Regional Basic Professional Training Course in Korea

terms of what they do.
There is an adversarial relationship between management and employees.
There is little or no awareness of work, or business processes.
❙ 1063 ❙
21. Safety Culture
People are rewarded for obedience and results, regardless of long‐term
consequences.
21.2.2. Stage II ‐ good safety performance becomes an
organizational goal
An organization at this stage has a management that perceives safety performance as
important, even in the absence of regulatory pressure. Safety performance is dealt with,
along with other aspects of the business, in terms of targets or goals. The organization
begins to look at the reasons why safety performance reaches a plateau and is willing to
seek the advice of other organizations.
The organization concentrates primarily on day to day matters; there is little in the
way of strategy.
Management encourages cross‐departmental and cross‐functional teams and
communication.
Senior managers function as a team and begin to co‐ordinate departmental and
functional decisions.
Decisions are often centred on cost and function.
Management’s response to mistakes is to put more controls in place, via procedures
and retraining. There is a little less blaming.
Conflict is disturbing and discouraged in the name of teamwork.