Introduction to Fire Safety Management

4.8.1 The 
organisation
Where management fails to take positive action on non-
compliance with safety procedures, or worse still actively 
promote such breaches, the individuals within the organ-
isation will perceive that such actions are condoned.
As individuals, our behaviour is infl uenced by the 
various organisations, or groups, to which we belong. 
Where the infl uences are complementary our behaviour, 
good or bad, is encouraged and reinforced. However, 
where the infl uences are in confl ict human behaviour will 
generally follow the strongest infl uence.
Figure 4.11
Consultation with employees increases 
commitment to safety systems
Figure 4.12
The interrelated job, person and organisa-
tional factors that affect the safety culture of an organisation
Organisa-
tional
Job
Person

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Introduction to Fire Safety Management
76
Organisations can be structured or designed in a 
number of different ways. It is often considered that the 
form a particular organisation takes is a refl ection of the 
function of the organisation. For example, the organisa-
tion of an academic institution will normally be a loose 
confederation of autonomous departments that are 
coordinated by a fi gurehead. In contrast, an organisation 
providing a service directly to the end user will tend to be 
far more hierarchical. Some structures may be referred 
to as ‘tall’ hierarchies and others as ‘fl at’, with a greater 
divestment of authority and responsibility at lower levels.
Whichever type of organisational structure is in 
place it is vital that there are, at all levels of the organ-
isation, clearly defi ned responsibilities for safety.
Within the work organisation will be a number 
of subgroups, each of which will in their turn exert an 
infl uence on the behaviour of the individuals within 
the organisation. Some of these groups will be formal 
groups and under direct control of the organisation, such 
as the various departments and sections, while others 
will be informal groups which simply form within the 
work organisation, such as groups based on rest room 
relationships or internal club relationships.
Again, the organisation must ensure that the 
infl uences exerted by the various groups are comple-
mentary and supportive of the safety culture. Where this 
is not the case the pressure brought by a subgroup upon 
its members can disrupt even the most strict control 
mechanisms within the formal organisation. Where 
subgroups do not have the same acceptance of safety 
goals as the employer, the members of the groups will 
tend to disregard the organisational safety procedures. 
This is often based on differing attitudes to safety within 
the groups, e.g. there can be a ‘macho’ attitude often 
displayed in the construction industry, leading to safety 
measures being sidelined.
Confl ict can exist between the various groups due 
to a number of reasons, including:
➤
Differing priorities and goals
➤
Differing motivations and acceptance of safety 
issues
➤
Differing cultures and objectives
➤
Misunderstanding of individual roles
➤
Poor communication between groups.
The nature of the formal and informal organisational 
structures in a workplace will affect how individuals feel 
about safety. Some individuals may feel more comfort-
able working in a fl at organisation whereas some will 
prefer the certainty of a rigid hierarchy where the indi-
vidual’s role is tightly defi ned and controlled.
Organisational structures themselves have an 
impact on how safety is managed with a hierarchical 
structure often providing an effective basis for action 
but a sometimes more diffi cult environment to achieved 
employee involvement in decision making. A fl at 
structure, on the other hand, may be better for allowing 
individuals to contribute but does not provide the most 
effective framework for driving forward change.
Common problems associated if ineffective or 
inappropriate organisational structures include:
➤
Communication 
failures
➤
They are hierarchical and rigid in nature and there-
fore impersonal
➤
They ignore the emotional impact of organisational 
decisions or procedures
➤
They are often seen as uncaring and lacking com-
mitment, especially to safety issues.