How Google Sold Its Engineers on Manage

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How Google Sold Its Engineers on Manage
This assignment represents 60% of your final grade.
Knowledge and Understanding Outcomes
K1. Understand a range of social science theories that apply to individuals, groups and organisations themselves.
K2.  Understand the nature of leadership and  management
K3. Understand the main features of organisational structure and design
K4. Understand different facets of organisational communication and barriers to effective  communication
K5. Understand strategies for achieving organisational change and overcoming resistance to change
Ability Outcomes
A2. Apply appropriate theories to improve levels of performance in organisations or
resolveproblems associated with performance issues.
A3. Design a programme of change for a chosen organisation and produce a plan for overcoming resistance to change to include an assessment of the culture of the organisation and consideration of the structure.
Task: 1,500 word essay
Use the case studyJones Homes (JH) and your knowledge of Organisational Behaviour theory to analyse and evaluate the problems and recommend solutions, at JH
1. Beth and Sandeep have different opinions about the best way to promote the
‘Kings Court’ development. Analyse why a telephone call between Beth and Sandeep was not likely to resolve these differences.
2. Recommend to Beth how she could use the proposed meeting to persuade Sandeep to adopt her ideas for promoting the King’s Court development. Use the case study to justify your answer.
3.  Use your analysis and evaluation of the situation to produce a change management programme for Mohammed.
JONES HOMES
One of Jones Homes (JH) recent developments is ‘Kings Court’. The development offers spacious housing that is suitable for ‘young professionals’. Sandeep Gupta has recently joined Jones Homes and has taken over as the JH manager for promoting West Yorkshire developments. From his experience, he knows that this type of accommodationis  best sold to ‘buy-to-let’ investors. These investors buy the accommodation and then rent them out to individuals. Buy-to-let investors are interested in the location and size of properties and are not persuaded by ‘glossy’ brochures.
Beth Hardcastle received a telephone call from Sandeep, in which he complained about a recent ‘photo shoot’. Beth had employed a business to take photographs, with professional models, to use in the promotional brochure. Sandeep complained that the photographs were ‘trendy’ and would look better in a glossy magazine. He said that they were not suitable for a brochure aimed at buy-to-let investors.
Beth explained to Sandeep that, at the initial meeting, the previous JH manager had stated that there was growing demand from first-time buyers in West Yorkshire and that it would be better to target first-time buyers than buy-to-let investors. Beth told Sandeep that first-time buyers were persuaded by glossy brochures and that trendy photographs were appropriate.
During the telephone call, as Sandeep was still very unhappy about using thephotographs, Beth emailed Sandeep some examples of alternative advertising materials.
These materials had been used successfully for a similar development in the North West. In this development, a ‘facebook’ advertising campaign had been used in place of a traditional website page. The campaign also made use of a ‘twitter’ account and alternative media for printed advertising, eg poster advertising at a nearby railway station.
Sandeep replied that Beth had ‘lost the plot’ and that he would talk to Mohammed Akhtar, the Senior JH manager.
Beth has to persuade Sandeep that new forms of promotion are required. She has arranged a meeting with Sandeep in seven days’ time at the Kings Court site. She will use one of the site buildings to hold the meeting. The room has audio-visual equipment and she can invite other people to help to persuade Sandeep. She definitely knows that a standard PowerPoint presentation will not, by itself, convince Sandeep.
Meanwhile Sandeep is feeling uncomfortable – he is not used to having his decisions challenged.  He asks Mohammed Akhtarto attend the meeting.
Guide to Assessment:
1,500 words
You must demonstrate an understanding of the following topics:
?    Individuals within organisations
?    Groups and Teams
?    Leadership, management and the nature of management
?    Communication
?    Organisational Change
To show this clearly you must APPLY and fully reference Organisational Behaviour models and theories, to the case study. Your answers must be in your own wording.  Do not simply select details from the case study and comment on them, use text books, journals and lecture notes, to support your findings. To gain additional marks you should be able to analyse communications and the change management process.  To achieve the highest grades you must also justify the suggested approaches for both Beth and Mohammed.


