Task $2$: Preparation for, and challenges with, behavioural change programmes

$($a$)$ What actions could the retail organisation take to help ensure that the SM$\text{'}$s goals align with theirs?

$($b$)$ Explain why the SM appears to have a mainly transactional leadership style.Note: You should support your answer, where applicable, using relevant information from the scenario.

$($c$)$ The GHSM thinks a blame culture exists at the supermarket.

$($i Explain why the GHSM might think this.

$($i$)$ How could the retail organisation develop a no$-$blame culture at the supermarket?Note: You should support your answer, where applicable, using relevant information from the scenario.

$($d$)$ The retail organisation decides to use a behavioural change programme to improve safety performance at the supermarket.

$($i$)$ For the programme to be a success, what actions could the retail organisation take, before the behavioural change programme is implemented?

$($i$)$ What barriers could affect the success of the behavioural change programme following implementation?

Task $3$: High reliability organisations$3$High reliability organisations have five characteristics. Two of these are"learning orientation' and 'mindful leadership'.

$($a$)$ Comment on how effectively the supermarket meets the learning orientation' characteristic.

$($b$)$ Comment on how effectively the retail organisation meets the mindful leadership' characteristic.Note: You should support all your answers, where applicable, using relevant information from the scenario.

$$ Task $4$: Why health and safety risks must be integrated into main business risk$4$An investigation into the incident has criticised the supermarket for putting profit before safety.How can this supermarket make sure it treats health and safety risks equal to other business risks?Note: You should support your answer, where applicable, using relevant information from the scenario.