1、ment and yourself is adequate.Effectiveness123456718.Organisational communications between central headquarters and field personnel are satisfactory.Effectiveness123456719.In your area of responsibility, communication is satisfactory between you and your subordinates.Effectiveness123456720.There is
2、adequate written communication in the organisation.Effectiveness123456721.There is adequate oral and group communication.Effectiveness123456722.Adequate communication is provided about organisational changes.Effectiveness123456723.Communication with various levels of management around you is largely
3、 downward o upward o circular o.Management Team Evaluation24.Clear organisational objectives and targets.Effectiveness123456725.Competency in themselves and their subordinates.Effectiveness123456726.Providing a leadership model for subordinates.Effectiveness123456727.Continuous, planned organisation
4、al renewal.Effectiveness123456728.High productivity standards.Effectiveness123456729.High service standards.Effectiveness123456730.Experimenting with new ideas and approaches.Effectiveness123456731.Encouragement of human resources development.Effectiveness123456732.Co-ordination and co-operation in
5、and among the organisational work units.Effectiveness123456733.Conducting meaningful and productive meetings.Effectiveness123456734.Confronting conflict directly and settling disagreements rather than avoiding or ignoring it.Effectiveness123456735.Promoting creative thinkers and innovative performer
6、s.Effectiveness123456736.Always trying to do things better.Effectiveness123456737.Equal employment opportunity and affirmative action.Effectiveness123456738.Creating a motivating environment for employees.Effectiveness123456739.Open, authentic communications with each other and their subordinates.Ef
7、fectiveness123456740.Seeking suggestions and ideas from employees and the public (feedback).Effectiveness123456741.Clarifying organisational roles and responsibilities so there is no confusion or overlap.Effectiveness123456742.Teamwork and collaboration within and among upper-level management.Effect
8、iveness123456743.Effective concern for training subordinates to perform competently.Effectiveness123456744.Willingness to consider innovations proposed to increase organisational effectiveness.Effectiveness123456745.Sharing of power, authority and decision making with lower-level management.Effectiv
9、eness123456746.Policies and procedures that counteract absenteeism, slackness and unproductivity.Effectiveness123456747.Management of responsibility on the part of employees they supervise.Effectiveness123456748.Problem solving and confronting issues.Effectiveness123456749.Constantly improving worki
10、ng conditions, both physical and psychological.Effectiveness123456750.Consistency in organisational policies and procedures.Effectiveness1234567Work Group AssessmentPlease answer this section in terms of the work group you manage. That is, respond in terms of personnel who report to you or for whom
11、you are responsible.51.The atmosphere and interpersonal relations in my group are friendly and co-operative.Effectiveness123456752.The members encourage one anothers best efforts, reinforcing successful behaviour.Effectiveness123456753.The group organises and problem-solves effectively.Effectiveness
12、123456754.The members maintain adequate standards of performance.Effectiveness123456755.The group is open to and ready for organisational changes.Effectiveness123456756.The members work effectively as a team.Effectiveness123456757.The group communicates well within our work unit.Effectiveness1234567
13、58.The group communicates satisfactorily with other work units.Effectiveness123456759.The members provide group input and may participate in the management process as appropriate.Effectiveness123456760.The group makes effective use of available equipment and resources (both material and human).Effec