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PRS4210 Occupational Health, Safety & Hygiene

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PRS4210 Occupational Health, Safety & Hygiene.
Module Leaders Welcome
Welcome to PRS4210 Occupational Health, Safety & Hygiene.
Throughout this module you will have the opportunity to explore the subject of occupational health, safety and hygiene. Hopefully you will find the subject interesting and relevant.
This handbook is designed to support you in your studies and will provide the core information relating to the module, including assessment and teaching process.
There is also a suggested reference material and a wider reading and website list which provide additional information on the various elements that make up the subject area.
The wider you read about and around the subject the more perspectives you will encounter and the better placed you will be to explore the many approaches possible.
There are many organisations, the Health and Safety Executive, local authorities, employers, unions and voluntary organisations which all play a role in improving the working environment.
The challenge is not only to understand their roles and impacts but to be able to evaluate and judge their successes and failings.
I look forward to facilitating your learning in an area that continues to challenge as the pace of change in the work environment quickens with the introduction of new working practices and technologies.
PRS4210 Factors Shaping Health and Safety at Work
Aims
To thoroughly appraise the factors that shape occupational health and safety at work.
By evaluating these factors – legal, policy, human and organisational – students will be able to determine the legal and theoretical basis to the current approaches to occupational health and how change is caused by external influencing factors.
Syllabus
• Legal and theoretical aspects of managing workplace hazards incorporating statutory and regulatory obligations and guidance and research from HSE and professional body(s).
• Agencies enforcement policies and decision making process and their influence on safety standards and how they are monitored and benchmarked.
• Managing safety through developing an organisation safety policy, and its implementation through communication.
• Safety information sources and uses as indicators of success and in informing enforcement and public health policy.
• The human dimension – safety culture and climate and their importance to organisations.
• Professional practice, competent advice and accountability in occupational risk professions
Learning Outcomes
On completion of this module, the successful student will be able to:
1. Critically evaluate appropriateness of current statutory and regulatory requirements and associated guidance, both criminal and civil, for securing compliance and managing change in occupational safety and health.
2. Critically evaluate and analyse health and safety information, internal and external to the organisation, and its importance as safety performance indicators.
3. Argue the role of health and safety policy in decision making, managing health and safety and importance of communication within an organisation.
4. Appraise the concept of human factors, importance of positive health and safety culture and risk of human error to an organisation.
5. Exhibit critical insight into the interaction between various aspects of professional practice, competent advice and accountability in occupational risk professions
Learning, Teaching and Assessment Strategy
The teaching and learning strategies incorporated in this module are in line with the School’s Teaching, Learning and Assessment strategy.
• Theoretical material will be explored by lectures from tutors and selected external
professionals.
• Real world case studies will be evaluated in a number of ways – for example
discussion with external practitioners
• Workshops will be used to demonstrate equipment, carry out practical inspections, audits and assessments on various workplace scenarios and items of work equipment
• Seminars will be used to extend the theoretical material using group interaction
and practical case studies and exercises
• Background reading and self-directed learning is an essential element for the
successful completion of the learning and teaching activities.
Teaching schedule
See separate file
Formative assessment: (see moodle for submission dates)
A 1000 word essay on the way in which safety culture is influenced by internal and external factors (Learning outcomes 2,3,4)
Marking Criteria
Achieved Partially Achieved Not achieved Feedback
Safety culture comprehensively explained and articulated.
The general principles of safety management clearly evaluated and appraised.
Management solutions clearly identified and communicated.
Breaches of legislation and mitigation clearly evaluated.
Potential legal implications of failure including enforcement identified.
Suitable and sufficient conclusion to the essay has been written.
(If applicable) appendix material is relevant and supportive to the main essay.
