Organizational norms

The first main challenge is to prevent persistent and harmful employee conflicts - that is, the balance between diversity and similarity (or organizational norms ) can in some cases lean too far toward diversity. This implies that the differences in perspectives, behaviours and work concepts become dysfunctional and lead to culture clashes (Loden and Rosener, 1991). The manifestation of these involves misunderstandings, feelings of threat... 

Teamwork can also be incompatible with cultural norms. The United States has a very individualistic culture (Hofstede 1980). In addition, organizational norms, practices, and labor—management relations may be incompatible with team job design, making its use more difficult. 

Be explicit about organizational norms and behaviors that support an inclusive culture for all employees. Holvino, Ferdman, Merrill-Sands, 2004... 

Five aspects potentially stimulate adaptation organizational norms and procedures, task characteristics, ejqterience and routines, deliberate initiation and control of actions, and meta-cognitive activity. 

The overall organizational norms and industry practices establish patterns of behavior that include adherence to regulatory compliance, effective rule setting, required dress codes, proper work place etiquette, performance goals, etc. All of these impact how jobs are completed and should be understood within the JHA process. 

Innovative Culture—Processes are provided for organizational norms and a culture is in place to generate, identify, and develop innovative ideas and technologies to improve performance. 

The fact that organizational values and norms are not simply a set of rules and procedures is shown by introducing the espoused theory and the theory-in-use and this has to be taken into account in the remainder of this thesis. A possible graphical representation to take organizational values and norms into account is given in Figure 17, which is derived from SADT (Structured Analysis and Design Techniques), SofTech (SofTech, 1976). 

Please note that the process from Figure 16 is replaced by a transformation. The process or transformation represents where input and resources are consumed by transforming them into the output, under the constraints of the organizational values and norms. The upper arrow represents the organizational values and norms. The lower arrow represents the durable resources, divided into human and non-human resources such as machines, etc. The arrows depicted left and right of the transformation are the non-durable resources. 

Having a set of organizational values and norms, a deviation in the operational process can now be defined. In this thesis a definition of a deviation in the operational process, is the transformation and its input, output or resource that deviates from the individual s expectations that are rooted in his or her image of the transformation s theory-in-use, Koomneef (Koomneef, 2000). However, a deviation, is also obtained when a transformation and its input, output or resource deviates from the transformation s espoused theory. 

The purpose of the observation element is to monitor whether the transformation is performed according to the transformation s theory-in-use and espoused theory. In case of any deviation, relevant information will be transferred to the judgement element. Please note that the observation element actually measures any deviation of the inputs, resources and output of the transformation. The judgement element determines if an observed deviation is serious according to the organizational values and norms present as espoused theory and theory-in-use. Subsequently, the judgement element decides whether or not to intervene and transfers this information to the... 

The transformation, history, organizational values and norms, and external environment types of latent conditions are all latent conditions concerning information flows. The infrastructure and human types of latent conditions both concern resources. 

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