Alive and well at the end of the day: the supervisor's guide to managing safety in operations
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Hoboken
Wiley
[2023]
|
| Ausgabe: | Second edition |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (323 Seiten) |
| ISBN: | 9781119906667 |
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| 245 | 1 | 0 | |a Alive and well at the end of the day |b the supervisor's guide to managing safety in operations |
| 250 | |a Second edition | ||
| 264 | 1 | |a Hoboken |b Wiley |c [2023] | |
| 264 | 4 | |c ©2023 | |
| 300 | |a 1 Online-Ressource (323 Seiten) | ||
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| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 500 | |a Description based on publisher supplied metadata and other sources | ||
| 505 | 8 | |a COVER -- TITLE PAGE -- COPYRIGHT PAGE -- CONTENTS -- INTRODUCTION -- ACKNOWLEDGMENTS -- ABOUT THE AUTHOR -- CHAPTER 1 THE LEADERSHIP CHALLENGE -- CALLING ALL LEADERS -- THE SAFETY LEADERSHIP CHALLENGE -- LEADERS MUST LEAD! -- THE FRONT-LINE SUPERVISOR -- READING THE BOOK -- THE CASE FOR SAFETY -- JUST IN CASE -- CHAPTER 2 THE CASE FOR SAFETY -- TAKE TWO: FROM THE TOP -- TAKE TWO: FROM THE MIDDLE -- YOU'RE RESPONSIBLE -- THE CASE FOR SAFETY -- CHAPTER 3 THE PRACTICE OF LEADERSHIP -- A DAY IN THE LIFE -- LEADING VERSUS MANAGING -- WORDS AND ACTIONS -- LEADING BY EXAMPLE -- USING WORDS -- THE PRACTICE OF LEADERSHIP -- CHAPTER 4 MOMENTS OF HIGH INFLUENCE -- MOMENTS OF HIGH INFLUENCE -- MISSING THE MOMENT -- MOMENTS HAPPEN ALL THE TIME -- CARPE DIEM -- CHAPTER 5 MANAGING BY WALKING AROUND -- ON BEING SEEN -- THE VALUE OF OBSERVING -- MANAGING BY WALKING AROUND -- CALCULATION -- THE OBSERVATION STEP -- ANALYZING THE DETAILS -- THE LAST WORD -- CHAPTER 6 FOLLOWING ALL THE RULES ... ALL THE TIME -- ABOUT THE RULES -- NON-COMPLIANCE -- FOUR FUNDAMENTAL REASONS -- REASON 1: FOLLOWERS DON'T UNDERSTAND THE RULES -- 2: FOLLOWERS DON'T REMEMBER THE RULES -- 3: FOLLOWERS FAIL TO RECOGNIZE WHEN THE RULES APPLY -- 4: FOLLOWERS DON'T CHOOSE TO FOLLOW THE RULES -- IMPROVING COMPLIANCE -- CHAPTER 7 RECOGNIZING HAZARDS AND MANAGING RISK -- WHAT IS A HAZARD? -- WHERE DO I LOOK FOR HAZARDS? -- THREE LINES OF DEFENSE -- HOW DO I RECOGNIZE HAZARDS IN REAL TIME? -- WHAT IS RISK? -- ZERO RISK -- WHAT IS THE RISK? -- ASSESSING RISK -- FOUR RULES FOR REDUCING RISK -- CHAPTER 8 BEHAVIOR, CONSEQUENCES-AND ATTITUDE! -- YOUR FIRST DECISION -- YOUR INTERVENTION STRATEGY -- THE SORRY MODEL -- THE POWER OF POSITIVE REINFORCEMENT -- GIVING POSITIVE FEEDBACK -- MANAGING ATTITUDE -- WHAT EXACTLY IS "ATTITUDE"? -- ATTITUDE SURVEYS -- THE EXPERTS SPEAK -- MANAGING BEHAVIOR. | |
| 505 | 8 | |a CHAPTER 9 THE POWER OF QUESTIONS -- THE POWER OF THE QUESTION -- TYPES OF QUESTIONS -- A DARN GOOD QUESTION -- THE RESPONSE -- PUTTING DARN GOOD QUESTIONS INTO PRACTICE -- CHAPTER 10 MAKING CHANGE HAPPEN -- THREE THINGS TO UNDERSTAND ABOUT CHANGE -- TWO KEY STEPS -- TEMPLATE FOR MAKING CHANGE HAPPEN -- EXECUTION, EXECUTION, EXECUTION! -- CHAPTER 11 UNDERSTANDING WHAT WENT WRONG -- IGNORE OR INVESTIGATE? -- ABOUT FAULT -- LEADING IN THE MOMENT -- THE FUNDAMENTAL QUESTIONS -- THE PROBLEM WITH SOLUTIONS -- FINDING BETTER SOLUTIONS -- CHAPTER 12 MANAGING ACCOUNTABILITY -- ACCOUNTABILITY -- DEFINING ACCOUNTABLE -- MANAGING ACCOUNTABILITY -- APPLYING THE FIVE Ss -- CHAPTER 13 MANAGING SAFETY SUGGESTIONS -- THE FIRST THREE QUESTIONS -- EIGHT RULES FOR SUGGESTIONS -- GOING ON THE OFFENSIVE -- CHAPTER 14 SAFETY MEETINGS WORTHHAVING -- THE PROBLEM WITH MEETINGS -- BETTER SAFETY MEETINGS -- "ASK, DON'T TELL" SAFETY MEETINGS -- STEP 1: PURPOSE FIRST -- STEP 2: CONDENSE INFORMATION -- STEP 3: MAKE THE CONNECTION -- STEP 4: ASK DARN GOOD QUESTIONS -- A MOMENT OF HIGH INFLUENCE -- BIG MEETINGS -- CHAPTER 15 CREATING THE CULTUREYOU WANT -- DEMYSTIFYING CULTURE -- THE IMPLICATIONS -- YOUR SAFETY CULTURE -- CHANGE VERSUS TRANSFORMATION -- A ROADMAP FOR TRANSFORMATION -- CONCLUSION -- CHAPTER 16 INVESTING IN TRAINING -- KNOWLEDGE -- COMPLIANCE AND CHANGE -- TRAINING ISN'T ALWAYS THE PROBLEM -- TRAINING IS AN INVESTMENT -- WHO'S PROBLEM? -- A PERFORMANCE PROBLEM -- THE THREE Ts OF TRAINING -- THE FIRST 'T': TIMING -- THE SECOND 'T': TECHNIQUE -- THE THIRD 'T': TEACHER -- CREATING UNDERSTANDING -- CHAPTER 17 MEASURING SAFETY PERFORMANCE -- THE FUNCTION OF MEASUREMENT -- METRICS AND INFORMATION -- LEADING INDICATORS -- NEAR-MISS REPORTS -- FINDING BETTER MEASURES -- CREATING A BALANCED SCORECARD -- MEASUREMENT FOR THE FRONT-LINE SUPERVISOR -- THE LAST WORD. | |
