Academic literature on the topic 'Front Line (Organization)'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Front Line (Organization).'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Journal articles on the topic "Front Line (Organization)"
1
Vogus, Timothy J., and Claus Rerup. "Sweating the “small stuff”: High-reliability organizing as a foundation for sustained superior performance." Strategic Organization 16, no. 2 (October 31, 2017): 227–38. http://dx.doi.org/10.1177/1476127017739535.
Full textAbstract:
Achieving and sustaining superior relative performance is central to strategic organization research. Recently, strategic organization researchers have turned their attention to the broader set of people doing strategy work, how they do it, and what contributes to superior performance. We deepen this focus by arguing that operational activity on the front line is strategic. To illustrate how everyday operations become strategic, we draw on insights from high-reliability organizing to illustrate how leaders, through practices and behaviors, support a more strategic front line and a specific set of discursive practices known as mindful organizing. The everyday mindful work of front line operations is a crucial source of emerging opportunities and threats that underlie superior relative performance. We discuss the methodological implications of applying high-reliability organizing approaches to study strategic organization and how strategic organization research can broaden and enrich research on high reliability.
2
Hopkinson, Gillian C. "Stories from the Front-line: How they Construct the Organization*." Journal of Management Studies 40, no. 8 (December 2003): 1943–69. http://dx.doi.org/10.1046/j.1467-6486.2003.00407.x.
Full text
3
Crabbe, Margaret J., and Moses Acquaah. "The determinants of service recovery in the retail industry." African Journal of Economic and Management Studies 7, no. 1 (March 14, 2016): 54–74. http://dx.doi.org/10.1108/ajems-10-2014-0072.
Full textAbstract:
Purpose – Service recovery strategies are efforts used by organizations to bring back dissatisfied customers to a state of satisfaction with the organization. It has been argued that successful service recovery by organizations is dependent on the effectiveness of front line employees. The purpose of this paper is to examine a model of service recovery performance (SRP) of front line employees in the retail industry in Ghana. Design/methodology/approach – The study uses personally administered survey data collected from 136 employees in 20 micro and small retail enterprises in Ghana. Hierarchical multiple regression analysis is used to test the direct and interactive effects of organizational variables such as perceived managerial attitudes and work environment factors on the SRP of front line employees. Findings – The findings indicate that the SRP is influenced by employee empowerment, interaction between customer service orientation and empowerment, interaction between customer service orientation and training for customer service excellence, and the interaction between empowerment and training for customer service excellence. Research limitations/implications – Focussing only on the antecedents of SRP, and using cross-sectional data based on the self-assessments of the front line employees from one country. Practical implications – Empowering front line employees to deal with service failures should be combined with training them in job related and behavioral skills to attend to the needs of customers. Moreover, it is critical to combine perceived customer service orientation with training front line employees in job related and behavioral skills. Originality/value – First study to examine the antecedents of SRP of front line employees in a sub-Saharan African environment. Moreover, study examines the interactive effects of organizational and work environment variables on SRP.
4
Stephens, Matt, Kathryn Denhardt, James Flynn, Robert Lyons, and James Swasey. "THE NAUTURE OF CONFLICT IN PUBLIC GARDENS." HortScience 41, no. 3 (June 2006): 492A—492. http://dx.doi.org/10.21273/hortsci.41.3.492a.
Full textAbstract:
Public gardens are complex, multi-faceted, diverse organizations that execute a broad scope of tasks including fundraising, educational programming, marketing, public relations, and horticultural research. This broad scope of work creates numerous challenges for these institutions. One of which is conflict between front-line and administrative staffs. The goal of this research is to help explain why conflict between front-line and administrative staffs exists in public gardens. The research found no existing research on the topic of conflict in botanic gardens, but some in other industries. The research was a mixed methods design, including two case studies at separate public gardens and an online questionnaire. Both case studies consisted of separate focus groups and individual interviews with staff at different levels of the organization. Questionnaire results also came from various personnel levels (front-line and administrative) of public gardens. Once final data collection occurred, they were coded into similar categories outlined by the Malcolm Baldridge Standards, an internationally recognized assessment tool for excellence. Early analysis of the data indicates that conflict occurs due to a lack of: a clear mission and vision, effective communication, and empowerment within the organization.
