MANAGEMENT SYSTEMS
管理系統
報告人楊秀芬
學號碼NA27Y008
指導老師 李金泉
According to Geller, in a total safety culture,
everyone feels responsible for safety and pursues it
on a daily basis. At work, employees will go beyond
“the call of duty” to identify hazards and at-risk
behaviors. Then they intervene to correct related
hazards.
根據蓋勒說法，整體的安全文化，按常規，對
於安全和追求安全文化，人人有責。在工作上，
員工將來需超越“職責所在”去找尋危害及冒險
風險的行為所在。然後，他們介入去改正相關的
危害。
Making Sense of the Behavior-Based Safety Process
形成安全行為態度基礎程序
ANTECEDENTS 前因
Anything that precedes or
triggers behavior
任何優越或刺激的行為
BEHAVIOR 行為
An observable act
可以觀察的
CONSEQUENCES後果
Anything that directly
follows from behavior
任何接續行為後的行為
Consequence Factors
Timing 時間點
Consistency 一致性
Significance重要的
結果因子
Sooner/Later 較早/較晚
Certain/Uncertain 確定/不確定
Postive/Negative 正面的/負面的
Figure 16-8 Consequences motivate behavior. Veazie, Bob, “Foundation Principles:Keys to Success of BehaviorBased Safety Initiatives,” Professional Safety, April 1999,p. 26, Figure 4. Reproduced with permission.
圖16-8重要激勵行為。 Veazie，鮑勃，“基礎原則：初始基本的安全行為是走向成功的關鍵，”職業安全，
1999年4月， 第26頁，圖4。經授權轉載。
According to Geller, a total culture
requires continual attention to the three
domains outlined in Figure 16-10.
根據蓋勒說法，整體的安全文化需要持續注意圖1610中的外圍三個區塊。
Safe work practices are supported with proper
recognition procedures. As we have discussed,
safety is not a priority to be shifted according
to situational demands.
安全工作規範是由適當的賞賜、表揚程序所支持。正如
我們已經討論過，依據實際需求來考量，安全並不是一
個優先的選項。
Rather, safety is a value linked to all
situational priorities. Geller refers to
helping people as“actively caring.”
當然，安全是連接到所有情境的重要關鍵值。蓋勒把
幫助別人歸類於“積極關懷”。
Figure 16-11 shows that actively caring
behaviors can focus on
environmental,personal, and behavioral
aspects of safety.
圖16-11顯示，積極關懷行為可以聚焦在環境的、
個人的和行為的安全面。
Geller describes in Figure 16-12 how the
actively caring behavior model proposes that
feelings of empowerment are enhanced by the
perception of personal control [2].
蓋勒描述圖表16-12如何積極關懷行為模式建議:賦能
提升是受到個人的控制觀念影響。
Developing an Effective Safety Culture: A Leadership Approach
發展一個有效的安全文化：一種領導方法
Goals and 目的
Objectives目標的
Behavior行為
Reinforcement
增強
資訊
Information
涉入
Involvement
激勵方式
Motivation
共同利益Mutual
Interest
Psychological
Appeal
心理的訴求
The Goals and Objectives Principle - Motivation to accomplish results tends to increase when
people have meaningful goals toward which to work.
目的和目標原則 –當人對工作目標感到有意義時，行動方式來完成的動力會傾向增加。
The Principle of involvement - Meaningful involvement increases motivation and support.
參與原則 - 有意義的參與增加了行動方式和支持。
The Principle of Mutual Interest - Programs, projects, and ideas are best sold when they
bridge the wants and desires of both parties.
共同利益的原則 –方案、計畫和想法是架構他們彼此需求和希望的最好賣點。
The Psychological Appeal Principle - Communication that appeals to feelings and attitudes
tends to be more motivational than that which appeals only to reason.
心理的訴求原則 -溝通，對於情感和態度的溝通是更有行動力，更勝於理由的溝通。
The Information Principle - Effective communication increases motivation.
資訊原則 - 有效的溝通會增加行動力。
The Principle of Behavior Reinforcement - Behavior with negative effects
tends to decrease or stop.
行為的增強的原理 - 負面行為影響導致行動力下降或停止。
Figure 16-9 Practical principles for managing motivation. Germain, George L., FEBCO,
Safety and the Bottom Line, Chapter 7, “Beyond Behaviorism to Holistic Motivation,” p.
231, Figure 7-2. Reproduced with permission.
圖16-9管理動機實用的原則。日耳曼，喬治L，FEBCO，安全和底線，第7章，“超越行為主義
到整體行動方式”，第231頁，圖7-2。經授權轉載。
It is important to develop a set of
comprehensive principles on which to base
safety procedures and policies. In the end, it
is more useful to teach comprehensive
principles.
制定一套廣泛的原則在基本安全程序和安全政策上是
非常重要的。最後，教導廣泛的原則是更有用的。
As the old saying goes, “Give a man a fish
and you feed him for a day; teach him how to
fish and you feed him for life” [2].
古語有云：“給他魚，不如教他如何釣魚”[2]。
Making Sense of the Behavior-Based Safety Process 形成基本安全行為步驟
Person 人
Knowledge, Skills, Ability,
Intelligence,Motives,
Personality
知識、技能、能力、智力、
動機與人格
Environment環境
Safety
Culture
安全文化
Equipment,
Tools,Machines,
Housekeeping, Heat/Cold
ngineering
設備、工具、機器、
廠務管理、熱/冷工程
Behavior行為
Complying, Coaching, Recognizing,
Communicating, Demonstrating,
“Actively Caring”
服從、訓練、認識、溝通、展現
“積極關懷”
Figure 16-10 A Total Safety Culture requires continual attention to three domains.
Adapted from E. Scott Geller, Ph.D., The Psychology of Safety Professional Development
Conference and Exposition, San Diego, 1996, p. 10, and Professional Safety, September 1994,
Figure 1, p. 19. Reproduced with permission.
圖16-10 A全面的安全文化需要持續關注三個領域。
引用自伊斯科特•蓋勒，博士，安全心理專業的發展會議和博覽會，聖地牙哥，1996年，
第10頁，和專業安全9月1994年，圖1，第19頁。經授權轉載。
謝謝聆聽