| 505 | 8 | |a CHAPTER 18 MANAGING SAFETY DILEMMAS -- 1. THE ACCOUNTABILITY DILEMMA -- MANAGING THE DILEMMA -- IDEA 1: RECOGNIZE THAT YOU ARE ON THE HORNS OF A DILEMMA -- IDEA 2: CALL THE DILEMMA BY ITS PROPER NAME -- IDEA 3: LEAD BETTER -- IDEA 4: LOOK TO YOUR FOLLOWERS -- 2. THE RISK DILEMMA -- THE DILEMMA -- THE TRUTH ABOUT CONSEQUENCES -- THE RISK CONUNDRUM -- THE HAZARDS -- MANAGING THE DILEMMA-AND THE CONUNDRUM -- IDEA 1: AVOID BEING TRAPPED BY ABSOLUTES -- IDEA 2: THINK BETTER ABOUT HAZARDS, RISKS, AND HOW TO MITIGATE CONSEQUENCES -- 3. THE INVESTIGATION DILEMMA -- MANAGING THE INVESTIGATION DILEMMA -- IDEA 1: RECOGNIZE THIS DILEMMA WHEN YOU FACE IT -- IDEA 2: INDEPENDENCE HELPS -- IDEA 3: MAINTAIN YOUR PERSPECTIVE -- IDEA 4: BE PREPARED -- 4. THE SYSTEM DILEMMA -- WHERE'S THE DILEMMA? -- THE IMPLICATIONS -- MANAGING THE SYSTEM DILEMMA -- IDEA 1: RECOGNIZE THE DILEMMA -- IDEA 2: THINK LIKE A PARENT -- IDEA 3: THINK CRITICALLY -- 5. THE MIDDLE DILEMMA -- THE MIDDLE DILEMMA AND MANAGING SAFETY -- ABOUT REALITY -- MANAGING THE DILEMMA -- IDEA 1: DON'T HIDE THE TRUTH -- IDEA 2: PRESENT REALITY BETTER -- IDEA 3: THERE IS POWER IN NETWORKING WITH PEERS -- IDEA 4: REMIND THOSE AT THE TOP WHAT'S AT STAKE -- 6. THE LEADER DILEMMA -- THE DILEMMA -- MANAGING THE DILEMMA -- THE LAST WORD ABOUT "BEING ON THE HORNS" -- CHAPTER 19 LEADING FROM THE MIDDLE -- UPWARD LEADING -- FEELING POWERLESS -- CONTROL VERSUS INFLUENCE -- CRITICAL SAFETY FACTORS -- STOPPING THE JOB -- THE POWER OF INFORMATION -- ORGANIZATION POWER IN PRACTICE -- LEADING FROM THE MIDDLE -- IT'S NEVER EASY -- CHAPTER 20 MISTAKES MANAGERS MAKE -- MISTAKE NUMBER 1: FAILING TO PREPARE -- MANAGING OTHERS: THE GREAT CHALLENGE -- "THEY'LL DO JUST FINE" -- MISTAKE NUMBER 2: DRIVING OUT ALL FEAR -- A GIANT LEADING THE WAY -- THE PIPER MUST BE PAID -- THE REALLY PAINFUL CONSEQUENCE. | |
| 505 | 8 | |a MISTAKE NUMBER 3: FOCUSING ON THE SHORT RUN -- INSTANT IMPROVEMENT -- THE LONG TERM -- MISTAKE NUMBER 4: TRYING TO BUY A GAME -- CAN YOU BUY PERFORMANCE? -- MISTAKE NUMBER 5: CONFUSING PERCEPTION WITH REALITY -- MISTAKE NUMBER 6: COMMUNICATING WITHOUT A COMMON VOCABULARY -- WHAT'S IN A WORD? -- COMMUNICATING CLEARLY -- CHAPTER 21 DRIVING EXECUTION -- WHAT IS EXECUTION? -- THE VALUE OF EXECUTION -- THE EXECUTION GAP -- PERFORMANCE VISIBILITY -- DRIVING EXECUTION -- THE PRINCIPLE OF HONEST DIALOG -- EXPLODING THE MYTHS -- BACK TO THE BASICS -- CHAPTER 22 MAKING A DIFFERENCE -- SAFETY LEADERSHIP TOOLS -- LEADERS MUST LEAD -- TOUGH CHALLENGES -- IT'S YOUR CHOICE -- MAKING A DIFFERENCE -- REFERENCES -- INDEX -- EULA. | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Balmert, Paul D. |t Alive and Well at the End of the Day |d Newark : John Wiley & Sons, Incorporated,c2023 |z 978-1-119-90665-0 |
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Datensatz im Suchindex
| _version_ | 1804185104039280640 |
|---|---|
| adam_txt | |
| any_adam_object | |
| any_adam_object_boolean | |
| author | Balmert, Paul D. |
| author_facet | Balmert, Paul D. |
| author_role | aut |
| author_sort | Balmert, Paul D. |
| author_variant | p d b pd pdb |
| building | Verbundindex |
| bvnumber | BV048921718 |
| collection | ZDB-30-PQE |
| contents | COVER -- TITLE PAGE -- COPYRIGHT PAGE -- CONTENTS -- INTRODUCTION -- ACKNOWLEDGMENTS -- ABOUT THE AUTHOR -- CHAPTER 1 THE LEADERSHIP CHALLENGE -- CALLING ALL LEADERS -- THE SAFETY LEADERSHIP CHALLENGE -- LEADERS MUST LEAD! -- THE FRONT-LINE SUPERVISOR -- READING THE BOOK -- THE CASE FOR SAFETY -- JUST IN CASE -- CHAPTER 2 THE CASE FOR SAFETY -- TAKE TWO: FROM THE TOP -- TAKE TWO: FROM THE MIDDLE -- YOU'RE RESPONSIBLE -- THE CASE FOR SAFETY -- CHAPTER 3 THE PRACTICE OF LEADERSHIP -- A DAY IN THE LIFE -- LEADING VERSUS MANAGING -- WORDS AND ACTIONS -- LEADING BY EXAMPLE -- USING WORDS -- THE PRACTICE OF LEADERSHIP -- CHAPTER 4 MOMENTS OF HIGH INFLUENCE -- MOMENTS OF HIGH INFLUENCE -- MISSING THE MOMENT -- MOMENTS HAPPEN ALL THE TIME -- CARPE DIEM -- CHAPTER 5 MANAGING BY WALKING AROUND -- ON BEING SEEN -- THE VALUE OF OBSERVING -- MANAGING BY WALKING AROUND -- CALCULATION -- THE OBSERVATION STEP -- ANALYZING THE DETAILS -- THE LAST WORD -- CHAPTER 6 FOLLOWING ALL THE RULES ... ALL THE TIME -- ABOUT THE RULES -- NON-COMPLIANCE -- FOUR FUNDAMENTAL REASONS -- REASON 1: FOLLOWERS DON'T UNDERSTAND THE RULES -- 2: FOLLOWERS DON'T REMEMBER THE RULES -- 3: FOLLOWERS FAIL TO RECOGNIZE WHEN THE RULES APPLY -- 4: FOLLOWERS DON'T CHOOSE TO FOLLOW THE RULES -- IMPROVING COMPLIANCE -- CHAPTER 7 RECOGNIZING HAZARDS AND MANAGING RISK -- WHAT IS A HAZARD? -- WHERE DO I LOOK FOR HAZARDS? -- THREE LINES OF DEFENSE -- HOW DO I RECOGNIZE HAZARDS IN REAL TIME? -- WHAT IS RISK? -- ZERO RISK -- WHAT IS THE RISK? -- ASSESSING RISK -- FOUR RULES FOR REDUCING RISK -- CHAPTER 8 BEHAVIOR, CONSEQUENCES-AND ATTITUDE! -- YOUR FIRST DECISION -- YOUR INTERVENTION