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Culture climate and

A large part of the US diet is made up of crops which originate outside the USA. Currently, a US tolerance achieved through the submission of data obtained from residue trials run exclusively within the USA permits the importation of commodities grown in Latin America or other countries. Within the past 5 years, the ERA has initiated programs to ensure that residue testing to achieve a US tolerance better reflects the climatic and cultural conditions under which the commodity is grown. [Pg.199]

Pickett DA, Murrell MT, Williams RW (1994) Determination of femtogram quantities of protactinium in geologic samples by thermal ionization mass spectrometry. Anal Chem 66 1044-1049 Plagnes V, Causse C, Genty D, Pateme M, Blamart D (2002) A discontinuous climatic record from 187 to 74 ka from a speleothem of the Clamouse Cave (south of France). Earth Planet Sci Lett 201 87-103 Polyak VJ, Asmerom Y (2001) Late Holocene climate and cultural changes in the southwestern United States. Science 294 148-151... [Pg.458]

Polyak, V.J. Asmerom, Y. (2001) Late Holocene climate and cultural changes in southwestern United States. Science 294, 148-151. [Pg.242]

Talent Management (recruitment, development, retention) Work Climate and Culture... [Pg.437]

And while there are clearly delineated professional codes for engineers, without the ethics competency, these codes do collide with climate and culture in the workplace as practice. Early career engineers are often challenged as to what to do next, how to do it, and why to follow these canons. However, the benefits in utilizing the ethics competency as a part of the DNA of mechanical engineering education can better equip practitioners for such encounters. [Pg.55]

Institutions of higher learning must open up and collaborate with industry and government to create a US educational climate and culture that enables innovation to thrive. No institution can go at this alone. It must be a joint stewardship of industry, government, and academia. [Pg.251]

Kopelman, R., Brief, A. and Guzzo, R. (1990) The role of climate and culture in productivity , in B. Schneider (ed.) Organisational Climate and Culture. Jossey Bass Oxford, pp. 282-318. [Pg.76]

KNOW your organization - where to go for help, your organization s climate and culture, and who the unofficial leaders are. [Pg.447]

As pointed out by Lazar et al. (2013) outcome measures need to be harmonised. They must be rehable, valid and consistent Most outcome measures reflect a single dimension but rrltimately they must be developed to reflect the continuum of care. While we might ideally want and even require measures of safety climate and culture to correlate with outcome measures, we have tried to describe in this section the many factors that will tend to cover or weaken such correlations. [Pg.91]

Schneider, B. (ed.). Organizational Climate and Culture. San Francisco, CA Jossey-Bass, 1990. [Pg.548]

Safety climate reflects if safety is perceived by all employees to be a key value in the organization. The terms climate and culture are both used here [3,4]. The question is has a safety climate (culture) been created that is conducive to adopting safe work attitudes and habits [3,4] ... [Pg.29]

Traditionally safety programs dealt with the physical environment. Later we looked at management and attempted to build management principles into our safety programs. Today we recognize the need to look at the behavior environment—the climate and culture in which the safety system must live [2]. [Pg.168]

Although it is not our intention to go into the concepts of safety climate and culture in any depth, it is worth mentioning them as they have received considerable attention in the safety literature. The distinction between the concepts of climate and culture is not clear. Indeed, a review of the two concepts (Rousseau, 1988) found considerable overlap. Despite this, the review concluded that there were sufficient differences between the two concepts for one to be differentiated from the other. Climate, it was suggested, was a descriptive term that applied to the sum of individual... [Pg.34]

De Witte, K., Van Muijen, J. (1994). Organizational Climate and Culture in Europe. A Theoretical and Practical Introduction to the Focus Questionnaire (unpublished working paper). K.U.Leuven V.U. Amsterdam. [Pg.190]

Seasonal Variation n An identifiable (generally periodic) movement in a time series that is associated with seasons of the year, etc. Climate and cultural customs are often associated with these movements. The component of the values of the time series associated with the seasonal variations is referred to as the seasonal component. Other periodic movement in a time series is referred to as cyclical fluctuation. [Pg.995]

Reichers, A. E., Schneider, B. (1990). Climate and culture An evolution of constructs. In B. Schneider (Ed.), Organizational climate and culture. San Francisco Jossey-Bass Inc. [Pg.53]

Responsibility and accountability do not mean blame. Rather, leadership must create a climate and culture in which it is safe for people to participate wholeheartedly and candidly in adverse event investigations and improvement efforts. The useful question is not, "Who was at fault " or "What is at fault " but rather, "How can this event, and others like it, be prevented in the future " And, most important, "What can I do to help "... [Pg.54]

In this chapter and the previous one we outlined an eight-step process for leading effective changes in organizational culture to improve safety and illustrate some of the ways leaders can use the tools explained in this hook. In the next chapter we will explore how this process helped NASA change its climate and culture after the space shuttle Columbia tragedy in 2003. [Pg.238]

Based on our assessment, we recommended that the culture change initiative build on the strengths identified in the safety climate and culture survey. NASA employees generally worked well as teams, liked and respected each other, and felt comfortable talking to peers. These strengths could be harnessed to create reinforcement mechanisms for behaviors that support the agency s values and desired culture. [Pg.250]


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