File:Bell telephone magazine (1922) (14568558328).jpg

Identifier: belltelephonemag00vol2930amerrich (find matches)
Title: Bell telephone magazine
Year: 1922 (1920s)
Authors: American Telephone and Telegraph Company American Telephone and Telegraph Company. Information Dept
Subjects: Telephone
Publisher: (New York, American Telephone and Telegraph Co., etc.)
Contributing Library: Prelinger Library
Digitizing Sponsor: Internet Archive

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rop wire. Two pairs of rub-ber gloves were on the truck, and 1951-52 Bell System Safety Record 215 had not been used that morning byeither employee. These cases illustrate accidentsthat would have been avoided if em-ployees had kept alert and followedthe ordinary, well understood, andgenerally accepted safe practicesthat have been established for theirown protection. Employee Attitudes, Cooperation,And Teamwork Whenever the quantity and qualityof production are at a high level, misunderstandings are few and ac-cident records are good. This situ-ation can be traced to supervision ofhigh order in this matter of under-standing and working harmoniouslywith people. The aim of human re-lations in safety activities is to pro-vide positive and effective leadershipso that the group will want to workeffectively and cooperatively towardeliminating accidents. The causes of haste, carelessness,abstraction, forgetfulness, or poorattitude which may lead to accidentscan be known to a supervisor if he
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Safety lessons help the man to work with his head, hands, and heart, and thus become his own safety expert 2l6 Bell Telephone Magazine WINTER will but build a sound foundation ofunderstanding. This he can do bydiscussing not only the items that hewants to talk about but the mattersthat are important to his people aswell. Thus the supervisor, by recog-nizing many of the human behaviorfactors before they cause accidents,may spend his efforts in preventingaccidents rather than in making re-ports after accidents occur. We have to understand whatmotivates people—what are theirwants and needs. These include suchthings as the needs for recognition,job satisfaction, self-expression, andself-respect. When these are dis-turbed, we may expect behavior notconducive to safe and careful work.Then, when we provide the satifiersof these motives—such as partici- pation, sharing of responsibilities,praise, right treatment—we are im-proving the behavior of the man andhelping him to work with his h

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