Well presented within the required word count with accurate referencing and evidence of wide reading.
Critically analyse how external factors influence how an organisation approaches occupational health and safety and how a failing organisation can be turned around using all appropriate mechanisms of state intervention
Assessing learning outcomes 1,2,3,4,5
1500 words
Marking Criteria Indicative marking % Feedback
70+ 60-69 50-59 40-49 <40
Identify the external factors that impact on an organisation.
Review how policy may influence intervention
Breaches of legislation and mitigation clearly evaluated.
Potential legal implications of failure including enforcement identified.
Analyses how safety culture might respond to these factors.
Suitable and sufficient conclusion to the essay has been written.
(If applicable) appendix material is relevant and supportive to the main essay.
Well presented within the required word count with accurate referencing and evidence of wide reading.
Summative exam (worth 50%):
• 90 minutes
• Open book exam
• Focus on law enforcement using the legal options available to enforcement officers
Suggested module references and further reading
These are the main references I’ve used to construct this module, most can be downloaded for free directly from the internet or using your UniHub access. All weblinks worked in January 2014 but are subject to change.
You are recommended to make full use of the Public health, risk, safety and environment library subject guide of UniHub. The website (http://libguides.mdx.ac.uk/prs – on 01st Feb. 2014) contains further information on relevant guides, library resources and web resources. You may find it useful to contact the subject librarian for risk, safety, health and environment for further information via the main library desk.
Asbury, S. and Richard Ball (2009) Do the right thing – the practical, jargon-free guide to corporate social responsibility www.iosh.co.uk/books
Barbour professional index database (via UniHub)
Boyle T. (2008) Health and Safety: Risk Management IOSH Services Ltd.
Davis, C. (2004) Making companies safe: What works? Centre for Corporate Accountability – (available for free via: http://archive.unitetheunion.org/pdf/(JN____)%20Making%20Companies%20Safe.pdf)
DWP Department of Work and Pensions (2011) Good Health and Safety, Good for Everyone: The next steps in the Government’s plans for reform of the health and safety system in Britain (available for free via: http://www.dwp.gov.uk/docs/good-health-and-safety.pdf)
Frynas, J. (2009) Beyond corporate social responsibility: oil multinationals and social challenges Cambridge University Press, UK (Note: an Mdx professor)
Gadd, S. and A. Collins (2002) Safety Culture: A review of the literature Health and Safety Laboratory, Sheffield, UK (available for free via: http://www.hse.gov.uk/research/hsl_pdf/2002/hsl02-25.pdf)
Hampton, P. (2004) Reducing administrative burdens: effective inspection and enforcement Her Majesty’s Treasury (available for free via:
http://webarchive.nationalarchives.gov.uk/+/http:/www.hm-treasury.gov.uk/prebud_pbr04_hampton.htm)
Hazards magazine – http://www.hazards.org
Hutter, B. (1989) Variations in Regulatory Enforcement Styles Law and Policy Vol.11 (2) pp. 153-174
HSE (undated) Human Factors Briefing Note No. 1 available – with all other HSE human factors briefings – from: http://www.hse.gov.uk/humanfactors/topics/complete.pdf
HSE (2013– new version) Successful health and safety management HS(G) 65 – available for free via: http://www.hse.gov.uk/pubns/priced/hsg65.pdf
HSE (2013) National Local Authority Enforcement Code, Health and Safety at Work in England, Scotland & Wales (available for free via: http://www.hse.gov.uk/lau/national-la-code.pdf)
Löfstedt, R. (2011) Reclaiming health and safety for all (available for free via: https://www.gov.uk/government/publications/reclaiming-health-and-safety-for-all-lofstedt-report)
Macrory, R. (2006) Regulatory Justice: Making Sanctions Effective – available for free via:
http://www.bis.gov.uk/files/file44593.pdf
Min-Dong Paul Lee(2008) A review of the theories of corporate social responsibility: Its evolutionary path and the road ahead International Journal of Management Reviews Vol. 10 (1) pp.53-73
Tombs, S. (2001) Death and work in Britain The Sociological Review Vol. 47 (2) pp. 345-367
Tombs, S. & D. Whyte (2007) Safety crimes Willan Publishing, Devon, UK
Vickers, I. (2008) Better regulation and enterprise: the case of environmental health risk regulation in Britain. Policy studies Vol. 29 (2). pp. 215-232
Young (2010) Common Sense Common Safety – available for free via: https://www.gov.uk/government/publications/common-sense-common-safety-a-report-by-lord-young-of-graffham

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PRS4210 Occupational Health, Safety & Hygiene

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PRS4210 Occupational Health, Safety & Hygiene.
