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

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

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Bibliographic Details
Superior document:SpringerBriefs in Applied Sciences and Technology Series
:
Journé, Benoît.
TeilnehmendeR:
Laroche, Hervé.
Bieder, Corinne.
Gilbert, Claude.
Place / Publishing House:Cham : : Springer International Publishing AG,, 2020.
{copy}2020.
Year of Publication:2020
Edition:1st ed.
Language:English
Series:SpringerBriefs in Applied Sciences and Technology Series
Online Access:
Physical Description:1 online resource (139 pages)
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Table of Contents:
  • 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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