Management today is an essential part in ensuring the success of the organisation on the whole. Without proper management, many unexpected and unfavourable events can take place, and jeopardise the stability of the organisation. For my research, I have chosen to use the article titled “Managing Motivation: Incentive Pay and the Pike River disaster” as I felt the Pike River disaster had a lot of impact on the society, not only when it happened, but also after it happened, when investigations were in place. Also it was one of the worst disasters in New Zealand’s history, with 29 deaths, which made it appear on the front page of international news outlets (Evans 2010). Also, this incident had highlighted many management lapses that led to the fateful event.
The Pike River disaster was a process safety accident due to to leadership, operational and cultural problems in the organisation. Pike River Coal Company Limited (Pike) was a publicly listed company, in the oil and gas industry, formed in 1982 and acquired by New Zealand Oil and Gas in 1998 (Royal Commission on the Pike River Coal Mine Tragedy 2012). It has now been been placed under receivership with PricewaterhouseCoopers due to debt and the tragic incident at the Pike River Mine, as of December 2010. At time of writing, Pike still is under receivership with the receivers mentioned (PricewaterhouseCoopers 2010).
There were a number of issues that lead to the unfaithful event. The Pike saga began when Pike had decided to develop a mining site at Pike River, in 2005. The mine was completely new and had not been developed before. The company had only one mine, and that was the only source of income for the company. Development of the mine had become more difficult than expected...
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On February 26th 1972, Dam 3 of the Buffalo Mining Company a subsidiary of the Pittston Coal Company, failed resulting in a flooding of the Buffalo Creek Hallow. The disaster caused property damage, wrongful death, and psychic impairment. West Virginia prohibited any dam built any dam built over “fifteen feet in height across any stream or watercourse without a prior determination by the state that it is safe” (15). The state’s failure to properly enforce this law gave Pittston the ability to claim the disaster was an act of God; this was supported by President Nixon who referred to this as a natural disaster (187). In his testimony Mr. Spotte, head of the Pittston Coal Group, stated the accident was a natural occurrence beyond the company’s control. However he admitted that this particular dam (3) was not built in the custom of the company other dams lacking a spillway system. This failure to ensure a standard constituted a negligent breach of duty (134-137).
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Introduction Canadian health and safety legislation requires companies and organizations to make a commitment towards occupational health and safety. Maintaining a safe workplace environment has numerous benefits. A safe work environment can boost employee morale, increase productivity, and improve job satisfaction. For companies and organizations, these benefits can lead to less turnover and increased employee retention. They can also reduce absenteeism while improving the culture and image of a company or organization.