Module Leaders Welcome
Welcome to PRS4210 Occupational Health, Safety & Hygiene.
Throughout this module you will have the opportunity to explore the subject of occupational health, safety and hygiene. Hopefully you will find the subject interesting and relevant.
This handbook is designed to support you in your studies and will provide the core information relating to the module, including assessment and teaching process.
There is also a suggested reference material and a wider reading and website list which provide additional information on the various elements that make up the subject area.
The wider you read about and around the subject the more perspectives you will encounter and the better placed you will be to explore the many approaches possible.
There are many organisations, the Health and Safety Executive, local authorities, employers, unions and voluntary organisations which all play a role in improving the working environment.
The challenge is not only to understand their roles and impacts but to be able to evaluate and judge their successes and failings.
I look forward to facilitating your learning in an area that continues to challenge as the pace of change in the work environment quickens with the introduction of new working practices and technologies.
PRS4210 Factors Shaping Health and Safety at Work
Aims
To thoroughly appraise the factors that shape occupational health and safety at work.
By evaluating these factors – legal, policy, human and organisational – students will be able to determine the legal and theoretical basis to the current approaches to occupational health and how change is caused by external influencing factors.
Syllabus
• Legal and theoretical aspects of managing workplace hazards incorporating statutory and regulatory obligations and guidance and research from HSE and professional body(s).
• Agencies enforcement policies and decision making process and their influence on safety standards and how they are monitored and benchmarked.
• Managing safety through developing an organisation safety policy, and its implementation through communication.
• Safety information sources and uses as indicators of success and in informing enforcement and public health policy.
• The human dimension – safety culture and climate and their importance to organisations.
• Professional practice, competent advice and accountability in occupational risk professions
Learning Outcomes
On completion of this module, the successful student will be able to:
1. Critically evaluate appropriateness of current statutory and regulatory requirements and associated guidance, both criminal and civil, for securing compliance and managing change in occupational safety and health.
2. Critically evaluate and analyse health and safety information, internal and external to the organisation, and its importance as safety performance indicators.
3. Argue the role of health and safety policy in decision making, managing health and safety and importance of communication within an organisation.
4. Appraise the concept of human factors, importance of positive health and safety culture and risk of human error to an organisation.
5. Exhibit critical insight into the interaction between various aspects of professional practice, competent advice and accountability in occupational risk professions
Learning, Teaching and Assessment Strategy
The teaching and learning strategies incorporated in this module are in line with the School’s Teaching, Learning and Assessment strategy.
• Theoretical material will be explored by lectures from tutors and selected external
professionals.
• Real world case studies will be evaluated in a number of ways – for example
discussion with external practitioners
• Workshops will be used to demonstrate equipment, carry out practical inspections, audits and assessments on various workplace scenarios and items of work equipment
• Seminars will be used to extend the theoretical material using group interaction
and practical case studies and exercises
• Background reading and self-directed learning is an essential element for the
successful completion of the learning and teaching activities.
Teaching schedule
See separate file
Formative assessment: (see moodle for submission dates)
A 1000 word essay on the way in which safety culture is influenced by internal and external factors (Learning outcomes 2,3,4)
Marking Criteria
Achieved Partially Achieved Not achieved Feedback
Safety culture comprehensively explained and articulated.