STRATEGY -- THE SORRY MODEL -- THE POWER OF POSITIVE REINFORCEMENT -- GIVING POSITIVE FEEDBACK -- MANAGING ATTITUDE -- WHAT EXACTLY IS "ATTITUDE"? -- ATTITUDE SURVEYS -- THE EXPERTS SPEAK -- MANAGING BEHAVIOR. CHAPTER 9 THE POWER OF QUESTIONS -- THE POWER OF THE QUESTION -- TYPES OF QUESTIONS -- A DARN GOOD QUESTION -- THE RESPONSE -- PUTTING DARN GOOD QUESTIONS INTO PRACTICE -- CHAPTER 10 MAKING CHANGE HAPPEN -- THREE THINGS TO UNDERSTAND ABOUT CHANGE -- TWO KEY STEPS -- TEMPLATE FOR MAKING CHANGE HAPPEN -- EXECUTION, EXECUTION, EXECUTION! -- CHAPTER 11 UNDERSTANDING WHAT WENT WRONG -- IGNORE OR INVESTIGATE? -- ABOUT FAULT -- LEADING IN THE MOMENT -- THE FUNDAMENTAL QUESTIONS -- THE PROBLEM WITH SOLUTIONS -- FINDING BETTER SOLUTIONS -- CHAPTER 12 MANAGING ACCOUNTABILITY -- ACCOUNTABILITY -- DEFINING ACCOUNTABLE -- MANAGING ACCOUNTABILITY -- APPLYING THE FIVE Ss -- CHAPTER 13 MANAGING SAFETY SUGGESTIONS -- THE FIRST THREE QUESTIONS -- EIGHT RULES FOR SUGGESTIONS -- GOING ON THE OFFENSIVE -- CHAPTER 14 SAFETY MEETINGS WORTHHAVING -- THE PROBLEM WITH MEETINGS -- BETTER SAFETY MEETINGS -- "ASK, DON'T TELL" SAFETY MEETINGS -- STEP 1: PURPOSE FIRST -- STEP 2: CONDENSE INFORMATION -- STEP 3: MAKE THE CONNECTION -- STEP 4: ASK DARN GOOD QUESTIONS -- A MOMENT OF HIGH INFLUENCE -- BIG MEETINGS -- CHAPTER 15 CREATING THE CULTUREYOU WANT -- DEMYSTIFYING CULTURE -- THE IMPLICATIONS -- YOUR SAFETY CULTURE -- CHANGE VERSUS TRANSFORMATION -- A ROADMAP FOR TRANSFORMATION -- CONCLUSION -- CHAPTER 16 INVESTING IN TRAINING -- KNOWLEDGE -- COMPLIANCE AND CHANGE -- TRAINING ISN'T ALWAYS THE PROBLEM -- TRAINING IS AN INVESTMENT -- WHO'S PROBLEM? -- A PERFORMANCE PROBLEM -- THE THREE Ts OF TRAINING -- THE FIRST 'T': TIMING -- THE SECOND 'T': TECHNIQUE -- THE THIRD 'T': TEACHER -- CREATING UNDERSTANDING -- CHAPTER 17 MEASURING SAFETY PERFORMANCE -- THE FUNCTION OF MEASUREMENT -- METRICS AND INFORMATION -- LEADING INDICATORS -- NEAR-MISS REPORTS -- FINDING BETTER MEASURES -- CREATING A BALANCED SCORECARD -- MEASUREMENT FOR THE FRONT-LINE SUPERVISOR -- THE LAST WORD. CHAPTER 18 MANAGING SAFETY DILEMMAS -- 1. THE ACCOUNTABILITY DILEMMA -- MANAGING THE DILEMMA -- IDEA 1: RECOGNIZE THAT YOU ARE ON THE HORNS OF A DILEMMA -- IDEA 2: CALL THE DILEMMA BY ITS PROPER NAME -- IDEA 3: LEAD BETTER -- IDEA 4: LOOK TO YOUR FOLLOWERS -- 2. THE RISK DILEMMA -- THE DILEMMA -- THE TRUTH ABOUT CONSEQUENCES -- THE RISK CONUNDRUM -- THE HAZARDS -- MANAGING THE DILEMMA-AND THE CONUNDRUM -- IDEA 1: AVOID BEING TRAPPED BY ABSOLUTES -- IDEA 2: THINK BETTER ABOUT HAZARDS, RISKS, AND HOW TO MITIGATE CONSEQUENCES -- 3. THE INVESTIGATION DILEMMA -- MANAGING THE INVESTIGATION DILEMMA -- IDEA 1: RECOGNIZE THIS DILEMMA WHEN YOU FACE IT -- IDEA 2: INDEPENDENCE HELPS -- IDEA 3: MAINTAIN YOUR PERSPECTIVE -- IDEA 4: BE PREPARED -- 4. THE SYSTEM DILEMMA -- WHERE'S THE DILEMMA? -- THE IMPLICATIONS -- MANAGING THE SYSTEM DILEMMA -- IDEA 1: RECOGNIZE THE DILEMMA -- IDEA 2: THINK LIKE A PARENT -- IDEA 3: THINK CRITICALLY -- 5. THE MIDDLE DILEMMA -- THE MIDDLE DILEMMA AND MANAGING SAFETY -- ABOUT REALITY -- MANAGING THE DILEMMA -- IDEA 1: DON'T HIDE THE TRUTH -- IDEA 2: PRESENT REALITY BETTER -- IDEA 3: THERE IS POWER IN NETWORKING WITH PEERS -- IDEA 4: REMIND THOSE AT THE TOP WHAT'S AT STAKE -- 6. THE LEADER DILEMMA -- THE DILEMMA -- MANAGING THE DILEMMA -- THE LAST WORD ABOUT "BEING ON THE HORNS" -- CHAPTER 19 LEADING FROM THE MIDDLE -- UPWARD LEADING -- FEELING POWERLESS -- CONTROL VERSUS INFLUENCE -- CRITICAL SAFETY FACTORS -- STOPPING THE JOB -- THE POWER OF INFORMATION -- ORGANIZATION POWER IN PRACTICE -- LEADING FROM THE MIDDLE -- IT'S NEVER EASY -- CHAPTER 20 MISTAKES MANAGERS MAKE -- MISTAKE NUMBER 1: FAILING TO PREPARE -- MANAGING OTHERS: THE GREAT CHALLENGE -- "THEY'LL DO JUST FINE" -- MISTAKE NUMBER 2: DRIVING OUT ALL FEAR -- A GIANT LEADING THE WAY -- THE PIPER MUST BE PAID -- THE REALLY PAINFUL CONSEQUENCE. MISTAKE NUMBER 3: FOCUSING ON THE SHORT RUN -- INSTANT IMPROVEMENT -- THE LONG TERM -- MISTAKE NUMBER 4: TRYING TO BUY A GAME -- CAN YOU BUY PERFORMANCE? -- MISTAKE NUMBER 5: CONFUSING PERCEPTION WITH REALITY -- MISTAKE NUMBER 6: COMMUNICATING WITHOUT A COMMON VOCABULARY -- WHAT'S IN A WORD? -- COMMUNICATING CLEARLY -- CHAPTER 21 DRIVING EXECUTION -- WHAT IS EXECUTION? -- THE VALUE OF EXECUTION -- THE EXECUTION GAP -- PERFORMANCE VISIBILITY -- DRIVING EXECUTION -- THE PRINCIPLE OF HONEST DIALOG -- EXPLODING THE MYTHS -- BACK TO THE BASICS -- CHAPTER 22 MAKING A DIFFERENCE -- SAFETY LEADERSHIP TOOLS -- LEADERS MUST LEAD -- TOUGH CHALLENGES -- IT'S YOUR CHOICE -- MAKING A DIFFERENCE -- REFERENCES -- INDEX -- EULA. |
| ctrlnum | (ZDB-30-PQE)EBC7219854 (ZDB-30-PAD)EBC7219854 (ZDB-89-EBL)EBL7219854 (OCoLC)1374428736 (DE-599)BVBBV048921718 |
