scholarly journals Organizational Culture and Subcultures in the Spanish Nuclear Industry

2020 ◽  
Vol 10 (10) ◽  
pp. 3454
Author(s):  
Eulàlia Badia ◽  
Joaquín Navajas ◽  
Josep-Maria Losilla
Keyword(s):  
Organizational Culture ◽  
Statistical Analysis ◽  
Organizational Structure ◽  
High Reliability ◽  
Nuclear Organization ◽  
Nuclear Industry ◽  
High Reliability Organizations ◽  
Norms And Values ◽  
Organizational Subcultures ◽  
Organizational Culture Inventory

Organizational culture determines the norms, values and behaviors of an organization, playing a key role in the safety of high-reliability organizations (HRO). Previous research has shown that differentiated subcultures can coexist within organizations, sharing some norms and values but not necessary everything From this perspective, this study was aimed at (1) describing the organizational culture of the Spanish nuclear industry and (2) determining the potential presence of organizational subcultures. To do that, a statistical analysis of organizational culture surveys (Organizational Culture Inventory®, N = 5825) handed over to all organizations within the Spanish nuclear industry, was carried out. Results allow us to accurately characterize the industry’s organizational culture, which is made up of predominant “Constructive”-style behaviors together with “Defensive” normative patterns of the “Conventional”, “Dependent” and “Perfectionistic” styles. Indications about the existence of various subcultures associated to the nuclear organization type, the sociodemographic aspect and the organizational structure component were also found. Certain safety implications potentially linked to the existence of subcultures and to the industry’s organizational culture are discussed.

Organizational Culture in High Reliability Organizations: An Extension

1995 ◽  
Vol 48 (7) ◽  
pp. 771-793 ◽  
Author(s):  
Rochelle Lee Klein ◽  
Gregory A. Bigley ◽  
Karlene H. Roberts
Keyword(s):  
Organizational Culture ◽  
High Reliability ◽  
High Reliability Organizations

scholarly journals The Role of Organizational Environment in Enhancing Managerial Empowerment in Al-Aqsa Network for Media and Art Production

2019 ◽  
Vol 2 (2) ◽  
pp. 30-65
Author(s):  
Alaa Afana ◽  
Adeeb EL Agha
Keyword(s):  
Organizational Culture ◽  
Statistical Analysis ◽  
Organizational Structure ◽  
Significant Role ◽  
Response Rate ◽  
Main Tool ◽  
Organizational Environment ◽  
Descriptive Approach ◽  
Art Production

This study aims at identifying the role of organizational environment? ?in enhancing the ? managerial ?empowerment of employees at Al-Aqsa Network for Media and Art ?Production. To achieve the objectives of the present study, the researcher used the ?analytical descriptive approach, and a survey was used as the main tool for collecting ?the necessary data. The study sample consisted of (67) employees holding supervisory ?positions who were selected in a complete census method for all employees in ?supervisory positions at Al-Aqsa network for Media and Art production. 67 ?questionnaires were distributed, while the number of recovered questionnaires was ??(61) valid for the purposes of statistical analysis at a response rate of (91%). The ?results showed that there is a statistically significant role at the level of (??0.05) ?between the organizational environment in the following areas (organizational culture, ?organizational structure and organizational resources) and the enhancing the ?administrative empowerment. The organizational structure field was the strongest area ?in association with the organizational environment. In addition, the study concluded ?that the dimensions of organizational environment have a statistically positive and ?significant effect at the level of (??0.05) in enhancing the administrative ?empowerment. ?

scholarly journals Examining the functioning of organizations from the aspects of organizational culture and leadership

2018 ◽  
Vol 3 (3) ◽  
pp. 371-381
Author(s):  
Ridhi Awasthi ◽  
Syed Mansub Ali
Keyword(s):  
Organizational Culture ◽  
Organizational Structure ◽  
Vital Role ◽  
Norms And Values ◽  
Long Time ◽  
Effective Role ◽  
To Come

Organizational culture and Leadership both have been under research for a long time, as they play a vital role in the performance of an organization. The organizational culture is the set of rules or acts as a guidebook of an organization for achieving the objectives while leadership defines these rules and implements them as well. Organizational culture is dependent to a great extent on the norms and values of the society or the country where it is located. Important for achieving the objectives of an organization, this factor plays a vital role while setting the organizational culture. Incorporating organizational culture and then sustaining it is done by the leaders. Leadership if does not play an effective role in regards to implementation of the organizational culture, can collapse the organizational structure. Leaders are required to develop the qualities according to the organizational culture and should be responsible to come forward to transform if necessary and implement the system. The organizational culture should fulfill the needs of the organization’s goals and the norms of the society. Both leadership and organizational culture are co-dependent on each other and should be understood together.