The general principles of safety management clearly evaluated and appraised.
Management solutions clearly identified and communicated.
Breaches of legislation and mitigation clearly evaluated.
Potential legal implications of failure including enforcement identified.
Suitable and sufficient conclusion to the essay has been written.
(If applicable) appendix material is relevant and supportive to the main essay.
Well presented within the required word count with accurate referencing and evidence of wide reading.
Critically analyse how external factors influence how an organisation approaches occupational health and safety and how a failing organisation can be turned around using all appropriate mechanisms of state intervention
Assessing learning outcomes 1,2,3,4,5
1500 words
Marking Criteria Indicative marking % Feedback
70+ 60-69 50-59 40-49 <40
Identify the external factors that impact on an organisation.
Review how policy may influence intervention
Breaches of legislation and mitigation clearly evaluated.
Potential legal implications of failure including enforcement identified.
Analyses how safety culture might respond to these factors.
Suitable and sufficient conclusion to the essay has been written.
(If applicable) appendix material is relevant and supportive to the main essay.
Well presented within the required word count with accurate referencing and evidence of wide reading.
Summative exam (worth 50%):
• 90 minutes
• Open book exam
• Focus on law enforcement using the legal options available to enforcement officers
Suggested module references and further reading
These are the main references I’ve used to construct this module, most can be downloaded for free directly from the internet or using your UniHub access. All weblinks worked in January 2014 but are subject to change.
You are recommended to make full use of the Public health, risk, safety and environment library subject guide of UniHub. The website (http://libguides.mdx.ac.uk/prs – on 01st Feb. 2014) contains further information on relevant guides, library resources and web resources. You may find it useful to contact the subject librarian for risk, safety, health and environment for further information via the main library desk.
Asbury, S. and Richard Ball (2009) Do the right thing – the practical, jargon-free guide to corporate social responsibility www.iosh.co.uk/books
Barbour professional index database (via UniHub)
Boyle T. (2008) Health and Safety: Risk Management IOSH Services Ltd.
Davis, C. (2004) Making companies safe: What works? Centre for Corporate Accountability – (available for free via: http://archive.unitetheunion.org/pdf/(JN____)%20Making%20Companies%20Safe.pdf)
DWP Department of Work and Pensions (2011) Good Health and Safety, Good for Everyone: The next steps in the Government’s plans for reform of the health and safety system in Britain (available for free via: http://www.dwp.gov.uk/docs/good-health-and-safety.pdf)
Frynas, J. (2009) Beyond corporate social responsibility: oil multinationals and social challenges Cambridge University Press, UK (Note: an Mdx professor)
Gadd, S. and A. Collins (2002) Safety Culture: A review of the literature Health and Safety Laboratory, Sheffield, UK (available for free via: http://www.hse.gov.uk/research/hsl_pdf/2002/hsl02-25.pdf)
Hampton, P. (2004) Reducing administrative burdens: effective inspection and enforcement Her Majesty’s Treasury (available for free via:
http://webarchive.nationalarchives.gov.uk/+/http:/www.hm-treasury.gov.uk/prebud_pbr04_hampton.htm)
Hazards magazine – http://www.hazards.org
Hutter, B. (1989) Variations in Regulatory Enforcement Styles Law and Policy Vol.11 (2) pp. 153-174
HSE (undated) Human Factors Briefing Note No. 1 available – with all other HSE human factors briefings – from: http://www.hse.gov.uk/humanfactors/topics/complete.pdf
HSE (2013– new version) Successful health and safety management HS(G) 65 – available for free via: http://www.hse.gov.uk/pubns/priced/hsg65.pdf
HSE (2013) National Local Authority Enforcement Code, Health and Safety at Work in England, Scotland & Wales (available for free via: http://www.hse.gov.uk/lau/national-la-code.pdf)
Löfstedt, R. (2011) Reclaiming health and safety for all (available for free via: https://www.gov.uk/government/publications/reclaiming-health-and-safety-for-all-lofstedt-report)
Macrory, R. (2006) Regulatory Justice: Making Sanctions Effective – available for free via:
http://www.bis.gov.uk/files/file44593.pdf
