Organizational culture standards

Between the last four chapters one may claim that chapter 11 is differing a bit from the others. This chapter presents standards, manuals and practice related to grormdwork and blasting. In this chapter we may trace some elements of description of the general organizational culture related to construction work in Norway, thus dividing it from the rest of the last seven chapters in this part of the report. 

Like its popular predecessors, the book supplies a complete overview of hazard control, safety management, compliance, standards, and accreditation in the healthcare industry. This edition includes new information on leadership, performance improvement, risk management, organizational culture, behavioral safety, root cause analysis, and recent OSHA and Joint Commission Emergency Management requirements and regulatory changes. 

Figure 3.1. A simple model showing standard elements of organizational culture.

In order to establish an organizational culture in which standards and constancy of purpose would be strong, we proposed establishing an organizational academy. 

Organizational culture means the shared, often unconscious values, attitudes, standards, and assumptions that govern behavior, especially in situations that lack clearly defined rules and procedures. Organizational culture is the driving values of the organization—"the way things... 

The Safety Design and Implementation Team will recruit and train others to (I) carry out the process on a continuous basis and (2) establish and maintain a strong organizational culture and safety climate, plus a high standard of safety for all Medical Center patients and employees. 

O Mara, J., 8c Richter, A. (2006). Global diversity and inclusion benchmarks. Retrieved from http //www.workforcediversitynetwork.com/docs/ Articles/Aiticle GDIBenchmarksOc t06 rey[uly08 %5B 1 % 5D. pdf O Mara, J., Richter, A. (2009). Setting standards for organizational diversity work It s a lot more than culture fairs and ethnic food. In E. Biech (Ed.), The 2009 Pfeiffer Annual Consulting (pp. 157-163). San Francisco, CA Pfeiffer. 

Shein divides culture into three levels (figure 13.2) [188]. At the top are the surface-level cultural artifacts or routine aspects of everyday practice including hazard analyses and control algorithms and procedures. The second, middle level is the stated organizational rules, values, and practices that are used to create the top-level artifacts, such as safety policy, standards, and guidelines. At the lowest level is the often invisible but pervasive underlying deep cultural operating assumptions... 

Factors Organizational structure Policy, standards and goals Safety culture and priorities... 

A second group have looked to organizational and cultural characteristics. A classic example of this approach is Diane Vaughan s analysis of the Challenger space shuttle explosion, when safety standards were progressively eased and finally ignored to the point of disaster. Her evocative phrase the normalization of deviance perfectly captures the gradual erosion of standards, the tacit acceptance by the people concerned and the eventual loss of any sense of where the boundary of safety lies. 

A clear set of principles of effective practice, that is, the CDIO Standards. Support for organizational and cultural change. 

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