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Introduction to The management of risk
Part II
The management of risk
Chapter 2.1
An introduction to risk management (J. E. Channing) 175
Chapter 2.2
Principles of the management of risk (L. Bamber) 187
Chapter 2.3
Risk management: organisation and administration for safety (J. E. Channing) 205
Chapter 2.4
Risk management: techniques and practices (L. Bamber) 227
Chapter 2.5
The collection and use of accident and incident data (Dr A. J. Boyle) 263
Chapter 2.6
Practical safety management: systems and techniques (J. E. Channing) 304
Chapter 2.7
The individual and safety (Andrew Hale)
Chapter 2.8
Risk management and behaviour modification (J. E. Channing) 389
330
In every activity there is an element of risk and the successful manager is the one who can look ahead, foresee the risks and eliminate or reduce their effects. Risks are no longer confined to the ‘sharp end’, the shop floor, but all parts of the organisation have roles to play in reducing or eliminating them. Indeed, the Robens’ Committee recognised the vital role of management in engendering the right attitudes to, and developing high standards of, health and safety throughout the organisation. A number of specialised techniques have been developed to enable risks to be identified, assessed and either avoided or reduced but there are other factors related to the culture of the organisation and the interrelationship of those who inhabit it that have a significant role to play. An understanding of those techniques and the roles and responsibilities of individuals and groups is a necessary prerequisite for high levels of safety performance.
The management of risk
Chapter 2.1
An introduction to risk management (J. E. Channing) 175
Chapter 2.2
Principles of the management of risk (L. Bamber) 187
Chapter 2.3
Risk management: organisation and administration for safety (J. E. Channing) 205
Chapter 2.4
Risk management: techniques and practices (L. Bamber) 227
Chapter 2.5
The collection and use of accident and incident data (Dr A. J. Boyle) 263
Chapter 2.6
Practical safety management: systems and techniques (J. E. Channing) 304
Chapter 2.7
The individual and safety (Andrew Hale)
Chapter 2.8
Risk management and behaviour modification (J. E. Channing) 389
330
In every activity there is an element of risk and the successful manager is the one who can look ahead, foresee the risks and eliminate or reduce their effects. Risks are no longer confined to the ‘sharp end’, the shop floor, but all parts of the organisation have roles to play in reducing or eliminating them. Indeed, the Robens’ Committee recognised the vital role of management in engendering the right attitudes to, and developing high standards of, health and safety throughout the organisation. A number of specialised techniques have been developed to enable risks to be identified, assessed and either avoided or reduced but there are other factors related to the culture of the organisation and the interrelationship of those who inhabit it that have a significant role to play. An understanding of those techniques and the roles and responsibilities of individuals and groups is a necessary prerequisite for high levels of safety performance.