Min-Dong Paul Lee(2008) A review of the theories of corporate social responsibility: Its evolutionary path and the road ahead International Journal of Management Reviews Vol. 10 (1) pp.53-73
Tombs, S. (2001) Death and work in Britain The Sociological Review Vol. 47 (2) pp. 345-367
Tombs, S. & D. Whyte (2007) Safety crimes Willan Publishing, Devon, UK
Vickers, I. (2008) Better regulation and enterprise: the case of environmental health risk regulation in Britain. Policy studies Vol. 29 (2). pp. 215-232
Young (2010) Common Sense Common Safety – available for free via: https://www.gov.uk/government/publications/common-sense-common-safety-a-report-by-lord-young-of-graffham

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Implement and Monitor Work Health and Safety Practices

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Implement and Monitor Work Health and Safety Practices
Projects
Project 1
Project Instructions
-Scenario
Assume that you are the area manager of three hotels of Queensland Reef Hotels on the Sunshine Coast, QLD. Your responsibilities include the delivery of an exceptional service experience to all clients across the three hotels. The hotels are located in Coolum Beach, Mooloolaba and Maroochydore, and have a long-established reputation in the marketplace for quality and service.
Project 1 – Implement and monitor work, health and safety practices
Throughout Project 1, you are required to create a guide that can be implemented throughout Queensland Reef Hotels that:
a.    Gives good practice advice on how to consult and involve your employees and their representatives on health and safety matters at work
b.    Provides the opportunity for staff members to contribute their views on current and future WHS management practices, including views on how to eliminate or control risks
c.    Enables consultation with the appropriate person when issues need to be actioned, resolved or referred to an appropriate employee within the organisation
In the creation of your guide, ensure that you include the following:
1.    Getting started – Preparing to involve your workforce:
•    Why you should talk to your employees about health and safety
•    Legislation relevant to workplace health and safety
•    How to gain commitment from the organisation and your employees
NB: Use industry examples to support organisational commitment
2.    Getting organised – Planning effectively:
•    What affects how you involve your workforce
•    What you should consult your workforce about
•    When you should consult so that you do it in good time
•    Arrangements for training health and safety representatives
•    Arrangements for signage
3.    Getting it done – Providing practical advice on ways to consult and involve your employees or their representatives:
•    What your duties are when consulting representatives
•    Methods of involving your employees
•    How to involve representatives in investigations and inspections
•    How to set up a health and safety committee and make it work well
•    How/when to provide feedback
4.    Getting it right – Making sure your arrangements for workforce involvement are as effective as possible and cover how you can keep improving by:
•    Monitoring performance
•    Reviewing progress
•    Knowing what to do when things become challenging
•    Plans for referring and resolving any WHS issues that arise in consultation
•    Actions that will be taken to deal with non-compliance
To help with this Project the following link will give an example of a completed guide
http://www.hse.gov.uk/pubns/indg232.pdf
Along with the above link a Sample Case Study from the University of Leeds has been provided below to give you examples of outcomes that can be achieved at the successful implementation of a guide that involves employees in organisational health, safety and security issues.
Sample Case study: University of Leeds?
Please note this is an Example only and not some of this information will not be relevant to Australia.
The University of Leeds launched a revitalisation program in partnership with campus trade unions to bring about significant and lasting improvements to health and safety performance.
The Challenge:
Around one in ten university staff reported an accident at work, and the university had also received two improvement notices from Health and Safety Executive in the last three years. Managers and staff recognised that there was room for improvement.
