What is it like for a middle manager to take safety into account? Practices and challenges

Callari, Tiziana C.; Bieder, Corinne; Kirwan, Barry

doi:10.1016/j.ssci.2018.10.025

Cited by 11 publications

(5 citation statements)

References 42 publications

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“…In normal conditions of organizations' functioning managers are "setting new directions, formulating and implementing strategies, managing change and transformations as well as monitoring and control to ensure that progress is made in the intended direction" [36]. Their main concern is "configuration and orchestration" [37] of human capital functioning, in particular "causing people's behavior, focused on the values and goals desired by the organization" [27], making decisions, influencing employees to get the job done, or managing information [38,39]. Usually all those activities are built in structured and formalized processes, as management should not be erratic.…”

Section: Type-1 Management Reliability Capabilitiesmentioning

confidence: 99%

Organizational Reliability Model Verification in the Crisis Escalation Phase Caused by the COVID-19 Pandemic

2020

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This article concerns the Organizational Reliability Model (ORM) verification in the crisis escalation phase caused by critical conditions of organization functioning induced by the COVID-19 pandemic. ORM is constituted by three reliabilities, human resources, information technology, and management, which are mediators through which Type-1 and Type-2 reliability capabilities influence organizational reliability. Organizational reliability is a prerequisite for sustainability of contemporary organizations. The model was developed and verified for a variety of operating conditions. However, crisis induced by a Black Swan type of event creates conditions so critical that it calls for verification of known paradigms and models, as an element of crisis-state theory building. This is why this paper’s aim was to verify the ORM and explain the mechanisms of shaping organizational reliability in such conditions in order to contribute to both theory (verifying the organizational reliability paradigm among organizations in crisis) and practice (proposing mechanisms, potentially helping them survive). The ORM is empirically verified based on the sample of 115 employees from Italy operating under critical conditions of the COVID-19 pandemic (research carried out in the week of 18–22 March 2020). In order to verify the hypothesis, the path analysis was executed using SPSS AMOS. The results confirmed that in the extreme critical conditions causing crisis escalation for the organizations, there is a need to redefine the existing paradigms, including ORM. The results show that the HR reliability role in the ORM has drastically changed and the mechanism of its influence on organizational reliability is significantly different in crisis influenced by critical conditions of organization functioning. They also confirmed that IT together with HR is dependent on management to change the way of working and until that, its reliability may be counterproductive for the reliability of organizational as a whole. Therefore, obtaining sustainability in the crisis escalation phase requires redefining the mechanisms for securing organizational reliability.

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Section: Type-1 Management Reliability Capabilitiesmentioning

confidence: 99%

Organizational Reliability Model Verification in the Crisis Escalation Phase Caused by the COVID-19 Pandemic

2020

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“…The proximity manager has an important role to play in this identification process, especially during times of organizational change (Buick et al, 2018). Indeed, due to their central position within organizations, they are agents of communication, connection, and change (Callari et al, 2019), as well as essential references for the management of daily organizational life (He & Brown, 2013). From then on, behaviors of these managers have an impact on how employees identify with Open Journal of Social Sciences their organization (He & Brown, 2013).…”

Section: Discussionmentioning

confidence: 99%

What about the Effect of Work-Team Identification on Mental Health One Year after the Onset of the COVID-19 Health Crisis?

Babic,

Hotton,

Simon

et al. 2024

JSS

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The COVID-19 health crisis and its generalized lockdown have not spared the professional world. In this health crisis context characterized by uncertainty and threats, stress and burnout are consequences widely studied. Work-team identification has often been associated with reduced stress and burnout in a non-crisis context. However, to the best of our knowledge, only one study has addressed this issue shortly after the onset of the COVID-19 health crisis (i.e., six months). To expand our understanding of these relationships, the present study aims to investigate the effect of work-team identification on mental health (i.e., stress and burnout) one year after the onset of the COVID-19 pandemic. We performed hierarchical regressions on a sample of 110 Belgian employees. Data were collected from the end of January to the end of April 2021. We found that only disengagement was negatively predicted by work-team identification. No significant effect was found for stress and exhaustion. The research implications are discussed in relation with proximity managers, who have a specific role to play in the work-team identification, and more generally in the well-being of their employees.

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“…A useful, if simple hierarchical model of organizational safety was proposed in a project considering safety culture and safety management in aviation organisations [61], and is illustrated in Figure 5 below. This model has been used to highlight the key -but often under-explored -role of the middle management layer in safety [62]. To this three-level model must be added an extra level, highlighting the key role of the safety department in an aviation organization, including risk modelers and incident investigators, as this is typically the hub of safety learning (local safety knowledge) for the organization, and the key working interface with external regulators.…”

Section: Safeguards and Organisational Risk Ownersmentioning

confidence: 99%

The Impact of Artificial Intelligence on Future Aviation Safety Culture

Kirwan

2024

Preprint

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Artificial Intelligence is developing at a rapid place, with examples of Machine Learning already utilized in aviation to improve efficiency. In the coming decade it is likely that Intelligent Assistants (IAs) or ‘Digital Colleagues’ will be developed and deployed to assist aviation personnel in the cockpit, the air traffic control centre and airports. This will be a game-changer and may herald the way forward for single pilot operations, AI-based management of Urban Mobility including fleets of drones and sky-taxis, and more carbon-efficient transport across global commercial transport networks. Yet in aviation there is a core underlying tenet that ‘people make safety’ and keep the skies and passengers safe, based on a robust industry-wide safety culture. The introduction of IAs into aviation could potentially undermine aviation’s hard-won track record in this area. This paper applies a scientifically validated safety culture tool to explore the potential impacts of the introduction of IAs into aviation. The results suggest that there are indeed potential negative outcomes, but also possible safety ‘affordances’ wherein AI could strengthen safety culture. Safeguards and mitigations are suggested for the key ‘risk owners’ in aviation organisations, to ensure safety remains a priority in the industry.

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What is it like for a middle manager to take safety into account? Practices and challenges

Cited by 11 publications

References 42 publications

Organizational Reliability Model Verification in the Crisis Escalation Phase Caused by the COVID-19 Pandemic

Organizational Reliability Model Verification in the Crisis Escalation Phase Caused by the COVID-19 Pandemic

What about the Effect of Work-Team Identification on Mental Health One Year after the Onset of the COVID-19 Health Crisis?

The Impact of Artificial Intelligence on Future Aviation Safety Culture

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