| dewey-full | 658.4/08 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/08 |
| dewey-search | 658.4/08 |
| dewey-sort | 3658.4 18 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | Second edition |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>07869nmm a2200421zc 4500</leader><controlfield tag="001">BV048921718</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">20231213 </controlfield><controlfield tag="007">cr|uuu---uuuuu</controlfield><controlfield tag="008">230502s2023 |||| o||u| ||||||eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781119906667</subfield><subfield code="9">978-1-119-90666-7</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PQE)EBC7219854</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PAD)EBC7219854</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-89-EBL)EBL7219854</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1374428736</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV048921718</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-2070s</subfield><subfield code="a">DE-83</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658.4/08</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Balmert, Paul D.</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Alive and well at the end of the day</subfield><subfield code="b">the supervisor's guide to managing safety in operations</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">Second edition</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Hoboken</subfield><subfield code="b">Wiley</subfield><subfield code="c">[2023]</subfield></datafield><datafield tag="264" ind1=" " ind2="4"><subfield code="c">©2023</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource (323 Seiten)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Description based on publisher supplied metadata and other sources</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">COVER -- TITLE PAGE -- COPYRIGHT PAGE -- CONTENTS -- INTRODUCTION -- ACKNOWLEDGMENTS -- ABOUT THE AUTHOR -- CHAPTER 1 THE LEADERSHIP CHALLENGE -- CALLING ALL LEADERS -- THE SAFETY LEADERSHIP CHALLENGE -- LEADERS MUST LEAD! -- THE FRONT-LINE SUPERVISOR -- READING THE BOOK -- THE CASE FOR SAFETY -- JUST IN CASE -- CHAPTER 2 THE CASE FOR SAFETY -- TAKE TWO: FROM THE TOP -- TAKE TWO: FROM THE MIDDLE -- YOU'RE RESPONSIBLE -- THE CASE FOR SAFETY -- CHAPTER 3 THE PRACTICE OF LEADERSHIP -- A DAY IN THE LIFE -- LEADING VERSUS MANAGING -- WORDS AND ACTIONS -- LEADING BY EXAMPLE -- USING WORDS -- THE PRACTICE OF LEADERSHIP -- CHAPTER 4 MOMENTS OF HIGH INFLUENCE -- MOMENTS OF HIGH INFLUENCE -- MISSING THE MOMENT -- MOMENTS HAPPEN ALL THE TIME -- CARPE DIEM -- CHAPTER 5 MANAGING BY WALKING AROUND -- ON BEING SEEN -- THE VALUE OF OBSERVING -- MANAGING BY WALKING AROUND -- CALCULATION -- THE OBSERVATION STEP -- ANALYZING THE DETAILS -- THE LAST WORD -- CHAPTER 6 FOLLOWING ALL THE RULES ... ALL THE TIME -- ABOUT THE RULES -- NON-COMPLIANCE -- FOUR FUNDAMENTAL REASONS -- REASON 1: FOLLOWERS DON'T UNDERSTAND THE RULES -- 2: FOLLOWERS DON'T REMEMBER THE RULES -- 3: FOLLOWERS FAIL TO RECOGNIZE WHEN THE RULES APPLY -- 4: FOLLOWERS DON'T CHOOSE TO FOLLOW THE RULES -- IMPROVING COMPLIANCE -- CHAPTER 7 RECOGNIZING HAZARDS AND MANAGING RISK -- WHAT IS A HAZARD? -- WHERE DO I LOOK FOR HAZARDS? -- THREE LINES OF DEFENSE -- HOW DO I RECOGNIZE HAZARDS IN REAL TIME? -- WHAT IS RISK? -- ZERO RISK -- WHAT IS THE RISK? -- ASSESSING RISK -- FOUR RULES FOR REDUCING RISK -- CHAPTER 8 BEHAVIOR, CONSEQUENCES-AND ATTITUDE! -- YOUR FIRST DECISION -- YOUR INTERVENTION STRATEGY -- THE SORRY MODEL -- THE POWER OF POSITIVE REINFORCEMENT -- GIVING POSITIVE FEEDBACK -- MANAGING ATTITUDE -- WHAT EXACTLY IS "ATTITUDE"? -- ATTITUDE SURVEYS -- THE EXPERTS SPEAK -- MANAGING BEHAVIOR.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">CHAPTER 9 THE POWER OF QUESTIONS -- THE POWER OF THE QUESTION -- TYPES OF QUESTIONS -- A DARN GOOD QUESTION -- THE RESPONSE -- PUTTING DARN GOOD QUESTIONS INTO PRACTICE -- CHAPTER 10 MAKING CHANGE HAPPEN -- THREE THINGS TO UNDERSTAND ABOUT CHANGE -- TWO KEY STEPS -- TEMPLATE FOR MAKING CHANGE HAPPEN -- EXECUTION, EXECUTION, EXECUTION! -- CHAPTER 11 UNDERSTANDING WHAT WENT WRONG -- IGNORE OR INVESTIGATE? -- ABOUT FAULT -- LEADING IN THE MOMENT -- THE FUNDAMENTAL QUESTIONS -- THE PROBLEM WITH SOLUTIONS -- FINDING BETTER SOLUTIONS -- CHAPTER 12 MANAGING ACCOUNTABILITY -- ACCOUNTABILITY -- DEFINING ACCOUNTABLE -- MANAGING ACCOUNTABILITY -- APPLYING THE FIVE Ss -- CHAPTER 13 MANAGING SAFETY SUGGESTIONS -- THE FIRST THREE QUESTIONS -- EIGHT RULES FOR SUGGESTIONS -- GOING ON THE OFFENSIVE -- CHAPTER 14 SAFETY MEETINGS WORTHHAVING -- THE PROBLEM WITH