5
Bishop, Vicky, Marek Korczynski, and Laurie Cohen. "The invisibility of violence." Work, Employment and Society 19, no. 3 (September 2005): 583–602. http://dx.doi.org/10.1177/0950017005055671.
Full textAbstract:
This article explores the social construction of violence within the front-line context of job centres in the Employment Service (ES). The issue of violence within organizations is typically approached using positivistic methods. In contrast, this article deepens understandings of violence in organizations by using an interpretive approach. Through an analysis of data generated through an in-depth case study, this article argues that although ES front-liners experienced much of customer behaviour as violent, this high level of violence was systematically denied by the organization. In effect, the formal organization constructed violence in such a way that it was rendered invisible. This article examines not only how management, formal policies and procedures construct violence as invisible, but also the role of the staff themselves as active agents in the social construction of violence out of the workplace.
6
Morishima, Motohiro, Stephen J. Frenkel, Marek Korczynski, Karen A. Shire, and May Tam. "On the Front Line: Organization of Work in the Information Economy." Industrial and Labor Relations Review 54, no. 4 (July 2001): 898. http://dx.doi.org/10.2307/2696127.
Full text
7
Pupo, Norene, Stephen J. Frenkel, Marek Korczynski, Karen A. Shire, and May Tam. "On the Front Line: Organization of Work in the Information Economy." Labour / Le Travail 50 (2002): 367. http://dx.doi.org/10.2307/25149315.
Full text
8
Wharton, Amy S., Stephen J. Frenkel, Marek Korczynski, Karen A. Shire, and May Tam. "On the Front Line: Organization of Work in the Information Economy." Contemporary Sociology 30, no. 2 (March 2001): 150. http://dx.doi.org/10.2307/2655395.
Full text
9
Munap, Rudzi, Siti Nor Bayaah Ahmad, Sofhinaz Abdul Hamid, and Mirza Fareed Beg MM Talib Beg. "The Influence of End User Computing System (EUCS) on User Satisfaction: The Case of a Logistic and Courier Service Company." International Journal of Social Sciences and Humanities Invention 5, no. 12 (December 7, 2018): 5103–10. http://dx.doi.org/10.18535/ijsshi/v5i12.03.
Full textAbstract:
In any service and product delivery organizations, front-line employees play a key role in interacting with customers. The organization seek information from the customers; make sense of the information and by using an information system provided they further take action to meet customer demands. The interactions between front-line employees and customers influence the overall perception of the service quality and ultimately, customer satisfaction within the services context. This is because services are characterized by inseparability and intangibility, and it is often the employees themselves who deliver the service and act as a communication channel. Since satisfied employees are likely to treat customers better and offer an improved service, therefore it is vital for an organization to understand the needs and expectations of their employees to increase their level of satisfaction. The present study was using one of the main logistic and courier services in Malaysia by evaluating the effectiveness and efficiency of its over-the-counter system. Using the original model Doll and Torkzadeh (1988), self-administered questionnaires were distributed to 234 employees located at selected branches in Klang Valley, Malaysia. Findings indicated that among the five dimensions of users’ satisfaction namely content, accuracy, format and timeliness; show positive significant relationship with the user’s satisfaction. Only ease-of-use indicated no significant relationship. It has proven that front-line employees play a significant role in the overall service rating, organizations should be more considerate and provide attention in managing their performance. The findings of the study can provide valuable information to postal organizations that have adopted or are thinking about adopting a new retail system. These postal organizations will have better opportunity to gain insights in order to make the adoption successful as they get to know how end users perceive content, accuracy, format, ease of use and timeliness of the system.
