There has to be a collective commitment from all levels of management or the efforts of having a positive safety culture will fail and management will lose credibility with employees. If the plant manager or any other manager is inconsistent, their behavior will influence the actions of employees, other managers and supervisors. As our text states, “any process that brings all levels in the organization together to work on a common goal that everyone holds in high value will strengthen the safety culture” (Mercurio & Roughton, 2002). The plant manager seems to be set in his traditional ways, but it is imperative that he understands the need for change and be willing to support it. Everyone should follow the same rules and be accountable for their own responsibilities.
I would explain to the plant manager why there is a need to make change by showing him the direct and indirect costs of accidents in terms of dollars lost and organizational costs (fear, lack of trust). I would make sure the plant manager knows and understands what his role and responsibilities are regarding safety and how the management system should work by making him aware of the accountability, measurement and feedback system I developed for managers and supervisors and how this system will have an effect on his annual performance appraisal. I would explain to him the benefits of his efforts and participation and the (possible consequences that could affect him as well as the employees) that the entire management and supervisory staff needs to lead by example with leadership and commitment in order to have effective protection from hazards. I would also explain the importance of being more involved with safety activities (inspections, safety committees, etc.), be accessible, assigning and communicating responsibility and authority, provide training, track safety performance, and find ways to