Struktur Organisasi, Desain Kerja, Budaya Organisasi Dan Pengaruhnya Terhadap Produktivitas Karyawan Studi Kasus Pada PT. XX Di Jakarta

Liquidity ◽  
2018 ◽  
Vol 1 (2) ◽  
Author(s):  
Yanti Budiasih
Keyword(s):  
Organizational Culture ◽  
Regression Analysis ◽  
Linear Regression ◽  
Organizational Structure ◽  
Research Method ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Job Design ◽  
Employee Productivity ◽  
Dominant Influence

The objectives of this study are to analyze changes in organizational structure, job design, organizational culture and its influence on employee productivity at PT. XX in Jakarta and to identify variables that have a dominant influence on the productivity of employees. The research method used is using multiple linear regression analysis. The results show that the all variables simultaneously and partially change the organizational structure, job design, and organizational culture has a significant impact on employee productivity at PT. XXin Jakarta.

Are Public Bureaucracies Supposed to Be High Reliability Organizations?

2020 ◽  
Vol 1 (1) ◽  
Author(s):  
Wolfgang Seibel
Keyword(s):  
Child Protection ◽  
Organization Theory ◽  
Goal Attainment ◽  
High Reliability ◽  
Human Action ◽  
High Reliability Organizations ◽  
Fine Grained ◽  
Trade Offs ◽  
Public Bureaucracy ◽  
Account Standard

This article addresses the question of to what extent conventional theories of high reliability organizations and normal accidents theory are applicable to public bureaucracy. Empirical evidence suggests precisely this. Relevant cases are, for instance, collapsing buildings and bridges due to insufficient supervision of engineering by the relevant authorities, infants dying at the hands of their own parents due to misperceptions and neglect on the part of child protection agencies, uninterrupted serial killings due to a lack of coordination among police services, or improper planning and risk assessment in the preparation of mass events such as soccer games or street parades. The basic argument is that conceptualizing distinct and differentiated causal mechanisms is useful for developing more fine-grained variants of both normal accident theory and high reliability organization theory that take into account standard pathologies of public bureaucracies and inevitable trade-offs connected to their political embeddedness in democratic and rule-of-law-based systems to which belong the tensions between responsiveness and responsibility and between goal attainment and system maintenance. This, the article argues, makes it possible to identify distinct points of intervention at which permissive conditions with the potential to trigger risk-generating human action can be neutralized while the threshold that separates risk-generating human action from actual disaster can be raised to a level that makes disastrous outcomes less probable.

PENGARUH MOTIVASI KERJA, KOMUNIKASI INTERPERSONAL DAN BUDAYA ORGANISASI TERHADAP KINERJA GURU (STUDI KASUS DI SMPN 5 PARIAMAN)

2020 ◽  
Author(s):  
Hasnah Mila
Keyword(s):  
Organizational Culture ◽  
Regression Analysis ◽  
Interpersonal Communication ◽  
Work Motivation ◽  
Employee Performance ◽  
High Reliability ◽  
Eligibility Criteria ◽  
Validity Test ◽  
Independent Variable ◽  
Performance Teachers

The independent independent variables in this study are Work Motivation, Interpersonal Communication and Organizational Culture while the dependent variable is the Performance Teachers and Employees SMPN 5 Pariaman. The sample used in this study as many as 32 respondents determined by using saturated samples. To know the influence of independent variable to dependent variable partially, used t test. While to know the effect of independent variable to dependent variable simultaneously, used F test. The assumption used in the validity test is if R-count> R-table item is declared valid. The R-arithmetic shown in the table above, from each item indicates that R-arithmetic> R-table so the item is declared valid. Based on the validity test of Work Motivation instrument, Interpersonal Communication and Organizational Culture on Teacher and Employee Performance, all items are declared valid and reliability test results indicate that the instrument has high reliability. This means that the eligibility criteria Instrument Motivation Work, Interpersonal Communication and Organizational Culture on Performance Teachers and Employees have met the criteria of good instrument requirements, namely valid and reliable. Regression analysis results obtained t count = 2.550 while t table = 2.042 so thitung> ttable and significance value is 0.000, this value is smaller than α = 0,05 so it can be said that motivation factor (X1) (Y) Regression analysis results obtained t count = 1.076 while the value of t table = 2.042 so that tcount < ttable or and its not significance value is 0.000, this value is smaller than α = 0,05, and proved variable of Interpersonal Communication (X2) (Y) Regression analysis results obtained t count = 1.715 while the value of t table = 2.042 so thitung< ttable and its not significance value is 0.000, this value is smaller than α = 0,05, and proved Organizational Culture variable (X3) The value of correlation coefficient (R) turns out that the correlation is positive. This means that there is a strong one-way relationship, where the change of increment that occurs in the free factor of Work Motivation, Personal Communication and Organizational Culture is accompanied by the change of the bound factor increase that is Teacher Performance (Y).