10
Lundberg, Kjetil G., and Liv Johanne Syltevik. "Everyday interaction at the front-line." Journal of Organizational Ethnography 5, no. 2 (July 11, 2016): 152–66. http://dx.doi.org/10.1108/joe-12-2015-0026.
Full textAbstract:
Purpose – The purpose of this paper is to provide a sociological analysis of everyday interaction on the physical front line of the Norwegian welfare state. Design/methodology/approach – The data are from a short-term ethnographic study in the reception/waiting rooms of three local welfare offices. These are important sites for access to benefits and services. The focus is on the situational and interactional aspects: how do people behave and interact with fellow visitors as well as with front line staff in this institutional context? For the analysis, Goffman’s conceptual framework on behaviour in public places is combined with concepts from a theory of access to welfare benefits. Findings – The analysis shows how people fill these spaces with different activities, and how they are characterized by a particular type of welfare “officialdom”, boundary work and the handling of welfare stigma. Everyday interaction on the front line gives insights into the tensions in an all-in-one welfare bureaucracy and into the implementation of digitalization. The paper concludes that “old” and “new” tensions are expressed and managed at the front line, and suggests that more attention be paid to the new barriers that are developing. Originality/value – The study contributes an ethnographic approach to a seldom studied part of welfare administration. The waiting rooms in the Norwegian welfare organization are actualized as a social arena influenced by new trends in public administration: one-stop shops, a new heterogeneity, activation policies and digitalization processes.
Dissertations / Theses on the topic "Front Line (Organization)"
1
Malmberg, David, Kenan Bouzo, and Mohammed Al-aqel. "Achieving front-line employee’s satisfaction through Internal marketing in service organizations; A case of SEB bank." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-25338.
Full textAbstract:
Problem definition: In service organizations, front-line employees are considered to be the primary element when providing the organization’s services as they interact directly with customers and influence their perception of service quality. In other words, if the front-line employees are satisfied they will deliver the organization’s services in the best way which will directly lead to customer satisfaction. So it is worth studying how the service organizations use internal marketing tools towards their front-line employees in order to achieve their satisfaction. Purpose of the Research: The purpose of this thesis is to describe and analyze the human resources practices aimed at front-line employee’s satisfaction that is related to internal marketing at SEB and to show how using the various methods implemented by SEB has took the organization to the position as of now. Research Questions: How the Internal marketing elements are practiced by human resources at SEB bank in order to achieve front-line employee´s satisfaction? Methods: In order to fulfil the purpose of dissertation the primary and secondary data has been analyzed based on the theoretical concepts. The theoretical concepts are based on academic data from books and scientific articles. The empirical data consists of both primary and secondary data. The primary data has been collected by conducting two interviews, one with the manager from human resource department at SEB and another with a front-line employee. The secondary data were collected from SEB’s webpage. Conclusion: This study explores the potential effect the organization can have on the services due to the workings of the front-line employees. It can be concluded from the theoretical and empirical analysis that SEB’s management sees internal marketing practices (such as empowering, motivations and rewarding, job security and training) as a fundamental approaches to achieve their front-line employee’s satisfaction. SEB considers its employees as the most vital asset that can create and achieve its customer’s satisfaction, which has led to its immense growth.
2
Bowe, Stuart Mitchell. "Servant Leadership Dimensions of Bahamian Hotel Industry Front-Line Workers." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4503.
