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" A new manager also helped contribute to the changes in organizational culture that are at the foundation of the "new era."
Interestingly, the new owner also put into place a pre-employment and random drug testing program that upset many of the employees. The program worked, calling attention to those employees who did not value the safety implications of substance use on the roofing profession.
The practical changes the new owner made included fall protection, warning lines, guardrails, and safety vests for monitors. OSHA guidelines were followed regarding the use of these safety tools. Under the "new era" safety policies, the organization offered comprehensive safety training and first aid training for employees. Record-keeping was also improved. Finally, to inspire interest in the new policies, the organization offered financial incentives to injury-free workers.
3. Compare and contrast Mundy's role to that of the "safety man" (2nd article) How are the positions similar? Dissimilar?
Mundy calls himself the "safety man" and is aware of the similarities between the first "safety men" and himself. The article describing the history of the safety man focuses on how the position started not as a direct reaction to too many workplace injuries...
From a managerial standpoint, a "safety man" was necessary to avoid having to pay out worker compensation. Mundy describes safety partly in terms of its financial implications for the company. Although Mundy acknowledges the ethical and humanitarian value of safety, he is also aware that the bottom line is what really counts.
As with the original "safety men," Mundy was hired from within the company. The original "safety men" were often injured personnel who were given the job so that worker compensation did not have to be paid to them. Mundy was not injured when he was offered the position as the company's first safety specialist. However, he was working in the company and did know about what safety entailed for roofers and how to motivate his staff. The phenomenon of hiring the "safety man" from within the company allows the organization to save money. It also ensures that the "safety man" is familiar with what the specific needs of employees are, and what equipment is needed. Working as the "safety man" was not taken all that seriously when the position was first created. As Mundy notes, his position is not taken all that seriously by some employees now but ultimately he knows he is making a difference for the organization.
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