Human and Organisational Factors : Practices and Strategies for a Changing World.

Intro -- Foreword -- Contents -- What Is the Place of Human and Organisational Factors in Safety? -- 1 What Place Is Given to HOF in Industrial Safety? -- 2 HOF in Industrial Safety: Still Trying to Find their Place? -- 3 How to Make HOF "Exist"? -- Accounting for Differing Perspectives and Values: The Rail Industry -- 1 Introduction -- 2 The Research Studies -- 3 Observations on the Management of HOF -- 3.1 The Lack of Clarity on How HOF Should Be Managed Alongside Other Business Objectives -- 3.2 Looking Again at the Roles of the Researcher and Manager -- 3.3 Viewing HOF as a Method or Analysis Tool to Understand the Reality of People at Work or Interacting with Systems -- 4 Concluding Thoughts -- References -- Safety Leadership and Human and Organisational Factors (HOF)-Where Do We Go from Here? -- 1 Introduction -- 2 The Role of Leadership in Developing and Sustaining Safety Culture -- 3 The Role of Safety Climate and Safety Culture Assessments -- 4 The Role of the Regulator -- 5 A Regulatory Perspective on Leadership and Management for Safety (L&amp -- MfS) -- 6 Conclusions -- References -- Considering Human and Organizational Factors in Risk Industries -- 1 HOF Approach: Features and Benefits -- 2 How Do We Implement and Manage HOF Approaches? -- 3 Difficulties and Opportunities -- 4 As a Conclusion -- References -- The Key Drivers to Setting up a Valuable and Sustainable HOF Approach in a High-Risk Company such as Airbus -- 1 Introduction -- 2 History, Looking Back -- 3 The Role of Regulators: Pushing Safety Requirements and HOF Induction -- 4 Standard HF Processes in Aircraft Design Engineering -- 5 HOF: Governance and Organization -- 6 HOF Competence Management -- 7 Conclusion, HOF Maturity -- References -- Developing Human and Organizational Factors in a Company -- 1 Introduction -- 2 Some Industrial Examples -- 3 Some Success Factors.

3.1 A Close Connection between Practitioners and Academics -- 3.2 Leading by Example -- 3.3 Organization around Key Processes -- 3.4 Combining Ready-Made and Haute Couture -- 3.5 Associating Health and Performance -- 3.6 Micro and Organization Levels -- 3.7 The Central/Decentralized Mix -- 3.8 Some Specialists and a Network -- 3.9 A Solid and Discreet Theory -- 4 Avenues for Progress -- References -- Organisational Factors, the Last Frontier? -- 1 Introduction: Human and Organisational Factors with a Small "O" (HoF) -- 2 Is the Role of Organisational Factors in the HOF Domain Actually a Problem of Supply? -- 3 The Current HOF "Coalition" -- 4 Proposals for Ways Forward -- 4.1 Managers/Senior Executive Staff: Reaching a Critical Mass -- 4.2 Strengthen Alliances with Other Actors -- 5 Concluding Remarks: Use Short-Term Wins to Sustain Long-Term Progress -- 5.1 In the Short Term: HOF Quick Wins -- 5.2 Anchoring HOFs in Companies: Key Actions -- References -- Risk Management and Judicialization -- 1 Introduction -- 2 Judicialization and Penalization -- 2.1 A Global Phenomenon? -- 2.2 Why this Judicialization? -- 2.3 The Protest -- 3 The Expression of the Penalty -- 3.1 Foundation of Repression -- 3.2 Typology of Responsibilities -- 4 The Judge and Expert Opinions -- 5 Conclusion -- References -- Integrating Organizational and Management Variables in the Analysis of Safety and Risk -- 1 A Persistent Disconnect between Organizational Aspects and Engineering -- 2 Challenges to Reconcile Them -- 2.1 Technical and Methodological Differences -- 2.2 Practical Challenges -- 2.3 Political Challenges -- 3 The Need for Clarifying Key Concepts -- 4 Some Propositions about the Implementation of Safety Management Systems -- 4.1 A Strategy for SMS Metrics Development -- 4.2 Achieving Higher Resolution Safety Management -- 5 Conclusion -- References.

Turning the Management of Safety Risk into a Business Function: The Challenge for Industrial Sociotechnical Systems in the 21st Century -- 1 Introduction -- 2 Brief Historical Background -- 2.1 System Safety -- 2.2 Human Factors -- 2.3 Business Management -- 3 A System for the Management of Safety Risk as a Business Function -- 3.1 A Conceptual Proposal -- 3.2 The Terms Management and Risk -- 4 Three Key Ideas for a System for the Management of Safety Risk as a Business Function -- 4.1 Safety beyond Accident Risk Reduction: Direction and Supervision -- 4.2 The Prioritization of Safety Concerns: Control -- 4.3 Elevating Safety to the Boardroom -- 5 Conclusion -- References -- The Strategic Agility Gap: How Organizations Are Slow and Stale to Adapt in Turbulent Worlds -- 1 Introduction -- 2 Organizations in the Gap-Synchronizing Activities to Keep Pace with Cascading Events? -- 2.1 Knight Capital Collapse 2012 -- 2.2 Coping with Hurricane Sandy 2012 -- 2.3 Contrasting the Cases -- 3 Systems Are Messy -- 4 Continuous Adaptability -- 4.1 Lessons from Web Operations -- 4.2 Four Capabilities for Continuous Adaptation -- References -- The Languages of Safety -- 1 Introduction -- 2 Talk Hard Science -- 3 Talk Numbers and Money -- 4 Talk Law and Blame -- 5 Talk Complexity and Change -- 6 Final Comments -- References -- The Dual Face of HOF in High-Risk Organizations -- 1 Introduction -- 2 How HOF Specialists See HOF and How They See their Role -- 3 How Decision Makers and Top Management See HOF and the Role of HOF Specialists -- 4 How to Make these Tensions Constructive: Reconciling Superman and Clark Kent? -- References -- Human and Organisational Factors: Fad or not Fad? -- 1 Introduction -- 2 Studying Management as a Market -- 3 Human and Organisational Factors in the Light of Management Market Research -- 4 Discussion and Conclusion -- References.

Breaking the Glass Ceiling: Levers to Promote the Influence of Human and Organizational Factors in High-Risk Industries -- 1 Introduction -- 2 The Evolution of HOF: Extending the Scope of Knowledge and the Variety of Issues -- 2.1 From Human-Machine Interactions and Human Error… -- 2.2 …To Organizational Factors… -- 2.3 …To Inter-organizational and Institutional Relationships -- 3 The Glass Ceiling Paradox of HOF: Growing Knowledge, but Weak Influence -- 4 Levers for an Influential HOF in Organizations -- 4.1 Academic and Conceptual Levers for Multiple but Coherent HOF Research and Knowledge Integration -- 4.2 Empirical Levers for Embedding HOF in Actual Organization Practices at All Levels -- References -- HOF: Adjusting the Rule-Based Safety/Managed Safety Balance and Keeping Pace with a Changing Reality -- 1 Introduction -- 2 HOF Approaches for Capturing Reality -- 3 Support 'Organising' -- 4 Work on the Gap between Expectations and Responses -- 5 Rebalance the O within the F -- 6 Safety Alone Is not the Key -- 7 Reinforce the Dialogue around HOF with External Stakeholders -- 8 Assume the Dual Objective of HOF Structuring -- 9 The HOF Virtuous Loop.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2023. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.