MEETINGS -- BETTER SAFETY MEETINGS -- "ASK, DON'T TELL" SAFETY MEETINGS -- STEP 1: PURPOSE FIRST -- STEP 2: CONDENSE INFORMATION -- STEP 3: MAKE THE CONNECTION -- STEP 4: ASK DARN GOOD QUESTIONS -- A MOMENT OF HIGH INFLUENCE -- BIG MEETINGS -- CHAPTER 15 CREATING THE CULTUREYOU WANT -- DEMYSTIFYING CULTURE -- THE IMPLICATIONS -- YOUR SAFETY CULTURE -- CHANGE VERSUS TRANSFORMATION -- A ROADMAP FOR TRANSFORMATION -- CONCLUSION -- CHAPTER 16 INVESTING IN TRAINING -- KNOWLEDGE -- COMPLIANCE AND CHANGE -- TRAINING ISN'T ALWAYS THE PROBLEM -- TRAINING IS AN INVESTMENT -- WHO'S PROBLEM? -- A PERFORMANCE PROBLEM -- THE THREE Ts OF TRAINING -- THE FIRST 'T': TIMING -- THE SECOND 'T': TECHNIQUE -- THE THIRD 'T': TEACHER -- CREATING UNDERSTANDING -- CHAPTER 17 MEASURING SAFETY PERFORMANCE -- THE FUNCTION OF MEASUREMENT -- METRICS AND INFORMATION -- LEADING INDICATORS -- NEAR-MISS REPORTS -- FINDING BETTER MEASURES -- CREATING A BALANCED SCORECARD -- MEASUREMENT FOR THE FRONT-LINE SUPERVISOR -- THE LAST WORD.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">CHAPTER 18 MANAGING SAFETY DILEMMAS -- 1. THE ACCOUNTABILITY DILEMMA -- MANAGING THE DILEMMA -- IDEA 1: RECOGNIZE THAT YOU ARE ON THE HORNS OF A DILEMMA -- IDEA 2: CALL THE DILEMMA BY ITS PROPER NAME -- IDEA 3: LEAD BETTER -- IDEA 4: LOOK TO YOUR FOLLOWERS -- 2. THE RISK DILEMMA -- THE DILEMMA -- THE TRUTH ABOUT CONSEQUENCES -- THE RISK CONUNDRUM -- THE HAZARDS -- MANAGING THE DILEMMA-AND THE CONUNDRUM -- IDEA 1: AVOID BEING TRAPPED BY ABSOLUTES -- IDEA 2: THINK BETTER ABOUT HAZARDS, RISKS, AND HOW TO MITIGATE CONSEQUENCES -- 3. THE INVESTIGATION DILEMMA -- MANAGING THE INVESTIGATION DILEMMA -- IDEA 1: RECOGNIZE THIS DILEMMA WHEN YOU FACE IT -- IDEA 2: INDEPENDENCE HELPS -- IDEA 3: MAINTAIN YOUR PERSPECTIVE -- IDEA 4: BE PREPARED -- 4. THE SYSTEM DILEMMA -- WHERE'S THE DILEMMA? -- THE IMPLICATIONS -- MANAGING THE SYSTEM DILEMMA -- IDEA 1: RECOGNIZE THE DILEMMA -- IDEA 2: THINK LIKE A PARENT -- IDEA 3: THINK CRITICALLY -- 5. THE MIDDLE DILEMMA -- THE MIDDLE DILEMMA AND MANAGING SAFETY -- ABOUT REALITY -- MANAGING THE DILEMMA -- IDEA 1: DON'T HIDE THE TRUTH -- IDEA 2: PRESENT REALITY BETTER -- IDEA 3: THERE IS POWER IN NETWORKING WITH PEERS -- IDEA 4: REMIND THOSE AT THE TOP WHAT'S AT STAKE -- 6. THE LEADER DILEMMA -- THE DILEMMA -- MANAGING THE DILEMMA -- THE LAST WORD ABOUT "BEING ON THE HORNS" -- CHAPTER 19 LEADING FROM THE MIDDLE -- UPWARD LEADING -- FEELING POWERLESS -- CONTROL VERSUS INFLUENCE -- CRITICAL SAFETY FACTORS -- STOPPING THE JOB -- THE POWER OF INFORMATION -- ORGANIZATION POWER IN PRACTICE -- LEADING FROM THE MIDDLE -- IT'S NEVER EASY -- CHAPTER 20 MISTAKES MANAGERS MAKE -- MISTAKE NUMBER 1: FAILING TO PREPARE -- MANAGING OTHERS: THE GREAT CHALLENGE -- "THEY'LL DO JUST FINE" -- MISTAKE NUMBER 2: DRIVING OUT ALL FEAR -- A GIANT LEADING THE WAY -- THE PIPER MUST BE PAID -- THE REALLY PAINFUL CONSEQUENCE.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">MISTAKE NUMBER 3: FOCUSING ON THE SHORT RUN -- INSTANT IMPROVEMENT -- THE LONG TERM -- MISTAKE NUMBER 4: TRYING TO BUY A GAME -- CAN YOU BUY PERFORMANCE? -- MISTAKE NUMBER 5: CONFUSING PERCEPTION WITH REALITY -- MISTAKE NUMBER 6: COMMUNICATING WITHOUT A COMMON VOCABULARY -- WHAT'S IN A WORD? -- COMMUNICATING CLEARLY -- CHAPTER 21 DRIVING EXECUTION -- WHAT IS EXECUTION? -- THE VALUE OF EXECUTION -- THE EXECUTION GAP -- PERFORMANCE VISIBILITY -- DRIVING EXECUTION -- THE PRINCIPLE OF HONEST DIALOG -- EXPLODING THE MYTHS -- BACK TO THE BASICS -- CHAPTER 22 MAKING A DIFFERENCE -- SAFETY LEADERSHIP TOOLS -- LEADERS MUST LEAD -- TOUGH CHALLENGES -- IT'S YOUR CHOICE -- MAKING A DIFFERENCE -- REFERENCES -- INDEX -- EULA.</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Balmert, Paul D.</subfield><subfield code="t">Alive and Well at the End of the Day</subfield><subfield code="d">Newark : John Wiley & Sons, Incorporated,c2023</subfield><subfield code="z">978-1-119-90665-0</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-034185809</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=7219854</subfield><subfield code="l">HWR01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV048921718 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T21:55:17Z |
| indexdate | 2024-07-10T09:49:55Z |
| institution | BVB |
| isbn | 9781119906667 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034185809 |
| oclc_num | 1374428736 |
| open_access_boolean | |
| owner | DE-2070s DE-83 |
| owner_facet | DE-2070s DE-83 |
| physical | 1 Online-Ressource (323 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Wiley |
| record_format | marc |
