Organizational dimensions

Table 5.3 A sample of national differences on organizational dimensions... 

Losers seem to have very few strengths. They perform moderately in execution, but only against a weak strategy. The organizational dimensions are particularly weak bureaucracy rules and there are few mechanisms for cross-functional coordination. Culture is controlling,... 

In this chapter, I describe how inclusive leadership is enacted across multiple levels of system, including the individual, relational, and organizational dimensions. To truly influence complex organizational circumstances, leaders and practitioners need to develop capacities to assess and intervene at each level strategically and sometimes simultaneously. I distinguish this view of inclusive leadership from more traditional models that are based on leadership being a specific designation or an individual responsibility. I elaborate on this perspective and provide examples of how inclusive leadership is a relational construct that is the consequence of mutual influence and collective adaptation to fluid environments. 

The corpus of films concerning the nuclear industry corpus consists of two sets. The first includes works of fiction where the part of the action takes place in a power station The China Syndrome, Grand Central). The installation forms part of the scenery work situations are recreated and the balance of power between the operator and workers is explored. The second set includes films that address the issue of nuclear power but do not take place inside a plant, which may be confined to the background Mount Fuji in Red, Land of Oblivion, The Land of Hope). The operational and organizational dimension is neglected in favour of a description of the consequences of a nuclear disaster on man and the environment. 

How do the nine critical dimensions of culture affect safety outcomes Figure 3-3 displays the nine dimensions divided into three groups organizational dimensions, team dimensions, and safety-specific dimensions. It also shows how these categories are related to each other and to safety outcomes. Each relationship shown is statistically significant, and thicker arrows denote stronger predictive relationships. For example. 

The four organizational dimensions are the most powerful. As mentioned, this group of dimensions has a strong, direct effect on outcomes and a strong but indirect leverage on team functioning and on the dimensions that are related specifically to safety. 

The ideas underlying the four organizational dimensions are not specific to safety but have to do with organizational functioning considered broadly. The organizational dimensions are ... 

Table 3-4 shows the effects that strong or weak organizational dimensions can have in the working interface. 

TABLE 3-4. MANIFESTATION OF ORGANIZATIONAL DIMENSIONS IN THE WORKING INTERFACE. 

The two team dimensions are affected by perceptions of more fundamental issues in the organization (the organizational dimensions discussed earlier). An organization that has fair procedures, good relations between treatment team members and superiors, trustworthy leaders, and concern for team members tends to have well-functioning teams. Not surprisingly, how team members are treated sets the stage for team effectiveness and cohesion. 

Safety climate is underwritten by the organizational dimensions. In particular, there is a strong relationship between perceived organizational support and safety climate. Team members who believe the organization cares about them also accept that leadership is committed to safety. Commitment to safety is one specific way in which organizational support can be demonstrated, and such commitment is a means by which a leader can make his or her ethical commitment to safety visible and tangible. This display of commitment represents an important opportunity for a leader who wants to build a strong safety climate. 

Are there traditions and systems for the detection and blame-free exploration of biases and errors, and for sharing lessons learned These cultural attributes and practices are fostered by a strong transformational leadership style (see chapters 4 and 5) and reflected in high scores on the OCDI s four organizational dimensions (procedural justice, perceived organizational support, leader-member exchange, leadership credibility). 

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