Review of Human Factors in Organizational Design and Management: Proceedings of the First Symposium Held in Honolulu, Hawaii, 21-24 August, 1984.

1985 ◽  
Vol 30 (6) ◽  
pp. 504-504
Author(s):  
No authorship indicated
1987 ◽  
Vol 31 (2) ◽  
pp. 166-167 ◽  
Author(s):  
Andrew S. Imada

This symposium proposes macroergonomics as a vehicle for integrating human and organizational needs. The concept is defined and differentiated from more traditional studies in organizational behavior and human factors. Specific areas of focus include: conceptuation and differentiation of the unique contributions of macroergonomics; current practices and directions; integration of human and organizational data; and contemporary issues and concerns facing researchers and writers in the field.


1984 ◽  
Vol 28 (4) ◽  
pp. 341-343
Author(s):  
Philip E. Knobel ◽  
Michael E. Wiklund

Engineer/constructor firms responsible for large process plant engineering, including the human-plant interface, have an emerging need for in-house human factors engineering (HFE) expertise. Stone & Webster Engineering Corporation has met his need through the creation of an HFE group. The group was founded as a small, informal, multidisciplinary organization. In an experimental manner, the group was provided the freedom to define its HFE markets within the firm and the process and power industry. Organizational design and management factors related to the functions and effectiveness of the group are discussed.


2021 ◽  
Author(s):  
Michael A. Greig ◽  
Judy Village ◽  
Shane M. Dixon ◽  
Filippo A. Salustri ◽  
W. Patrick Neumann

This paper presents the development of a tool that allows an organization to assess its level of human factors (HF) and ergonomics integration and maturity within the organization. The Human Factors Integration Toolset (available at: TBD) has been developed and validated through a series of workshops with 45 participants from industry and academia and through industry partnered field-testing. HF maturity is assessed across five levels in 16 organizational functions based on any of 31 discrete elements contributing to HF. Summing element scores in a function determines a percent of ideal HF for the function. Industry stakeholders engaged in field-testing found the tool helped to establish the status of HF in the organization, plan projects to further develop HF capabilities, and initiate discussions on HF for performance and well-being. Improvement suggestions included adding an IT function, refining the language for non-HF specialists, including knowledge work, and creating a digital version to improve usability. Practitioner Summary A tool scoring HF capability in 16 organization functions has been developed collaboratively. Industry stakeholders expressed a need for the tool and provided validation of tool design decisions. Fieldtesting improved tool usability and showed that, beyond scoring HF capability, the tool created opportunities for discussions of HF-related improvement possibilities. Keywords: Macroergonomics, ergonomics strategy, organizational design and management, process management, operations management This paper was awarded a Liberty Mutual Award for 2020.


1984 ◽  
Vol 28 (4) ◽  
pp. 352-355
Author(s):  
Glen R. Gallaway

Human Factors Professionals traditionally have been dedicated to making the interaction between people and their physical environment better suited to human needs and desires. Human factors technology is beginning to be applied to organizational design and management areas (i.e. the person to person, person to group interaction environment). The human factors profession can also be expected to benefit as we learn to apply human factors technological capabilities to improving our own contributions and interaction with management and/or customers. Specifically we need to learn to MARKET our work (show the value of human factors contributions) in terms that our management and/or customers will desire our continued support and direction.


1986 ◽  
Vol 30 (8) ◽  
pp. 739-743 ◽  
Author(s):  
Olov Ostberg

There is an abundance of promises for Expert Systems with user-friendly and intelligent interfaces providing cloned expertise for augmented job performance. A closer look reveals that very few systems are in operation, and that there is a serious gap between claims and reality. Basically, “Knowledge Engineering” is a modern form of “Work Study Engineering”, and yet job and organizational design issues are rarely addressed in the literature on designing Expert Systems. This serious gap is discussed.


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