| spelling | Balmert, Paul D. Verfasser aut Alive and well at the end of the day the supervisor's guide to managing safety in operations Second edition Hoboken Wiley [2023] ©2023 1 Online-Ressource (323 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources COVER -- TITLE PAGE -- COPYRIGHT PAGE -- CONTENTS -- INTRODUCTION -- ACKNOWLEDGMENTS -- ABOUT THE AUTHOR -- CHAPTER 1 THE LEADERSHIP CHALLENGE -- CALLING ALL LEADERS -- THE SAFETY LEADERSHIP CHALLENGE -- LEADERS MUST LEAD! -- THE FRONT-LINE SUPERVISOR -- READING THE BOOK -- THE CASE FOR SAFETY -- JUST IN CASE -- CHAPTER 2 THE CASE FOR SAFETY -- TAKE TWO: FROM THE TOP -- TAKE TWO: FROM THE MIDDLE -- YOU'RE RESPONSIBLE -- THE CASE FOR SAFETY -- CHAPTER 3 THE PRACTICE OF LEADERSHIP -- A DAY IN THE LIFE -- LEADING VERSUS MANAGING -- WORDS AND ACTIONS -- LEADING BY EXAMPLE -- USING WORDS -- THE PRACTICE OF LEADERSHIP -- CHAPTER 4 MOMENTS OF HIGH INFLUENCE -- MOMENTS OF HIGH INFLUENCE -- MISSING THE MOMENT -- MOMENTS HAPPEN ALL THE TIME -- CARPE DIEM -- CHAPTER 5 MANAGING BY WALKING AROUND -- ON BEING SEEN -- THE VALUE OF OBSERVING -- MANAGING BY WALKING AROUND -- CALCULATION -- THE OBSERVATION STEP -- ANALYZING THE DETAILS -- THE LAST WORD -- CHAPTER 6 FOLLOWING ALL THE RULES ... ALL THE TIME -- ABOUT THE RULES -- NON-COMPLIANCE -- FOUR FUNDAMENTAL REASONS -- REASON 1: FOLLOWERS DON'T UNDERSTAND THE RULES -- 2: FOLLOWERS DON'T REMEMBER THE RULES -- 3: FOLLOWERS FAIL TO RECOGNIZE WHEN THE RULES APPLY -- 4: FOLLOWERS DON'T CHOOSE TO FOLLOW THE RULES -- IMPROVING COMPLIANCE -- CHAPTER 7 RECOGNIZING HAZARDS AND MANAGING RISK -- WHAT IS A HAZARD? -- WHERE DO I LOOK FOR HAZARDS? -- THREE LINES OF DEFENSE -- HOW DO I RECOGNIZE HAZARDS IN REAL TIME? -- WHAT IS RISK? -- ZERO RISK -- WHAT IS THE RISK? -- ASSESSING RISK -- FOUR RULES FOR REDUCING RISK -- CHAPTER 8 BEHAVIOR, CONSEQUENCES-AND ATTITUDE! -- YOUR FIRST DECISION -- YOUR INTERVENTION STRATEGY -- THE SORRY MODEL -- THE POWER OF POSITIVE REINFORCEMENT -- GIVING POSITIVE FEEDBACK -- MANAGING ATTITUDE -- WHAT EXACTLY IS "ATTITUDE"? -- ATTITUDE SURVEYS -- THE EXPERTS SPEAK -- MANAGING BEHAVIOR. CHAPTER 9 THE POWER OF QUESTIONS -- THE POWER OF THE QUESTION -- TYPES OF QUESTIONS -- A DARN GOOD QUESTION -- THE RESPONSE -- PUTTING DARN GOOD QUESTIONS INTO PRACTICE -- CHAPTER 10 MAKING CHANGE HAPPEN -- THREE THINGS TO UNDERSTAND ABOUT CHANGE -- TWO KEY STEPS -- TEMPLATE FOR MAKING CHANGE HAPPEN -- EXECUTION, EXECUTION, EXECUTION! -- CHAPTER 11 UNDERSTANDING WHAT WENT WRONG -- IGNORE OR INVESTIGATE? -- ABOUT FAULT -- LEADING IN THE MOMENT -- THE FUNDAMENTAL QUESTIONS -- THE PROBLEM WITH SOLUTIONS -- FINDING BETTER SOLUTIONS -- CHAPTER 12 MANAGING ACCOUNTABILITY -- ACCOUNTABILITY -- DEFINING ACCOUNTABLE -- MANAGING ACCOUNTABILITY -- APPLYING THE FIVE Ss -- CHAPTER 13 MANAGING SAFETY SUGGESTIONS -- THE FIRST THREE QUESTIONS -- EIGHT RULES FOR SUGGESTIONS -- GOING ON THE OFFENSIVE -- CHAPTER 14 SAFETY MEETINGS WORTHHAVING -- THE PROBLEM WITH MEETINGS -- BETTER SAFETY MEETINGS -- "ASK, DON'T TELL" SAFETY MEETINGS -- STEP 1: PURPOSE FIRST -- STEP 2: CONDENSE INFORMATION -- STEP 3: MAKE THE CONNECTION -- STEP 4: ASK DARN GOOD QUESTIONS -- A MOMENT OF HIGH INFLUENCE -- BIG MEETINGS -- CHAPTER 15 CREATING THE CULTUREYOU WANT -- DEMYSTIFYING CULTURE -- THE IMPLICATIONS -- YOUR SAFETY CULTURE -- CHANGE VERSUS TRANSFORMATION -- A ROADMAP FOR TRANSFORMATION -- CONCLUSION -- CHAPTER 16 INVESTING IN TRAINING -- KNOWLEDGE -- COMPLIANCE AND CHANGE -- TRAINING ISN'T ALWAYS THE PROBLEM -- TRAINING IS AN INVESTMENT -- WHO'S PROBLEM? -- A PERFORMANCE PROBLEM -- THE THREE Ts OF TRAINING -- THE FIRST 'T': TIMING -- THE SECOND 'T': TECHNIQUE -- THE THIRD 'T': TEACHER -- CREATING UNDERSTANDING -- CHAPTER 17 MEASURING SAFETY PERFORMANCE -- THE FUNCTION OF MEASUREMENT -- METRICS AND INFORMATION -- LEADING INDICATORS -- NEAR-MISS REPORTS -- FINDING BETTER MEASURES -- CREATING A BALANCED SCORECARD -- MEASUREMENT FOR THE FRONT-LINE SUPERVISOR -- THE LAST WORD. CHAPTER 18 MANAGING SAFETY DILEMMAS -- 1. THE ACCOUNTABILITY DILEMMA -- MANAGING THE DILEMMA -- IDEA 1: RECOGNIZE THAT YOU ARE ON THE HORNS OF A DILEMMA -- IDEA 2: CALL THE DILEMMA BY ITS PROPER NAME -- IDEA 3: LEAD BETTER -- IDEA 4: LOOK TO YOUR FOLLOWERS -- 2. THE RISK DILEMMA -- THE DILEMMA -- THE TRUTH ABOUT CONSEQUENCES -- THE RISK CONUNDRUM -- THE HAZARDS -- MANAGING THE DILEMMA-AND THE CONUNDRUM -- IDEA 1: AVOID BEING TRAPPED BY ABSOLUTES -- IDEA 2: THINK BETTER ABOUT HAZARDS, RISKS, AND HOW TO MITIGATE CONSEQUENCES -- 3. THE INVESTIGATION DILEMMA -- MANAGING THE INVESTIGATION DILEMMA -- IDEA 1: RECOGNIZE THIS DILEMMA WHEN YOU FACE IT -- IDEA 2: INDEPENDENCE HELPS -- IDEA 3: MAINTAIN YOUR PERSPECTIVE -- IDEA 4: BE PREPARED -- 4. THE SYSTEM DILEMMA -- WHERE'S THE DILEMMA? -- THE IMPLICATIONS -- MANAGING THE SYSTEM DILEMMA -- IDEA 