Full textAbstract:
The tourism industry dominates the Bahamian national economy. While seaport visitor arrivals continue to rise, stopover visitor arrivals continue to decline due to a recurring theme of negative front-line hotel staff attitudes. Eliminating negative staff attitudes toward stopover visitors is important for hoteliers, the government, and all stakeholders of the Bahamian tourism industry. Guided by servant leadership theory, the purpose of this research was to investigate the servant leadership dimensions that motivate Bahamian front-line hotel workers. This quantitative cross-sectional study involved the use of the Servant Leadership Survey (SLS) developed by Dierendonck and Nuijten. There were 8 specific servant leadership dimensions measured against 7 sociodemographic attributes to answer 2 research questions (RQ). A random sample of 646 front-line hotel workers participated in the study. For RQ1, independent t-tests and one-way analysis of variance produced significant results for the union, region, and department demographic groups. For RQ2, k-means cluster analysis generated a 2-cluster model with significant F-statistic value contributions across all 8 composite variables. Based on the final cluster centers, the 8 SLS composite variable average mean results equate to cautious support for the acceptance and application of servant leadership. The research findings may lead to positive social change by supporting the creation of a new leadership model in the Bahamian tourism industry that enables hoteliers to increase Bahamian front-line hotel workers' motivation and thereby decrease negative staff attitudes manifested in the workplace.
3
Toth, Michele Veronica. "Exploring a Relationship between Worker' Perceptions of Leaders and Workers' Self-Efficacy in Social Services." Bowling Green State University / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1333397023.
Full text
4
Schulkers, Jeffrey. "Servant Leadership and Affective Commitment to Change in Manufacturing Organizations." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3472.
Full textAbstract:
Organizational change initiatives in the United States frequently fail with estimated failure rates as high as 90%. Change failure rates resulting from underused and poorly trained front-line managers (FLMs) remained high, with no signs of improvement in the past 2 decades. The purpose of the correlational study, grounded in servant leadership theory, was to examine the relationship between employee perceptions of their FLM's servant leadership dimensions and employee affective commitment to change. A purposive, nonprobability sample of 107 employees of a U.S. manufacturing organization that had recently undergone organizational change completed a questionnaire for the study. Results of the multiple linear regression analysis were not significant, F(7, 107) = .714, p = .660, R2 = 0.045. Though results were not statistically significant, the beta weights for creating value for the community (β = .165) and behaving ethically (β = .168) indicated that creating value for the community and behaving ethically were potentially the most important variables in accounting for variance in the model. The beta weights for emotional healing (β = -.048) and conceptual skills (β = -.047) indicated that emotional healing and conceptual skills were potentially the least important variables in accounting for variance in the model. The findings may be of value to manufacturing leaders developing initiatives to improve change initiative success rates. Support for servant leadership during periods of organizational change has positive social change implications for employees. The practice of servant leadership reduces employee uncertainty and anxiety incurred during periods of change by resolving uncertainties and sustaining employee motivation for supporting organizational change.
5
MOHAMED, IBRAHIM ABOU EL AMAYEM IMAN. "Going the extra mile: front line manager’s role in people management." Doctoral thesis, Università degli Studi di Roma "Tor Vergata", 2013. http://hdl.handle.net/2108/207905.
Full textAbstract:
The study investigates the role of front line managers in people management1 to explore how the way people are managed is expected to impact on employee attitudes and outcomes. Research on the link between HRM and organizational performance has overlooked the vital role of front line managers, however it is these managers who are increasingly charged with the enactment of many HR practices. This study seeks to address this gap through examining particularly how the employee attitudes seen in affective organizational commitment and job satisfaction are influenced by the front line managers’ leadership behavior, trustworthy behavior and by satisfaction with HR practices as they have a powerful impact on them. This paper draws on a case study based research which employs both quantitative and qualitative data analysis techniques. Data for this study was collected among 306 employees working in an Egyptian governmental entity. Data analysis and OLS regression showed that employees’ perceptions of front line managers’ leadership behavior, trustworthiness and satisfaction with HR practices have significant correlations with their affective organizational commitment and job satisfaction.
6
Jamison, Jamie L. "The Importance of Front-Line Supervisor Coaching Ability and Performance to Employment Decisions and Coaching Culture Success." Thesis, Capella University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10829429.
