(1) avoiding a risk by removing the questionable activity or condition; (2) retaining the activity or condition but programming to reduce its risk potential by improved management; andAll three approaches to risk control are equally important. One cannot exist comfortably without support of the other. The avoidance of risk by inspection, application of standards and regulations is the “engineering approach.” Utilization of functional management to rise up to its obligations for error-free performance is a “management approach.” People are “managed” not “engineered.” Thus, there is a wide field of operation for the safety professional who needs to know how to move others to put into motion what he knows must be done. Current studies of human resources management point up several new ways to support change in accident loss prevention. For example, behavioral science has proved the need for team work between the levels of the organizational hierarchy. All managers (not just those in the front office) have the potential for problem solving industrial headaches. Also, people who are involved in the improvement of their management, tend to support the issue IF THEY ARE GIVEN THE OPPORTUNITY TO BE INVOLVED. To bring this about, the modern management system must create an intra-management communication system that allows all managers to take part in the process of decision making. This is an UP-WARD communication as well as a DOWNWARD information system.< In this context, the safety engineer is concerned with the technicality of failure, laws that were not followed, regulations that were not applied, etc. He is an expert on WHAT must be done to change the physical aspects of the problem and HOW it should be accomplished. He works closely with the line supervisor and is always near the scene of operation. The safety manager, on the other hand, is located in the area of administration of his company and works mainly with his staff peers. He receives his data through a safety management information system and relates his analysis of what is happening to the functions of personnel, property, law, research, engineering, etc. He generally has a staff of people who report to him and act as his “eyes and ears” on technical matters of safety. He handles his position as an advisor to the functions of management by taking an active part in the overall communication and decision-making aspects of his company. He knows what is going wrong and he works with top managers who have a vested concern in correcting loss problems in their area of operation. The safety manager speaks to management in terms of cost avoidance, error-free performance, product liability, and administrative change for improvement. He is a skilled management analyst. He understands and utilizes the art of behavioral science. Both the engineering and the management approaches to safety/loss prevention have their place in industry. Each, however, demands a different set of requirements of the professional. Both seek to avoid loss and remove risk. One approaches it from the technical side, the other from the humanitarian side. They compliment each other. Safety administrators should be experienced in both. BUT EACH HAS ITS ESSENTIAL DIFFERENCES. Journal of Safety Management, Vol.5, No. 1, March 1975, pp. 1-2.(3) transferring the risk problem to another entity (insurance) which, for a price, will assume the consequences.