1: RECOGNIZE THE DILEMMA -- IDEA 2: THINK LIKE A PARENT -- IDEA 3: THINK CRITICALLY -- 5. THE MIDDLE DILEMMA -- THE MIDDLE DILEMMA AND MANAGING SAFETY -- ABOUT REALITY -- MANAGING THE DILEMMA -- IDEA 1: DON'T HIDE THE TRUTH -- IDEA 2: PRESENT REALITY BETTER -- IDEA 3: THERE IS POWER IN NETWORKING WITH PEERS -- IDEA 4: REMIND THOSE AT THE TOP WHAT'S AT STAKE -- 6. THE LEADER DILEMMA -- THE DILEMMA -- MANAGING THE DILEMMA -- THE LAST WORD ABOUT "BEING ON THE HORNS" -- CHAPTER 19 LEADING FROM THE MIDDLE -- UPWARD LEADING -- FEELING POWERLESS -- CONTROL VERSUS INFLUENCE -- CRITICAL SAFETY FACTORS -- STOPPING THE JOB -- THE POWER OF INFORMATION -- ORGANIZATION POWER IN PRACTICE -- LEADING FROM THE MIDDLE -- IT'S NEVER EASY -- CHAPTER 20 MISTAKES MANAGERS MAKE -- MISTAKE NUMBER 1: FAILING TO PREPARE -- MANAGING OTHERS: THE GREAT CHALLENGE -- "THEY'LL DO JUST FINE" -- MISTAKE NUMBER 2: DRIVING OUT ALL FEAR -- A GIANT LEADING THE WAY -- THE PIPER MUST BE PAID -- THE REALLY PAINFUL CONSEQUENCE. MISTAKE NUMBER 3: FOCUSING ON THE SHORT RUN -- INSTANT IMPROVEMENT -- THE LONG TERM -- MISTAKE NUMBER 4: TRYING TO BUY A GAME -- CAN YOU BUY PERFORMANCE? -- MISTAKE NUMBER 5: CONFUSING PERCEPTION WITH REALITY -- MISTAKE NUMBER 6: COMMUNICATING WITHOUT A COMMON VOCABULARY -- WHAT'S IN A WORD? -- COMMUNICATING CLEARLY -- CHAPTER 21 DRIVING EXECUTION -- WHAT IS EXECUTION? -- THE VALUE OF EXECUTION -- THE EXECUTION GAP -- PERFORMANCE VISIBILITY -- DRIVING EXECUTION -- THE PRINCIPLE OF HONEST DIALOG -- EXPLODING THE MYTHS -- BACK TO THE BASICS -- CHAPTER 22 MAKING A DIFFERENCE -- SAFETY LEADERSHIP TOOLS -- LEADERS MUST LEAD -- TOUGH CHALLENGES -- IT'S YOUR CHOICE -- MAKING A DIFFERENCE -- REFERENCES -- INDEX -- EULA. Erscheint auch als Druck-Ausgabe Balmert, Paul D. Alive and Well at the End of the Day Newark : John Wiley & Sons, Incorporated,c2023 978-1-119-90665-0 |
| spellingShingle | Balmert, Paul D. Alive and well at the end of the day the supervisor's guide to managing safety in operations COVER -- TITLE PAGE -- COPYRIGHT PAGE -- CONTENTS -- INTRODUCTION -- ACKNOWLEDGMENTS -- ABOUT THE AUTHOR -- CHAPTER 1 THE LEADERSHIP CHALLENGE -- CALLING ALL LEADERS -- THE SAFETY LEADERSHIP CHALLENGE -- LEADERS MUST LEAD! -- THE FRONT-LINE SUPERVISOR -- READING THE BOOK -- THE CASE FOR SAFETY -- JUST IN CASE -- CHAPTER 2 THE CASE FOR SAFETY -- TAKE TWO: FROM THE TOP -- TAKE TWO: FROM THE MIDDLE -- YOU'RE RESPONSIBLE -- THE CASE FOR SAFETY -- CHAPTER 3 THE PRACTICE OF LEADERSHIP -- A DAY IN THE LIFE -- LEADING VERSUS MANAGING -- WORDS AND ACTIONS -- LEADING BY EXAMPLE -- USING WORDS -- THE PRACTICE OF LEADERSHIP -- CHAPTER 4 MOMENTS OF HIGH INFLUENCE -- MOMENTS OF HIGH INFLUENCE -- MISSING THE MOMENT -- MOMENTS HAPPEN ALL THE TIME -- CARPE DIEM -- CHAPTER 5 MANAGING BY WALKING AROUND -- ON BEING SEEN -- THE VALUE OF OBSERVING -- MANAGING BY WALKING AROUND -- CALCULATION -- THE OBSERVATION STEP -- ANALYZING THE DETAILS -- THE LAST WORD -- CHAPTER 6 FOLLOWING ALL THE RULES ... ALL THE TIME -- ABOUT THE RULES -- NON-COMPLIANCE -- FOUR FUNDAMENTAL REASONS -- REASON 1: FOLLOWERS DON'T UNDERSTAND THE RULES -- 2: FOLLOWERS DON'T REMEMBER THE RULES -- 3: FOLLOWERS FAIL TO RECOGNIZE WHEN THE RULES APPLY -- 4: FOLLOWERS DON'T CHOOSE TO FOLLOW THE RULES -- IMPROVING COMPLIANCE -- CHAPTER 7 RECOGNIZING HAZARDS AND MANAGING RISK -- WHAT IS A HAZARD? -- WHERE DO I LOOK FOR HAZARDS? -- THREE LINES OF DEFENSE -- HOW DO I RECOGNIZE HAZARDS IN REAL TIME? -- WHAT IS RISK? -- ZERO RISK -- WHAT IS THE RISK? -- ASSESSING RISK -- FOUR RULES FOR REDUCING RISK -- CHAPTER 8 BEHAVIOR, CONSEQUENCES-AND ATTITUDE! -- YOUR FIRST DECISION -- YOUR INTERVENTION STRATEGY -- THE SORRY MODEL -- THE POWER OF POSITIVE REINFORCEMENT -- GIVING POSITIVE FEEDBACK -- MANAGING ATTITUDE -- WHAT EXACTLY IS "ATTITUDE"? -- ATTITUDE SURVEYS -- THE EXPERTS SPEAK -- MANAGING BEHAVIOR. CHAPTER 9 THE POWER OF QUESTIONS -- THE POWER OF THE QUESTION -- TYPES OF QUESTIONS -- A DARN GOOD QUESTION -- THE RESPONSE -- PUTTING DARN GOOD QUESTIONS INTO PRACTICE -- CHAPTER 10 MAKING CHANGE HAPPEN -- THREE THINGS TO UNDERSTAND ABOUT CHANGE -- TWO KEY STEPS -- TEMPLATE FOR MAKING CHANGE HAPPEN -- EXECUTION, EXECUTION, EXECUTION! -- CHAPTER 11 UNDERSTANDING WHAT WENT WRONG -- IGNORE OR INVESTIGATE? -- ABOUT FAULT -- LEADING IN THE MOMENT -- THE FUNDAMENTAL QUESTIONS -- THE PROBLEM WITH SOLUTIONS -- FINDING BETTER SOLUTIONS -- CHAPTER 12 MANAGING ACCOUNTABILITY -- ACCOUNTABILITY -- DEFINING ACCOUNTABLE -- MANAGING ACCOUNTABILITY -- APPLYING THE FIVE Ss -- CHAPTER 13 MANAGING SAFETY SUGGESTIONS -- THE FIRST THREE QUESTIONS -- EIGHT RULES FOR SUGGESTIONS -- GOING ON THE OFFENSIVE -- CHAPTER 14 SAFETY MEETINGS WORTHHAVING -- THE PROBLEM WITH