Full textAbstract:
This qualitative exploratory single case study was completed to analyze the role of how middle managers evaluate coaching ability of front-line supervisors, address unsuccessful coaching, and learn how those determinants factor into the manager’s employment decision respective to retaining or hiring a front-line supervisor. The investigation occurred at a regional company in the Midwest of the United States that had previously attempted to enact a coaching culture program. Focus was placed on senior leaders and hiring/middle manager viewpoints and interviews were conducted with nine middle managers and three senior leaders. Additional data points included document analysis, direct observation, and expert testimony from a consultant who had worked with over 100 companies to implement a coaching culture. Data were analyzed through an eclectic two-phase coding system with emphasis upon hypothesis coding, word frequency, and thematic coding reassembly. Identified themes were then investigated through a lens of assertion development, and decision modeling. Five critical conclusions emerged and those findings aligned to how companies evaluate coaching ability and use those assessments in hiring decisions. Each of the five findings have a direct effect on the success of implementing a coaching culture. (1) Leaders should fully align on organizational coaching expectations, behaviors, and definitions. (2) Organizations need a robust coaching supervision program to evaluate current front-line supervisors. (3) Companies need to develop a comprehensive interviewing process to ascertain the coaching ability of potential candidates for the front-line supervisor role. (4) Leaders should also mitigate factors that inhibit coaching activity particularly emphasizing the importance of the coaching dyad. (5) Companies need to ensure the quality and consistency of coaching throughout the organization.
7
Simmons, Anne Marie. "The relationship of work stressors and perceived organizational support on front line nurse manager work engagement." Thesis, City University of New York, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3601725.
Full textAbstract:
Abstract The purpose of this study was to examine the relationship of work stressors and perceived organizational support on front line nurse manager work engagement. A non-experimental descriptive, cross sectional design examined the relationship in a convenience sample of 97 front line nurse managers from the New York tri-state area and members of the American Organization of Nurse Executives. Instruments used to measure work engagement, work stressors and perceived organizational support, were: (1) the Utrecht Work Engagement Scale (UWES); (2) Challenge-Hindrance Stressor Scale and (3) Survey of Perceived Organizational Support (SPOS). Pearson's correlation and linear regression analyses indicated support for the relationship between all variables. There was a negative direct relationship between work engagement and work stressors and a positive significant relationship between perceived organizational support and work engagement. The conceptual framework of Kahn's work engagement and the Job Demands-Resources Model revealed that organizational support is needed to promote front line nurse manager work engagement. Work engagement, perceived organizational support and work stressors are professional environmental factors that impact the leadership and well-being of FLNM. These factors, properly promoted and implemented, lead to FLNM's success, retention and job performance.
8
Preto, Christina Louise. "Pressures at the front lines : investigative sites and contract research organizations in Canadian clinical trials." Thesis, University of British Columbia, 2014. http://hdl.handle.net/2429/45810.
Full textAbstract:
Commercialization of medical research, and clinical trials in particular, has been the subject of scrutiny by policy makers and academics. However, little attention has focused on a more recent but now dominant actor: the contract research organization (CRO). Over the past twenty-five years, CROs have assumed much of academia’s role in the conduct and control of clinical trials, and are now the de facto face of industry sponsors for those working at investigative sites. This dissertation examines sites, their relationship with CROs, and the extent to which Canadians are protected by Canada’s clinical trials oversight framework.
This dissertation includes both empirical and normative components. First, and based on an extensive review of industry and academic literature, I describe the lay of the land of clinical trials in Canada and set the regulatory and economic context. Second, a qualitative interview study explores the relatively unexamined interface between site and CRO to identify key areas of concern from the perspective of those working at the frontlines of Canadian clinical trials. This is based on 24 semi-structured interviews. Participants were recruited so as to provide a range of perspectives relevant to the practice realities at the frontlines and the challenges that arise in relation to site-CRO interactions. It includes participants working at sites, CROs, pharmaceutical companies and in consultancy roles with clients across these categories. Third, a critical legal and ethical analysis of the regulatory and policy frameworks governing clinical trials in Canada is undertaken to determine areas of weakness in light of the issues identified in the qualitative study. A number of shortcomings with Canada’s approach to clinical trial oversight in relation to both investigator and industry-initiated trials are identified. Key among these is an overreliance on sponsors for trial oversight, which raises different concerns in industry and investigator-initiated trials. These and other critical issues are explored and recommendations to address such concerns are made. This study supports the growing call for an evidence based approach to protecting human subjects in research and is particularly timely given the intense efforts currently underway to attract more industry funded clinical trials to Canada.
