style is an aspect of organizational culture.

7-     SHARED VALUE OR SUPERORDINATE GOALS:-

            It refers the set of values and aspirations that go beyond the Formal statement of our mission. In other words these are fundamental ideas around which the formal statement of corporate objective can be made as:-

                                                            

 Structure  Strategy   Systems        

      Style Skills  Super ordinate goals   Staff