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Organizational Models of Safety
Published in Tom Kontogiannis, Stathis Malakis, Cognitive Engineering and Safety Organization in Air Traffic Management, 2017
Tom Kontogiannis, Stathis Malakis
Resilience engineering is a third approach to the study of interactions between technology, practitioners, and organizations. Resilience engineering was founded on high reliability theory (Hollnagel et al. 2006; Hollnagel et al. 2011) and took a sense-making approach on how organizations monitor their safety margin, their resources, and work progress in managing risks. Organizational decision-making has addressed many decision trade-offs in all stages of problem solving. At the steering level, for instance, keeping well away from the safety boundary can minimize risks but may deprive organizations of learning opportunities. At the level of coordination, decentralized decision making can provide flexibility but at the risk of failing to comply with the overall plan (e.g., local workarounds can create side effects elsewhere). At the operational level, a trade-off may exist between resolving a conflict early versus waiting until all data are available to make a decision. These aspects of sensemaking and decision-making at different organizational levels interact in complex ways and influence the outcome of performance.
Organization’s Internal and External Context
Published in Robert Pojasek, Organizational Risk Management and Sustainability: A Practical Step-by-Step Guide, 2017
Researchers have noted that a stable external context creates an internal context with a mechanistic bent favoring standard rules, procedures, clear hierarchy of authority, formalization, and centralization. This is in contrast to an external context that is in rapid change, where the internal context appears to be much looser, free-flowing, and adaptive. Rapid change spawns a flexible hierarchy of authority and a decentralized decision-making process. Organization members or employees are encouraged to deal with opportunities and threats by working directly with one another, using collaborative teams, and taking an informal approach to assigning tasks and responsibilities. This helps the organization adapt to continual and sudden changes in the external environment.25 Organizations that are most successful in uncertain external contexts keep everyone in close touch with influences, factors, opportunities, and threats in the external context. This can hasten the response that may be necessary.
The Benefits, Advantages, and Maximization of Systems Integration Success
Published in Michael A. Mische, Reengineering, 2017
Most reengineering efforts result in elimination of unnecessary tasks, and several jobs are combined into one, which increases the employee’s individual responsibility and the need to decentralize decision making. Successfully reengineered processes give the people involved in the process much more autonomy and decision-making ability. Decision making becomes part of the job. By combining jobs, much of the costs of rework, coordination, process control, and errors are reduced. Decentralized decision making reduces process delays and overhead, making a process more responsive to the needs of a customer. Customer problem resolution improves, because employees are empowered to make local decisions.
The moderating effect of perceived environmental uncertainty and task uncertainty on the relationship between performance management system practices and organizational performance: evidence from Vietnam
Published in Production Planning & Control, 2023
Oanh T. K. Nguyen, Lana Y. J. Liu, Jim Haslam, Josie McLaren
A small organization with a narrow range of products operating in concentrated geographical areas can maintain efficiency through centralization. In this situation, the organization typically operates in an optimal setting governed by impersonal market interactions (e.g. Waterhouse and Tiessen 1978; Nahm, Vonderembse, and Koufteros 2003; Ferreira and Otley 2009). Therefore, issues related to organizational structure and internal control are less prominent. In contrast, decentralized decision-making is needed for organizations that are large, have diverse products, and operate in various geographic areas, especially where there is free market information for optimizing behaviours (e.g. Chenhall 2003; Malmi and Brown 2008).