The Influence of Human-Organizational Factors on Falling Accidents From Historical Text Data

This paper firstly proposes a modified human factor classification analysis system (HFACS) framework based on literature analysis and the characteristics of falling accidents in construction. Second, a Bayesian network (BN) topology is constructed based on the dependence between human factors and organizational factors, and the probability distribution of the human-organizational factors in a BN risk assessment model is calculated based on falling accident reports and fuzzy set theory. Finally, the sensitivity of the causal factors is determined. The results show that 1) the most important reason for falling accidents is unsafe on-site supervision. 2) There are significant factors that influence falling accidents at different levels in the proposed model, including operation violations in the unsafe acts layer, factors related to an adverse technological environment for the unsafe acts layer, loopholes in site management in the unsafe on-site supervision layer, lack of safety culture in the adverse organizational influence layer, and lax government regulation in the adverse external environment layer. 3) According to the results of the BN risk assessment model, the most likely causes are loopholes in site management work, lack of safety culture, insufficient safety inspections and acceptance, vulnerable process management and operation violations.

LEADERSHIP POSITION AS A COMPONENT OF THE PERSONALITY OF THE FUTURE SPECIALIST

the article reveals the concept of leadership position of the future specialist in the context of his connections with personal qualities. The latest research on the topic of leadership is considered. It is specified that the leadership position of the future specialist is a personal education that includes awareness of the future specialist’s readiness to play the role of leader and ability to organizational influence on the production team, it is based on leadership potential and is formed in the process of mastering leadership in various life situations, including conditions of the professional sphere. The results of the study of the leadership position of future specialists in various professional fields are presented. It is determined that most future professionals are characterized by the presence of personal traits necessary for the development of leadership, but their experience in the process of education does not allow to try on the role of leader, which negatively affects their motivation to develop leadership.

The Temporal Dimension of Tourist Attraction

Tourist attractions are vital sub-elements in the tourism system. Despite drawing considerable attention in the tourism literature, most studies suffer from a lack of in-depth analysis of the theoretical foundation. This research aims to analyze the temporal nature of tourist attraction, thereby linking the cognitive and organizational perspective of tourist attraction classification by its temporal dimension. From the organizational perspective of tourist attraction classification, a further purpose is to classify tourist attractions regarding their temporal dimension. This paper shows the organizational influence of time regarding when and how long an attraction occurs. The cognitive and organizational perspective typologies of tourist attractions are linked by a common unit of measurement: time. With regard to their temporal dimension, tourist attractions are classified as STA - Stationary attraction and SEA - Seasonal attractions. This study contributes to the literature by providing an insight into the temporal dimension of tourist attractions and the understanding of the cognitive and organizational perspective and their interconnection within tourist attraction typology. The defined framework can be applied in the comparison and evaluation of tourist attractions providing the basis for further discussion on the nature of tourist attractions.

Nurse Leader Expertise for Pandemic Management: Highlighting the Essentials

ABSTRACT The COVID-19 pandemic requires military nurse leaders in various patient care settings to engage in disaster response. Evidence supports essential leadership attributes for nurses that include skilled communication, organizational influence, and personnel management. Yet, nursing expertise that shapes nurse leader responsibilities during disaster management remains unclear. A description of how military nurse leaders contributed their nursing expertise during the COVID-19 pandemic response at one U.S. Military health care facility is provided to begin to delineate disaster management responsibilities.

Organizational influence systems as a function for strategy building: An applied study in Jordanian economic sectors

The study aims to identify the reasons driving internal and external entrepreneurs to use their power to produce the intended effects in organizations, and how this power affects the methods of building strategies they seek to use, based on Mintzberg’s theoretical assumptions. The research was conducted in 90 large Jordanian companies operating in finance, industry and service sectors. Data were collected from 204 managers using a questionnaire with a high degree of validity and reliability. Analysis and interpretation of the results proved that much of the organizational power held by the head of a company and top management was due to the dominance of the personal, bureaucratic, centralized and formal control systems. As a result, the classical tendency to build strategy in the planning and integrative forms was firmly established, and the participatory and democratic methods in their bargaining and adaptive forms retreated. Based on the results, the researched companies were recommended to design balanced power structures to shift the methods of strategy building from the classical tendency represented by the control of top management and external coalition to the modern tendency represented by integrating workers in democratic ways.

Communicating influence: positioning the trainer as an organizational leader

Purpose This study aims to examine participants’ perspectives in organization-sponsored training and provides support for further research positioning the trainer as an organizational leader. Design/methodology/approach The interactions described in the trainees’ experiences were examined through a social constructivist lens. Interviews were conducted to collect data. Narratives were analyzed to reach interpretation. Findings Interview results identified four themes, namely, relevance and applicability of training received, the formation of attitudes and preferences among the trainee participants, immediacy in the use of the training received and relational and organizational influence that furthers leader-member exchange in the workplace. Research limitations/implications This study examined participants’ perspectives in workplace training and provides support for further research: examining communication’s role in workplace learning; exploring the training process; and positioning the trainer as an organizational leader. Practical implications This study provides empirical data to support changes in instructional communication models and exploring the process of training. Trainers’ relational building with trainees could impact many outcomes in their training efforts that are detailed in this study. Originality/value This study uses a collection of methods to address the trainees’ experience in formal workplace learning. It demonstrates the power of trainers to influence what the trainees think of training content, format and relational learning.

A Quantitative Review of the History of Clinical Neuropsychology in North America: Influential People and Organizations

Objective: To quantitatively measure influence of both individuals and organizations in the field of neuropsychology, analyzing data from four organizations: The International Neuropsychological Society (INS), the National Academy of Neuropsychology (NAN), Society for Neuropsychology (SCN; APA Division 40), and the American Academy of Clinical Neuropsychology (AACN).Methods: Individuals were ranked in four domains of influence: (1) organizational leadership (e.g., number, significance of offices); (2) speaking at annual meetings (number, significance of presentations); (3) editorial board membership (number, significance of board membership) for the official journals of INS, NAN, SCN and AACN; (4) impact of publications (citation impact). The top 100 individuals were ranked for each of the four domains, extending back in time to the founding year of each organization (Puente & Marcotte, 2000; Rourke & Murji, 2000; Bush, 2011; McCartney, 2011) up through and including 2017. Rankings were transformed to a common metric. For the analysis of organizational influence (membership size, size of meeting, impact factor of each official organization journal), we analyzed data from the past 20 years through and including 2017.Results: The top 100 neuropsychologists in each of the four domains represent about 3% of persons surveyed, and often appeared in other domains. Nonetheless, factor analysis yielded two factors: (1) a factor characterizing organizational leadership, editorial board membership, and speaking at annual meetings; and (2) a factor defined solely by citation impact. Organizationally, AACN is growing most rapidly, with membership stable in INS and declining slightly in NAN and SCN. Many leading neuropsychologists belong to all four organizations.

Ideological Boundaries of Status Advantages: Legislative Effectiveness in the United States House of Representatives

Prior research assumes that high-status actors have greater organizational influence than lower-status ones, that is, it is easier for the former to get their ideas and initiatives adopted by the organization than it is for the latter. Drawing from the literature on ideology, we posit that the status–influence link is contingent on actors’ ideological position. Specifically, status confers organizational influence to the degree that the focal actor is ideologically mainstream. The more an actor’s ideology deviates from the mainstream the less will her status translate into increased organizational influence. We find support for this hypothesis using data on the work of legislators in the House of Representatives in the United States Congress. By illuminating how and under what conditions status leads to increased influence, this study qualifies and extends current understandings of the role of status in organizations.