MEETINGS -- BETTER SAFETY MEETINGS -- "ASK, DON'T TELL" SAFETY MEETINGS -- STEP 1: PURPOSE FIRST -- STEP 2: CONDENSE INFORMATION -- STEP 3: MAKE THE CONNECTION -- STEP 4: ASK DARN GOOD QUESTIONS -- A MOMENT OF HIGH INFLUENCE -- BIG MEETINGS -- CHAPTER 15 CREATING THE CULTUREYOU WANT -- DEMYSTIFYING CULTURE -- THE IMPLICATIONS -- YOUR SAFETY CULTURE -- CHANGE VERSUS TRANSFORMATION -- A ROADMAP FOR TRANSFORMATION -- CONCLUSION -- CHAPTER 16 INVESTING IN TRAINING -- KNOWLEDGE -- COMPLIANCE AND CHANGE -- TRAINING ISN'T ALWAYS THE PROBLEM -- TRAINING IS AN INVESTMENT -- WHO'S PROBLEM? -- A PERFORMANCE PROBLEM -- THE THREE Ts OF TRAINING -- THE FIRST 'T': TIMING -- THE SECOND 'T': TECHNIQUE -- THE THIRD 'T': TEACHER -- CREATING UNDERSTANDING -- CHAPTER 17 MEASURING SAFETY PERFORMANCE -- THE FUNCTION OF MEASUREMENT -- METRICS AND INFORMATION -- LEADING INDICATORS -- NEAR-MISS REPORTS -- FINDING BETTER MEASURES -- CREATING A BALANCED SCORECARD -- MEASUREMENT FOR THE FRONT-LINE SUPERVISOR -- THE LAST WORD. CHAPTER 18 MANAGING SAFETY DILEMMAS -- 1. THE ACCOUNTABILITY DILEMMA -- MANAGING THE DILEMMA -- IDEA 1: RECOGNIZE THAT YOU ARE ON THE HORNS OF A DILEMMA -- IDEA 2: CALL THE DILEMMA BY ITS PROPER NAME -- IDEA 3: LEAD BETTER -- IDEA 4: LOOK TO YOUR FOLLOWERS -- 2. THE RISK DILEMMA -- THE DILEMMA -- THE TRUTH ABOUT CONSEQUENCES -- THE RISK CONUNDRUM -- THE HAZARDS -- MANAGING THE DILEMMA-AND THE CONUNDRUM -- IDEA 1: AVOID BEING TRAPPED BY ABSOLUTES -- IDEA 2: THINK BETTER ABOUT HAZARDS, RISKS, AND HOW TO MITIGATE CONSEQUENCES -- 3. THE INVESTIGATION DILEMMA -- MANAGING THE INVESTIGATION DILEMMA -- IDEA 1: RECOGNIZE THIS DILEMMA WHEN YOU FACE IT -- IDEA 2: INDEPENDENCE HELPS -- IDEA 3: MAINTAIN YOUR PERSPECTIVE -- IDEA 4: BE PREPARED -- 4. THE SYSTEM DILEMMA -- WHERE'S THE DILEMMA? -- THE IMPLICATIONS -- MANAGING THE SYSTEM DILEMMA -- IDEA 1: RECOGNIZE THE DILEMMA -- IDEA 2: THINK LIKE A PARENT -- IDEA 3: THINK CRITICALLY -- 5. THE MIDDLE DILEMMA -- THE MIDDLE DILEMMA AND MANAGING SAFETY -- ABOUT REALITY -- MANAGING THE DILEMMA -- IDEA 1: DON'T HIDE THE TRUTH -- IDEA 2: PRESENT REALITY BETTER -- IDEA 3: THERE IS POWER IN NETWORKING WITH PEERS -- IDEA 4: REMIND THOSE AT THE TOP WHAT'S AT STAKE -- 6. THE LEADER DILEMMA -- THE DILEMMA -- MANAGING THE DILEMMA -- THE LAST WORD ABOUT "BEING ON THE HORNS" -- CHAPTER 19 LEADING FROM THE MIDDLE -- UPWARD LEADING -- FEELING POWERLESS -- CONTROL VERSUS INFLUENCE -- CRITICAL SAFETY FACTORS -- STOPPING THE JOB -- THE POWER OF INFORMATION -- ORGANIZATION POWER IN PRACTICE -- LEADING FROM THE MIDDLE -- IT'S NEVER EASY -- CHAPTER 20 MISTAKES MANAGERS MAKE -- MISTAKE NUMBER 1: FAILING TO PREPARE -- MANAGING OTHERS: THE GREAT CHALLENGE -- "THEY'LL DO JUST FINE" -- MISTAKE NUMBER 2: DRIVING OUT ALL FEAR -- A GIANT LEADING THE WAY -- THE PIPER MUST BE PAID -- THE REALLY PAINFUL CONSEQUENCE. MISTAKE NUMBER 3: FOCUSING ON THE SHORT RUN -- INSTANT IMPROVEMENT -- THE LONG TERM -- MISTAKE NUMBER 4: TRYING TO BUY A GAME -- CAN YOU BUY PERFORMANCE? -- MISTAKE NUMBER 5: CONFUSING PERCEPTION WITH REALITY -- MISTAKE NUMBER 6: COMMUNICATING WITHOUT A COMMON VOCABULARY -- WHAT'S IN A WORD? -- COMMUNICATING CLEARLY -- CHAPTER 21 DRIVING EXECUTION -- WHAT IS EXECUTION? -- THE VALUE OF EXECUTION -- THE EXECUTION GAP -- PERFORMANCE VISIBILITY -- DRIVING EXECUTION -- THE PRINCIPLE OF HONEST DIALOG -- EXPLODING THE MYTHS -- BACK TO THE BASICS -- CHAPTER 22 MAKING A DIFFERENCE -- SAFETY LEADERSHIP TOOLS -- LEADERS MUST LEAD -- TOUGH CHALLENGES -- IT'S YOUR CHOICE -- MAKING A DIFFERENCE -- REFERENCES -- INDEX -- EULA. |
| title | Alive and well at the end of the day the supervisor's guide to managing safety in operations |
| title_auth | Alive and well at the end of the day the supervisor's guide to managing safety in operations |
| title_exact_search | Alive and well at the end of the day the supervisor's guide to managing safety in operations |
| title_exact_search_txtP | Alive and well at the end of the day the supervisor's guide to managing safety in operations |
| title_full | Alive and well at the end of the day the supervisor's guide to managing safety in operations |
| title_fullStr | Alive and well at the end of the day the supervisor's guide to managing safety in operations |
| title_full_unstemmed | Alive and well at the end of the day the supervisor's guide to managing safety in operations |
| title_short | Alive and well at the end of the day |
| title_sort | alive and well at the end of the day the supervisor s guide to managing safety in operations |
| title_sub | the supervisor's guide to managing safety in operations |
| work_keys_str_mv | AT balmertpauld aliveandwellattheendofthedaythesupervisorsguidetomanagingsafetyinoperations |