14、tiveness123456761.The members generally demonstrate pride in themselves and in their work.Effectiveness123456762.The group actively seeks to utilise the skills and abilities of its members.Effectiveness123456763.The members do not feel constrained by rules, regulations and red tape in accomplishing
15、their work.Effectiveness123456764.The group is dynamic in its approaches and activities; that is, the work environment “turns people on”.Effectiveness123456765.The members of this group are not characterised by conformity and dependency.Effectiveness123456766.The group has a record of consistent acc
16、omplishment in the organisation.Effectiveness123456767.The members in my work group generally exercise responsibility and achievement.Effectiveness1234567Managerial Self Perception68.As a leader in this organisation, check the words or word combinations that best describe your management approach:oi
17、dealisticorealisticoinnovativeopragmaticoco-operativeoindividualisticotask-orientedosensitiveochange makerochange reactorohard-nosedoimaginativeoinspiringoparticipativeotraditionalofuturistic(Check appropriate category)69.Do you seek out and use improved work methods?70.Does your managerial performa
18、nce demonstrate sufficient skill in:*administrationRarelyoSometimesoUsuallyo*human relationsRarelyoSometimesoUsuallyo*obtaining resultsRarelyoSometimesoUsuallyo71.Do you reinforce and support positive behaviour and performance in your subordinates?RarelyoSometimesoUsuallyo72.Do you actively encourag
19、e your subordinates to make the most of their potential?RarelyoSometimesoUsuallyo73.Are you willing to take reasonable risks in the management of your work units?RarelyoSometimesoUsuallyo74.Do you take responsibility to ensure that the employees you manage make their best contribution achieving orga
20、nisational goals and production targets?RarelyoSometimesoUsuallyo75.Do your key subordinates really know where you stand on controversial organisational issues?RarelyoSometimesoUsuallyo76.Do you demonstrate by example personal standards of competence and productivity?RarelyoSometimesoUsuallyo77.A!醭醭
21、醭醭!醭鼀!醭!軘醭躙醭軙醭!軩醭訐軪醭鬀鰐軼醭鴐!軍醭!躞醭!軮醭輐軯醭麨醭褐!麊醭!黛醭麜醭贐!麽醭黿醭脄怀灰灠恐怀偠腐脐怀怐偠恠恠恠恐恠恠偐灠恠腐恠恐倐腠偠偐灠腐灠腠腠脐怐脀瀠腠瀐恰偰恐灠倀腠脐偐恠恠恰腠脀灠灠腐偠腠怐恐恠恐倰恠恠怀恰偰恠灰恠倀怰恰恐腰怀恠灠灠偰偰偠恰恰腰怐恰偐偠瀀偰恠腰怀腠脀怀恐偠怐偰灠恠j鎇臸莬言謐醭醭谐!醭褀醭!醭!醭!醭鴀腠怐偐偐恰瀐灰偰瀐灠灠灐脐倀腰怀怐腰怐灰灠腰怀灠偰恰脐怀恠恠腰怀恰恠偠灐怰瀐恠恰恰硠izational entity is to get a group of representatives from that entity together,
22、teach them about the four different spectra of organizational character, and then have them talk it out: “Push for closure? Hell, were a steam roller!” says one. “A J organization if there ever was one.” Or: “Extroverted? Get serious!. Weve never asked a customer for any reaction to what we do. Inst
23、ead, the executives sit up in their board room and create our policies and strategy out of their heads!” Out of such give-and-take, a picture begins to emerge.But that takes time, and it is difficult to involve more than a few people in the undertaking. That is why I have developed an index that can
24、 be used to poll a wider audience and to do so more quickly. Its advantage is that you can give it to people who do not know anything about organizational character - in fact, ignorance of the subject insures an element of objectivity - and in 15 minutes have their assessment of the organization. Yo
25、u can do this with 50 people and get a sample that would be impossible to get in any discussion group.There are, of course, disadvantages to depending on the Organizational Character Index - or OCI, as we shall call it. Here are some of them: Questions can be interpreted differently by people who la
26、ck the chance to discuss them and who do not understand the concepts behind them. If you use the OCI, be sure that the people who take it understand the questions. Some people answer the questions in terms of the real organization that operates every day, while others answer the question in terms of
