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Organizing is, by theory of management, another basic function of management. Safety at work is a

situation that enables the normal flow of business processes and the functioning of business

systems, and thus better economic results. Safety at work is a condition that is achieved by the

implementation of measures and safety rules at work. Furthermore, occupational safety is a set of

professional and scientific methods, measures and procedures aimed at protecting workers from

various causal factors that arise in the process of work, which result in the creation of safe working

conditions. Safety at work is applied and the science of mutual the adaptation of man and work as

part of the process of production or other forms of activity, and for the protection of man". Causes of

injuries at work and other health disorders can be divided into four groups of factors: 1) personal

factors, 2) factors of work organization, 3) factors of production processes and the working

environment, and 4) sociological factors. Work Safety is part of the organization of production

functions as part of business processes and business functions. For the continuous improvement of

the occupational safety situation in the business system, it is therefore particularly important to

systematically and effectively organize work safety. This is also pointed out by Petersen in his

"systematic approach to security management", linking scientific methods and techniques of

management to "security management techniques" (Petersen, 2003). Organizational sciences can

also be in the function of contributing to safety at work, which Bourrier (2005) points out through the

"association of organizational design and organizational development and safety at work".

Empirical research is focused on the organization and work of occupational safety and health

services in business organizations in Netherlands and the issues of the work of an independent

occupational safety expert in medium-sized business organizations that bring results from business

practice to a number of organizational aspects from the position of expert protection at work.

Through the "Occupational Safety and Health Scheme" with an employer employing more than 200

workers, I try to set a model of occupational safety systems in large business systems, stressing the

special importance of the workplace protection service in large companies, and can be concluded

that protection at work and organization of work safety at work is a continuous process that requires

constant updates and corrections in order to constantly improve OSH. This study proposes model

for designing and guiding the workplace protection service and sets up a practical model of

occupational safety and health services with the basic parameters of the design of the occupational

safety and health service, following the current legal requirements for the organization and work of

the workplace health service, with the application of managerial principles.


Lack of theoretical model of the process of organizing protection at work in the business system.


The aim of the research is to contribute to the improvement of the safety system at work by

modeling the process of organizing occupational safety in the business system.


On the principles and functions of modern management of business systems and process approach

to management and legal requirements for work safety for organizing it is possible to set a general

theoretical model of the process of organizing protection at work in business system.


From the set goal and the hypothesis of the research, the following research tasks arise:

1) Analysis of the principles and functions of the management of business systems and the process

approach management.

2) Analysis of legal requirements for organizing occupational safety in the business system.

3) Modeling the process of organizing protection at work in the business system.


1) Analysis method: analysis of theory and analysis of practice.

2) Descriptive (descriptive) method (method of observing and describing the phenomenon): study of

documentation - regulations.

3) General system theory: systemic analysis.

4) Modeling method: process model, process flow diagram.


Analysis of the principles and functions of business system management and process management

approach. The basic functions of modern business system management are: 1) planning, 2)

organizing, 3) managing human resources, 4) managing, 5) controlling. These basic functions of

management are realized at all levels of management (the highest, middle and lower levels), and

the specific features of the realization of functions by individual levels of management depend on:

goals, content, time dimension, context and environment, orientation, types of decisions, conditions

and decision making , and others. Through all the basic functions of management, the joint roles of

management are realized, which are: information, interpersonal and decision-making roles.

Coordination is the very essence of management (Harrinton, 2001). Organizing, as the second basic

function of management, includes: 1) organizing process, 2) designing an organization, and 3)

organizational culture. The purpose is to organize the achievement and continuous improvement of

the efficiency and efficiency of the organization, and consequently of the overall management.

Organizing the process, and the organization is the state, or the result of the organizing process.

Thus each organization is created, maintained and innovated in the process of organizing. The

process of organizing, when more precisely determined, consists of: Identification and classification

- all necessary activities and activities in the organization; Grouping - identified activities in the

narrower and wider organizational units; Assigning grouped jobs to a manager - who has the

authority to oversee the implementation of these activities; Horizontal and vertical coordination - in

the organizational structure.

According to Weihrich and Koontz (1988), "the principles of delegating authority and division into

organizational units are the fundamental truths of the organizational process," and among other

principles that deal with the process of organizing, and by whose application managers gain a sense

of proportion or measure of the overall organizational process: balance, flexibility and leadership

relief. A modern approach to management seeks to optimize the business system as a whole, and it

can be achieved "only on the basis of a new organizational paradigm that starts from the efficiency

and effectiveness of the process within the organization, but also beyond those of the existing

organizational structure." The process can in its essence be defined as a series of logically related

activities from which it consists, with clearly defined inputs and outputs from the process. In the

context of business, the business process with its activities uses certain business resources

(human, material, financial, weather, information, etc.) in order to satisfy the needs of users in the

widest sense. Exit the process achieves this goal, while achieving "new value". Reorganization as a

continuous improvement of an organization on the principles of a process management approach

can be based on the concept of "business process reengineering" that Hammer and Champy (1993)

formally define as "fundamental reflection and radical redesign of business processes to achieve

dramatic improvements in critical contemporary success factors such as are cost, quality, service

and speed. "

In accordance with management theory and categorization of basic functions and process of

management of business systems, it is also possible to establish in the system of work safety in the

business system five basic processes: 1) Safety and Occupational Safety Planning Process 2)

Occupational Safety Management Process 3) Human Resource Management Process occupational

safety resources 4) Occupational safety management process 5) Process of safety and safety at

work. The process of organizing occupational safety is another basic process in the occupational

safety system in the business system, which is preceded by the process of safety and safety

planning at work, followed by other established processes. The business system makes,

considering its specificity, a series of subsystems and a number of basic and accompanying

business processes. The security system is a subsystem of the business system, and its function is

to constantly improve the safety of people, property and the environment in the business system,

which also enables business safety. The safety system at work is a subsystem of the security

system in the business system. The process of organizing occupational safety and health is a

component of the first-level safety system at work, and then at a higher level and overall security in

the business system. He also has a specific position in the business system model because it needs

to have back links with all basic and accompanying business processes in the business system in

order to fulfill all organizational requirements for protection at work in all processes, subsystems and

organizational units of the business system.


Petersen, D. (2003). Techniques of Safety Management: A System Approach. Des Plaines:

American society of safety engineers.

Bourrier, M. (2005). The Contribution of Organizational Design to Safety. European Management

Journal, XXIII, 1.

Harrinton, H. J. (2001). Business Process Improvement. New York: McGraw-Hill.

Weihrich, H. & Koontz, H. (1988). Management. New York: McGraw-Hill.

Hammer, M. & Champy, J. (1993). Reengineering the Corporation: A Manifesto for Business

Revolution. Business Horizons, vol. 36, issue 5, 90 - 91.

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