Leadership intervention

Display Screen Equipment Related injuries and how to avoid them by using Management & leadership interventionIntroduction:  I have chosen the above topic for my report as both routine clerical work and tedious managerial work within the office has become dependent on the computer. Background: I currently manage two data entry clerks directly within my sphere of responsibilities and am accountable for their health and safety whilst at work. Although the unit has 3 desk computers, we have not had a Risk Assessment (RA) carried out in the past three years.

The aim of this report is to reduce the risk associated with using Display Screen Equipment (DSE) to the lowest practicable level on a day-to-day basis. I will be looking at the workstation assessment form from Risk Management to identify potential risk staffs are being exposed to by working with DSE. The risk assessment that I would carry would be in line with the Trust Risk Management policy as well as the frameworks learned and used in this management module and relevant legislation.

Legislation has been put in place to protect computer operators from the risks inherent of computer use. The United Kingdom (1992) Display Screen Regulations set out the legal requirements of employers with regards to their computer users. The Management of health & safety at work regulations (MHSW) came into force in December 1999 in conjunction with the Health & Safety Act 1974.

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My report will be based on the Clinical leadership theory by Jumaa and Alleyne (1998). The Clinlap/ leadlap model is identified as "strategic management and leadership process that positions processes learning as a force that drives health and social care organisation on a day to day basis in the management of goals, roles, processes and relationships (Jumaa 2001).
The next section of this report will be looking at Policies of Risk Management in place at strategic level within the organisation but not implemented in all departments.

The LOOP factor is described by Jumaa and Alleyne 1998a, 1998b and Jumaa 2000a and stands for: Legislation, organisational, occupational and personal factors. (See Appendix 2 for further discussion about LOOP factors) In this report I am proposing that we look at the culture web by to identify factors that inhibits an effective implementation of Risk Management. To improve my practice as a risk assessor, I have incorporated Johnson (1988) (see Appendix 3) to look at the rituals and routines, organisational structures and control systems of the Trust.

I will now consider the LOOP factors framework, which will help to identify some factors that inhibit team working in managing risks and therefore allow us to establish of what needs to be done next. Please see Appendix 2 for further discussion. I will use P.E.S.T.O framework to show the influence of the Trust's strategy for a need of review and implementation of existing policies. P.E.S.T.O.stands for: Political, Economical, sociological, Technological and other factors such as Environmental policy, procedures, guidelines and standards all of which have an impact on the Trust as an Organisation.

For the brevity of this report, I will assume that the External environment of the organisation is thinking strategically and the political influence such as the Department of Health Guidelines for Clinical Governance, NHS Plan 2000, and Commission for Health Improvement (CHI) is providing guidance for the organisation to succeed and achieve its targets. I will use McKinsey's 7s Framework to analyse the structure of the organisation and how it operates. 7S are seven aspects of an organisation that need to harmonise with each other in order to support the others or be "organised" (Waterman and Phillips 1980).

They are: Strategy: Our organisation is to provide an audit tool to identify the gaps in the direction and planning of the organisation to assess the extent to which the organisation finite resources can reach identified goals. For e.g. my unit has not had a risk officer carrying out a risk assessment in the past 3 years although the Trust has its strategy in place, there is no direction and no system in place.

Structure: includes questions that will help us to identify the location of the Risk Management teams in the Trust, and to consider the support currently available to the teams and the evaluation of current policies. Systems: Systems provide information on how to provide support for teams, for e.g. there are policies and protocols in place, which has not been set into practice. Guidance on how to develop effective inner-team working to manage risk systematically and consistently is not addressed.

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