27、 the organization that its leaders describe. Is and ought to be are different organizations, as are presently is and is trying to become. People should answer the questions in terms of actuality, not professed ideals. Everyone inevitably characterizes the organization that he or she has personally e
28、xperienced. (When this is done by an isolated individual with a piece of paper, that subjectivity may not be a clear as it is when issues are discussed in a group.) So, dont depend on one persons ratings - even yours. A group as small as ten can compensate for this individual angle of vision. Furthe
29、r, discussion within the group will serve to remind people that their individual experience may not be representative, so it is useful to include such discussion in the process of administering the index.And finally the OCI has not been statistically validated. It is simply the current best tool for
30、 inventorying the character related qualities of an organization. As I said in the preface, I hope that this book leads to the kinds of studies that need to be undertaken if its validity and reliability are to be established.All those problems not withstanding, the OCI is a useful tool. Unlike the M
31、BTI and other personal type instruments, the OCI allows people to register the degree or strength of choice between the two opposites. Using a four-point scale, it allows one to go beyond “A” or “B”.1 = Distinctly (or usually ) A2= Somewhat (or often) A3 = Somewhat (or often) B4 = Distinctly (or usu
32、ally) BIt does force people to come down on one side or the other of the middle point, however.Anyone who takes it should not agonize too much about his or her answer. If in doubt, go with the first thought you had when you read the question. And remember: Leave no questions blank.QuestionRatingDoes
33、 the organisation pay more attention to the demands of its customers or to what it knows how to do best?Customers12What it doesbest34Is the organisation better at producing and delivering established products/services or at planning or creating new ones?Producing/delivering12Planning/creating34Which
34、 is more important to the organisation: its efficient systems or its dedicated people?System12People34Does the organisation spell out the details of its policies and procedures, or does it avoid such detail in the name of letting people work in their自动控 制装置；没有履行职业病危害告知义务；没有安装有 毒气体监测报警装置；职业安全卫生培训不到位等
35、 。 案例二：某市锰业公司中毒事故案例二：某市锰业公司中毒事故 （二）（二）职业病危害项目申报管理办法职业病危害项目申报管理办法 本办法是依据职业病防治法制订 了作业场所职业危害申报管理办 法，单位完成首次申报后，如职业 病危害内容没有发生变化，可以不必 每年申报。 2019/3/15 Friday 2019/3/15 Friday 申报内容和申报程序申报内容和申报程序 卫生行政部门职业病危害项目申报表明确 申报内容，用人单位可以在职业病危害申报与 备案管理系统进行申报。申报工作流程为：登 录申报系统注册-在线填写和提交申报表 -卫生行政部门审查备案-打印审查备案的 申报表并签字盖章，按规定报
36、送卫生行政 部门。 申报内容和申报程序申报内容和申报程序 卫生行政部门收到用人单位报送的纸质 申报表后，应为用人单位立即开具 职业病危害项目申报回执，并将申 报表归入职业健康管理档案。 2019/3/15 Friday （三）（三）用人单位职业健康监护监督管用人单位职业健康监护监督管 理办法理办法 职业健康监护的范围： 主要包括劳动者上岗前、在岗期 间、离岗时和健康监护档案等4个方 面，增加了应急职业健康检查的内 容。 2019/3/15 Friday （三）（三）用人单位职业健康用人单位职业健康监护监护 监督监督管理办法管理办法 本办法是强调用人单位在职业健康监护、组织 劳动者体检及健康档案
37、管理等方面的责任，对 用人单位制定职业健康检查年度计划、落实专 项经费，职业健康检查机构的选择，职业健康 检查提供的具体文件、资料，职业健康检查人 员范围，针对职业健康检查结果所采取的措施 等内容进行了细化。 2019/3/15 Friday （三）（三）用人单位职业健康监护监督管用人单位职业健康监护监督管 理办法理办法 用人单位的职业健康监护责任： 本着强化用人单位主体责任、细化法 律规定、增加可操作性的原则，对用人单 位的职业健康监护职责作出了具体规定。 2019/3/15 Friday 职业健康检查的目的职业健康检查的目的 主要是围绕保护劳动者的健康权益和 维护用人单位的合法利益两个方面
38、来 进行的 2019/3/15 Friday 职业健康检查职业健康检查 一是上岗前职业健康检查，其目的在于检 查劳动者的健康状况、发现职业禁忌症， 进行合理的劳动分工。 二是在岗期间的职业健康检查，其目的在 于及时发现劳动者的健康损害。 三是离岗时职业健康检查，其目的是了解 劳动者离开工作岗位时的健康状况，以分 清健康损害的责任，特别是依照职业病 防治法规定所要承担的民事责任。 2019/3/15 Friday 制定职业健康检查年度计划及保证专项经 费: 用人单位制定、落实本单位职业健康检查 年度计划，并保证所需要的专项经费。 2019/3/15 Friday 职业健康检查提供的具体资料职业健康检查提供的具体资料 用人单位在委托职业健康检查机构对从事接 触职业病危害作业的劳动者进行职业健康检 查时，应当如实提供下列资料：用人单位的用人单位的 基本情况基本情况；工作场所职业病危害因素种类及工作场所职业病危害因素种类及 其接触人员名册其接触人员名册；职业病危害因素定期检测、职业病危害因素定期检测、 评价结果评价结果等。 2019/3/15 Friday
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