A company culture

2021 ◽  
pp. 173-187
Author(s):  
Mark Wineka ◽  
Jason Lesley
Keyword(s):  
Author(s):  
J. Etherton

The ANSI guideline on machine risk assessment, B11-TR3, describes risk assessment as an iterative process. This implies that protective measures of varied levels of technology can be successively evaluated until a risk that is acceptable is attained. The theories of risk acceptance are many. Reducing risk to a level that is agreed to be 'as low as reasonably practicable' (ALARP) is said to give focus to making a decision about when risk has been adequately reduced. Main (2004) says that "Although the concept of acceptable risk is becoming more commonly adopted throughout the world, a single level of acceptability cannot be universally applied. Acceptable risk is a function of many factors, and is specific to a company, culture, and time-era." Fischhoff et al. (1981) have argued that "the risk associated with the most acceptable option is not acceptable in any absolute sense. One accepts options, not risks, which are only one feature of options." This paper describes risk assessment groups in five manufacturing workplaces and discusses training that led to acceptable risk decisions for a hazardous machine system in each workplace. The composition of the five teams in this study ranged from a team with just a single engineer to teams involving several workplace personnel. The applied preventive measures ranged from measures that were tailored to meet corporate safety goals to measures that evolved from the local risk assessment team's ingenuity. The paper concludes with suggestions on how to make the risk acceptance concept meaningful in the training of future machine risk assessment teams.


2016 ◽  
Vol 11 (3) ◽  
pp. 94-100 ◽  
Author(s):  
Nikolaos Katsikis ◽  
Alexander Lang ◽  
Csaba Debreczeny

10.29007/qkqj ◽  
2020 ◽  
Author(s):  
James L. Jenkins ◽  
Bradley Benhart ◽  
Thomas Mills ◽  
Matthew Reyes ◽  
Keith Rahn

This paper presents the results of a recent survey taken by construction management (CM) students at four U.S. Construction Management programs and the construction industry companies that recruit them. Respondents were asked to rate factors that affect the students’ employment decision. Survey results indicate that although industry has a grasp on the top-5 factors of importance there remains some misalignment of other factors of importance. Results indicate the five most important factors when considering employment with a company are: upward job movement, salary, company reputation, company culture, and company ethics. Comparisons between the two surveys are discussed.


Author(s):  
Iain Colquhoun ◽  
Christian Calvi ◽  
Harry MacPherson

The development and implementation of specific technical procedures tend to be emphasized as key measures required to ensure the integrity of pipeline systems. These activities are clearly of vital importance. However, the integration of these activities and associated integrity programs with the overall management of the business also plays an important role in guaranteeing success of the programs. This paper describes a typical pipeline integrity management system, its objectives, and its links to other enterprise management systems. The paper also outlines simple methods that can be used to evaluate any given integrity management system’s components with a view to evaluating the programs effectiveness and driving continual improvement. These methods involve the identification of gaps with respect to specified benchmarks, and the design and implementation of risk-based programs to close the gaps. The benefits claimed include: • A comprehensive and holistic approach to pipeline integrity management aligned with company goals and objectives. • Engagement of company-wide technical expertise. • Buy-in and validation by all levels of company management. • Promotion of a company culture that encourages sustainable development of integrity management programs.


2018 ◽  
Vol 17 (6) ◽  
pp. 270-274
Author(s):  
Chris Dyer

Purpose The paper aims to show how you can create a lasting cultural change within a company. Design/methodology/approach The paper is based on in-depth research that world-leading organizations are taking to build and maintain their culture, revealing the “seven pillars” of success. Findings In the author’s research into what comprises healthy culture in the world’s most successful businesses, the author identified seven crucial support pillars. Among these are leadership and management strategies that bolster employees mentally. These are what change people’s minds about how and why to perform well. Originality/value This paper gives practical advice on how to cement behavioral change in a company and create a promising, healthy new company culture.


2017 ◽  
Vol 15 (3) ◽  
pp. 255-277 ◽  
Author(s):  
Kai D Bussmann ◽  
Anja Niemeczek ◽  
Marcel Vockrodt

A Web-based survey of 15 German companies with an international profile studied the main factors effectively preventing corruption. Results showed that the most important preventive factors were a company culture that promotes integrity, along with strong knowledge of norms and a high level of acceptance of the company anti-corruption programme. Using the example of Russia and China, the survey also studied how far German parent companies succeed in exporting their company cultures and prevention measures to foreign branches. Results showed that hierarchic-elitist cultures increase the susceptibility to corruption and impede the preventive effect of single anti-corruption measures.


2015 ◽  
Vol 14 (1/2) ◽  
pp. 2-7
Author(s):  
Ron Kaufman

Purpose – The purpose of this paper is to show how HR can quickly impact, create and develop a company’s overall culture of service. When HR leaders seek to guide their companies through essential cultural changes, they can earn a seat at the table. Design/methodology/approach – Once a struggling airline, Air Mauritius took steps to overhaul its culture. This case study outlines the steps taken by the airline and explains how HR leaders can use those steps to play a more vital role in their companies. Findings – HR leaders should seek to make key cultural changes within a company, as they can lead to substantial measurable results. By creating a service culture, Air Mauritius returned to profitability, earned a 4-Star Skytrax rating and improved employee engagement and customer satisfaction. Originality/value – By shining a light on a unique company and its island home nation, this case study provides valuable advice to HR leaders on how they can use cultural changes to play a more significant role in their companies.


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