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Page Title: Salesmanship
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In  a  dull  and  repetitive  job,  management  can increase   motivation   by   rewarding   safe   work performance.  Rewards  should  include  both  formal  and informal   incentives.   Formal   incentives   include promotions, awards, formal commendations, special privileges,  and  work  schedule  selection.  Informal incentives  include  praise,  encouragement,  acceptance by fellow workers, reduced supervision, and respect by others. Through careful use of such incentives, we can effectively  influence  the  practices  of  our  workers. Motivation works best when the job itself provides opportunities  to  achieve  satisfaction.  Commands  create such opportunities by providing workers with a feeling of  acceptance,  a  knowledge  of  where  they  stand, reasonable   autonomy,   and   freedom   to   practice individual skills. We can reenforce that approach by using the following techniques: Communicating   effectively Assigning jobs consistent with the abilities of the individuals Including  all  hands  (when  possible)  in  the decision-making   process Highlighting   program   benefits   (advantages versus disadvantages) Rewarding   deserving   personnel   (official recognition,  praise) Occasionally  people  will  be  at  odds  with  the  goals of the safety program. Their behavior will conflict with the success of the program. Many managers assume that a lack of cooperation stems from a dislike of work. They also think that the main job of the supervisor is to find a way to coerce people to work. They try to control people through threats, reprimands, assignment of extra duty, and unusually close and strict supervision. Such external control approaches are only effective for short periods of time and do not encourage the self-motivation we desire in our workers. Supervisors should know that external control is not the best way to ensure a good job. External control methods,  if  not  appropriately  applied,  can  breed dissatisfaction  and  frustration.  Those  feelings  can negatively  affect  both  morale  and  skill.  Use  of  the positive  management  techniques  discussed  earlier makes  the  management-worker  relationship  more harmonious. As a result, when you discipline a worker, it does not have the same negative qualities as the external methods. The corrected worker will understand the reason for the discipline, whether it is in the form of retraining,  reminders,  warnings,  or  penalties. Providing   meaningful   mishap   prevention orientations  and  adequate  on-the-job  training  reduces the need for discipline. Setting the right example is also helpful.  Emphasizing  the  risks  of  improper  work practices may also be effective. Such actions help define good job performance, which, in turn, helps prevent workers  from  developing  poor  work  procedures.  That reduces the need for corrective disciplinary actions later. Management within the Navy provides general guidance and a firm commitment to safety. Supervisors, as  the  key  persons  in  mishap  prevention,  must  make safety a prime and integral part of each job their workers perform.  They  must  motivate  and  train  people  to develop and use safe work habits. They must build their workers’ belief in mishap prevention. Finally, they must help  all  workers  develop  a  strong  personal  commitment to mishap prevention. Once workers have made that commitment,  they  will  consciously  try  to  prevent mishaps. They will question unsafe acts, conditions, or instructions  and  follow  established  safety  procedures and regulations. SALESMANSHIP Since  the  success  of  a  safety  program  depends  on worker cooperation, interest in the program must be “sold”  to  the  worker.  Good  salesmanship  involves  three essential requirements: (1) a good product, (2) knowing your product, and (3) the ability to identify with the customer. When you have a “product” to “market” or sell, the first requirement is to have a good product. Your product must provide something beneficial to the worker. Your product is freedom from loss of wages, from pain and injury, and from hardship for the worker’s family. Secondly, you must know your product. That takes study,  attention  to  detail,  and  familiarity  with  safety standards. Your believability is a key to your ability to sell safety. The third requirement is to put yourself in the place of your customer. Are the safety rules feasible? Can your workers comply with the safety standards and still get  the  job  done?  Do  you  require  them  to  wear uncomfortable protective equipment for a long time in a  hot  environment?  You  should  sell  safety  on  an individual basis, attuned to what you know about your customer. 2-3

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