Organizational culture refers to culture related to organizations including schools, universities, not-for-profit groups, government agencies, and business entities. Alternative terms include corporate culture and company culture. The term corporate culture emerged in the late 1980s and early 1990s. It was used by managers, sociologists, and organizational theorists in the 1980s.
Edgar Henry Schein was a Swiss-born American business theorist and psychologist who was professor at the MIT Sloan School of Management. He was a foundational researcher in the discipline of organizational behavior, and made notable contributions in the field of organizational development in many areas, including career development, group process consultation, and organizational culture. He was the son of former University of Chicago professor Marcel Schein.
Business performance management (BPM) is a management approach which encompasses a set of processes and analytical tools to ensure that an organization's activities and output are aligned with its goals. BMP is associated with business process management, a larger framework managing organizational processes.
Broadly speaking, modularity is the degree to which a system's components may be separated and recombined, often with the benefit of flexibility and variety in use. The concept of modularity is used primarily to reduce complexity by breaking a system into varying degrees of interdependence and independence across and "hide the complexity of each part behind an abstraction and interface". However, the concept of modularity can be extended to multiple disciplines, each with their own nuances. Despite these nuances, consistent themes concerning modular systems can be identified.
Organizational behavior or organisational behaviour is the: "study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself". Organizational behavioral research can be categorized in at least three ways:
Clinical governance is a systematic approach to maintaining and improving the quality of patient care within the National Health Service (NHS) and private sector health care. Clinical governance became important in health care after the Bristol heart scandal in 1995, during which an anaesthetist, Dr Stephen Bolsin, exposed the high mortality rate for paediatric cardiac surgery at the Bristol Royal Infirmary. It was originally elaborated within the United Kingdom National Health Service (NHS), and its most widely cited formal definition describes it as:
A framework through which NHS organisations are accountable for continually improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish.
Quality management ensures that an organization, product or service consistently functions well. It has four main components: quality planning, quality assurance, quality control and quality improvement. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality. Quality control is also part of quality management. What a customer wants and is willing to pay for it, determines quality. It is a written or unwritten commitment to a known or unknown consumer in the market. Quality can be defined as how well the product performs its intended function.
A value network is a graphical illustration of social and technical resources within/between organizations and how they are utilized. The nodes in a value network represent people or, more abstractly, roles. The nodes are connected by interactions that represent deliverables. These deliverables can be objects, knowledge or money. Value networks record interdependence. They account for the worth of products and services. Companies have both internal and external value networks.
Rosabeth Moss Kanter holds the Ernest L. Arbuckle professor of business at Harvard Business School. She co-founded the Harvard University Advanced Leadership Initiative and served as Director and Founding Chair from 2008-2018. She was the top-ranking woman—No. 11 overall—in a 2002 study of Top Business Intellectuals by citation in several sources. She was named one of the "50 most powerful women in Boston" by Boston Magazine and one of the "125 women who changed our world" over the past 125 years by Good Housekeeping magazine in May 2010.
In functional safety, safety integrity level (SIL) is defined as the relative level of risk-reduction provided by a safety instrumented function (SIF), i.e. the measurement of the performance required of the SIF.
Safety culture is the collection of the beliefs, perceptions and values that employees share in relation to risks within an organization, such as a workplace or community. Safety culture is a part of organizational culture, and has been described in a variety of ways, notably the National Academies of Science and the Association of Land Grant and Public Universities have published summaries on this topic in 2014 and 2016.
Environment, health and safety (EHS) is the set that studies and implements the practical aspects of protecting the environment and maintaining health and safety at occupation. In simple terms it is what organizations must do to make sure that their activities do not cause harm to anyone. Commonly, quality - quality assurance and quality control - is adjoined to form the company division known as HSQE.
A system accident is an "unanticipated interaction of multiple failures" in a complex system. This complexity can either be of technology or of human organizations and is frequently both. A system accident can be easy to see in hindsight, but extremely difficult in foresight because there are simply too many action pathways to seriously consider all of them. Charles Perrow first developed these ideas in the mid-1980s. Safety systems themselves are sometimes the added complexity which leads to this type of accident.
An occupational exposure limit is an upper limit on the acceptable concentration of a hazardous substance in workplace air for a particular material or class of materials. It is typically set by competent national authorities and enforced by legislation to protect occupational safety and health. It is an important tool in risk assessment and in the management of activities involving handling of dangerous substances. There are many dangerous substances for which there are no formal occupational exposure limits. In these cases, hazard banding or control banding strategies can be used to ensure safe handling.
Prevention through design (PtD), also called safety by design usually in Europe, is the concept of applying methods to minimize occupational hazards early in the design process, with an emphasis on optimizing employee health and safety throughout the life cycle of materials and processes. It is a concept and movement that encourages construction or product designers to "design out" health and safety risks during design development. The process also encourages the various stakeholders within a construction project to be collaborative and share the responsibilities of workers' safety evenly. The concept supports the view that along with quality, programme and cost; safety is determined during the design stage. It increases the cost-effectiveness of enhancements to occupational safety and health.
Collaborative leadership is a management practice which is focused on leadership skills across functional and organizational boundaries.
A concept-driven strategy is a process for formulating strategy that draws on the explanation of how humans inquire provided by linguistic pragmatic philosophy. This argues that thinking starts by selecting a set of concepts gained from our past experiences. These are used to reflect on whatever happens, or is done, in the future.
Psychological safety is the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. In teams, it refers to team members believing that they can take risks without being shamed by other team members. In psychologically safe teams, team members feel accepted and respected contributing to a better "experience in the workplace". It is also the most studied enabling condition in group dynamics and team learning research.
Team Based Learning Organisation (TBLO)