With jobs ranging from laboratory experiments to office administration, and from fieldwork in the Arctic to serving lunch in the canteen, the university’s 8000 staff has a very diverse range of health and safety issues and are spread across 98 acres of campus. The key challenge was raisingawareness of health and safety issues and getting everyone involved.
Getting the workforce on board, the university launched a revitalisation program with the three campus trade unions where both unions and management are equal partners in achieving health and safety standards and resolving issues. A declaration that health and safety is one of the university’s top priorities is at the heart of the partnership.
‘The revitalising agreement allowed the university and the campus trade unions to start again and build from scratch a new working relationship and develop a refocused approach to health and safety. This will in time lead to a culture change across campus and has already led to an official partnership which is the first of its kind.’
Nick Creighton, Branch Health and Safety Officer, on behalf of the Unison University of Leeds Branch
Raising awareness:
‘It was essential to make sure that everyone understood their own health and safety responsibilities and knew what could happen if these weren’t taken seriously. This required a change in both attitudes and behavior.’
Gary Tideswell, Director of Wellbeing, Safety and Health
A DVD was made using contributions from staff across the university. It highlighted what can happen if health and safety is not taken seriously, and also gave examples of best practice. Every member of staff watched the film, was then encouraged to talk about local issues and priorities, and received information on individual health and safety responsibilities.  ‘…the DVD and briefings created an opportunity for dialogue by using real case studies from our campus and giving people the chance to ask questions and discuss local issues.’
Gary Tideswell, Director of Wellbeing, Safety and Health
How is the workforce involved?
A health and safety committee was formed with representatives from all areas of the university, including health and safety representatives appointed by the trade unions. It works to clear terms of reference and monitors arrangements for managing health and safety, considers incident reports, and makes recommendations for improvements.?As part of the revitalisation agreement, a sub-group of the main committee was formed to include trade unions.  If necessary, this sub-group meets between the main meetings at short notice to consider urgent health and safety matters. It also provides a sounding board for developing new or revised policies.
Benefits so far:
There has been a notable change in the awareness and attitudes of staff – they understand the issues more now and engage more readily.
The staff now has clearer, more accessible information and they are more aware of their own health and safety responsibilities.
Although it is too early to measure a reduction in accidents, the university is confident that their accident reporting system now provides a more accurate picture.
‘To keep improving?we need to bring about a permanent shift in health and safety culture. We should not underestimate the challenge of achieving this, but I am confident that by working together we will succeed. I look forward to the day when our university is a flagship for health and safety, with others looking to us to see how it should be done.’ Professor Michael Arthur, Vice-Chancellor
Project 2
Project Instructions
Accompanying thetechnological revolutionofthe1990stherearemanynewopportunitiesandchallenges for thetraveland tourismindustries. Sincetourism,global industryinformation is itslife-bloodand technologyhas becomefundamentalto theabilityofthe industrytooperateeffectivelyandcompetitively
ThroughoutProject2, youwill berequired tocompleteanaction plan discussing theimpact(positiveand negative)fromahealth, safetyand securityperspectivethat theapplicationof informationtechnologyand the useofthe internethas hadon thetravel/tourismindustry
Throughoutthe actionplan, eachof thefollowingpointswill need tobeincluded:
•    Relevantdetailsof thepotential hazards/risksassociated with theuseof technology(ensurethat youconsiderhealth,safetyandsecurityrisks)
•    Risk controlmethods required (and bywhom)
•    Promptandappropriateaction takento addressnoncompliancewith procedures, safework practicesand non-adherencetosignage/training, etc
•    Relevant legislation that employees are required to be aware of (refer to the guide created in Project 1)
•    Timeframesfor completionof actions
•    Training required
•    Howyouwould monitor theeffectivenessofyour Action Plantoidentifyanyinadequacies? Reporting processes(and by whom)
•    Theroles andexpectationsof staff requiredto beinvolved inworkplace monitoring
•    IdentificationofOHSreportsand recordsthatwouldneed tobecompleted

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