scholarly journals Veränderte Kompetenzanforderungen an Mitarbeitende infolge zunehmender Automatisierung – Eine Arbeitsfeldbetrachtung

2021 ◽  
Author(s):  
Michèle Rieth ◽  
Vera Hagemann
Keyword(s):  
High Reliability ◽  
High Reliability Organizations ◽  
High Reliability Organization

ZusammenfassungBasierend auf einer Arbeitsfeldbetrachtung im Bereich der Flugsicherung in Österreich und der Schweiz liefert dieser Artikel der Zeitschrift Gruppe. Interaktion. Organisation. (GIO) einen Überblick über automatisierungsbedingte Veränderungen und die daraus resultierenden neuen Kompetenzanforderungen an die Beschäftigten im Hochverantwortungsbereich. Bestehende Tätigkeitsstrukturen und Arbeitsrollen verändern sich infolge zunehmender Automatisierung grundlegend, sodass Organisationen neuen Herausforderungen gegenüberstehen und sich neue Kompetenzanforderungen an Mitarbeitende ergeben. Auf Grundlage von 9 problemzentrierten Interviews mit Fluglotsen sowie 4 problemzentrierten Interviews mit Piloten werden die Veränderungen infolge zunehmender Automatisierung und die daraus resultierenden neuen Kompetenzanforderungen an die Beschäftigten in einer High Reliability Organization dargestellt. Dieser Organisationskontext blieb bisher in der wissenschaftlichen Debatte um neue Kompetenzen infolge von Automatisierung weitestgehend unberücksichtigt. Die Ergebnisse deuten darauf hin, dass der Mensch in High Reliability Organizations durch Technik zwar entlastet und unterstützt werden kann, aber nicht zu ersetzen ist. Die Rolle des Menschen wird im Sinne eines Systemüberwachenden passiver, wodurch die Gefahr eines Fähigkeitsverlustes resultiert und der eigene Einfluss der Beschäftigten abnimmt. Ferner scheinen die Anforderungen, denen sie sich infolge zunehmender Automatisierung gegenüberstehen sehen, zuzunehmen, was in einem Spannungsfeld zu ihrer passiven Rolle zu stehen scheint. Die Erkenntnisse werden diskutiert und praktische Implikationen für das Kompetenzmanagement und die Arbeitsgestaltung zur Minimierung der identifizierten restriktiven Arbeitsbedingungen abgeleitet.

Reliability versus Resilience: What Does Healthcare Need?

2007 ◽  
Vol 51 (11) ◽  
pp. 621-625 ◽  
Author(s):  
Christopher Nemeth ◽  
Richard Cook
Keyword(s):  
Systems Engineering ◽  
Service Sector ◽  
High Reliability ◽  
Healthcare Systems ◽  
High Variability ◽  
High Reliability Organizations ◽  
Resilience Engineering ◽  
Cognitive Systems Engineering ◽  
Extensive Training ◽  
Healthcare Need

System performance in healthcare pivots on the ability to match demand for care with the resources that are needed to provide it. High reliability is desirable in organizations that perform inherently hazardous, highly technical tasks. However, healthcare's high variability, diversity, partition between workers and managers, and production pressure make it difficult to employ essential aspects of high reliability organizations (HROs) such as redundancy and extensive training. A different approach is needed to understand the nature of healthcare systems and their ability to perform and survive under duress; in other words, to be resilient. The recent evolution of resilience engineering affords the opportunity to configure healthcare systems so that they are adaptable and can foresee challenges that threaten their mission. Information technology (IT) in particular can enable healthcare, as a service sector, to adapt successfully, as long as it is based on cognitive systems engineering approaches to achieve resilient performance.

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