The organisational context

The stakeholders inside a company and their different interests represent another set of boundary conditions. Below are some examples  

On a more general level, we have to look into the organisational context within which the SHE information system operates. In doing so, we will here 

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The case studies gave exceptionally clear insights into the problems of setting up and maintaining any such reporting system. The need emerged to consider the organisational context in which these systems are implemented. Problems here included ... 

Software development processes can depend on the organisation, context of the project, scope of the project, and so ow This guidance identifies four major phases (Initial, Development, Containment and Acceptance) which can usefully be mapped to all software development projects. These identified phases are not intended as a software development lifecycle, but rather to identify the key decision points relevant to DS 00-56 which occur during contractual interactions. They are orthogonal to the swim-lane strands introduced in Section 2. Figure 1 shows this interaction. 

Define for each object a set of responsibilities, and list them in the action section of that type. In particular, list and document the responsibilities of the system within the context of the larger organisation (or larger system) treat the system as part of the design of the larger context. 

Despite these difficulties, Southeast Asian states have been busy members of the international community, both within the ASEAN context and in the myriad other international organisations that now regulate the trans-national order. In Southeast Asia as elsewhere the international context is vastly different from that in which older nationalisms made their violent way in the Western world. On the one hand the... 

Hobbs, D. Going Down the Glocal The local context of organised crime . The Howard Journal, Vol 37, No 4, 1998, pp. 407— 2. 

Human (operator) Error cannot be separated entirely from the Technical and Organisational context of task performance (see figure 2.1). At the very least one should know the importance of Human Behaviour relative to that of the Technical and Organisational factors in understanding the causes of accidents and near misses. On the basis of our own pilot CCR studies (Van der Schaaf, 1989) the following extensions arc suggested ... 

The detailed approach to kiln control depends on the design of kiln, the market being supplied and the culture of the organisation. The following general comments are offered as basis for consideration in a particular context. 

It is important not too adopt policies from abroad too rapidly merely because an audit carried out there has indicated that they are successful. Even if the foreign audit seems methodologically sound, the same policies implemented in one s own country may prove disappointing when the results are assessed, because of differences in the medical and organisational context or other difficulties pointed out in earlier sections. 

It can be suggested that a consequence of this focus on Brand Zero has produced a depersonalisation of health and safety management. Within a project or organisational context, one individual alone is not able to prevent all accidents it requires shared practice if only because of the logistical and physical demands of the site. Yet under Brand Zero, this shared focus can be easily affected by others, and so responsibility for success resides within the shared workplace, which in turn can lead to individual disassociation with health and safety management at a personal level. Just one incident can therefore ruin the figures and potentially disenchant those who should still be focused on safety management in practice. 

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