9
Dawkins, Michael L. "Employee Perception of the Value of Customer Focus Training in Public Transportation." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/491.
Full textAbstract:
The number of service-oriented jobs has increased locally and nationally, and organizations are spending millions of dollars to train front-line employees to maintain customer satisfaction and compete in the service industry. Despite the financial investments of these training programs, little research has investigated the holistic effectiveness of customer-focused training (CFT) programs. Researchers found positive relationships between the constructs under investigation and reported that when CFT programs are delivered on a consistent basis with leadership support, they help build a service-oriented culture. The purpose of this case study was to investigate employee perceptions of CFT and relationships between performance, engagement, and building a service-oriented culture, where the questions were designed to address front-line employees in the transit system of Southeastern Pennsylvania. The conceptual framework for this study was by Service Quality, where the concepts for the framework support organizational culture and social exchange. The total number of participants was 36 with 27 for interviews and 9 for a focus group. The participants were selected using a purposeful sampling approach. The data were analyzed by coding for categories, themes, and patterns to reflect in-depth understanding and reporting of CFT among front-line employees. The participants felt that CFT programs were beneficial for them and could help improve customer service. Given these findings, similarly-situated employees may view training in a positive light and may be willing to engage in more training to improve customer service. Human resource personnel may be encouraged from the positive results of this study to develop and implement more training, which may help employees and leaders build a credible service-oriented culture.
10
Sebti, Sara. "Soutien organisationnel au management de proximité : sources mobilisées, ressources partagées et conditions de satisfaction." Thesis, Paris 1, 2018. http://www.theses.fr/2018PA01E075.
Full textAbstract:
La littérature consacrée à la sociologie et l’ergonomie du travail met en évidence le fait que la perte des solidarités et du soutien en entreprise est l’une des causes de la souffrance au travail (Linhart, 2009, 2017; Clot, 2010, 2015). Le salarié, isolé face à ses problèmes, est davantage confronté au stress. Une population en particulier a fait l’objet de plusieurs études faisant état de ces difficultés : les managers de proximité (Hales, 2005; Mintzberg, 2009; O’Donnell, Vesin et Perrier, 2011; Thévenet et Dejoux, 2015). Parallèlement, la littérature psychosociale s’intéresse au soutien social (interrelations positives et comportements aidants) et à ses effets bénéfiques sur la santé mentale (House, 1981; Karasek et al, 1990; Taylor, 2011; Soltis et al, 2013). Plus précisément, le soutien organisationnel, ou soutien formel apporté par la structure, génèrerait bien-être et implication (Rhoades et Eisenberger, 2002 ; Kurtessis et al, 2015). Voire, l’aide interpersonnelle à l’initiative de l’employeur générerait plus de satisfaction que les relations d’aide informelles (Parker et al, 2013). Cette littérature permet d’étayer deux constats. Premièrement, les mécanismes de soutien aux managers de proximité restent largement sous-explorés par la littérature académique. Deuxièmement, l’intervention de l’organisation, management et services RH en particulier peut constituer un levier managérial important. Ainsi, quels seraient les mécanismes de mobilisation d’aide par les managers de proximité, et quel rôle jouerait l’organisation dans la mise à disposition d’un soutien jugé satisfaisant ? Pour répondre, nous tenterons de comprendre les besoins de soutien des managers de proximité : les sources et ressources mobilisées, les formes et les effets du soutien apporté et l’adéquation de celui-ci avec leurs attentes. Réalisée dans une visée compréhensive et avec une approche interprétativiste, notre recherche repose sur une démarche participante, menée dans une société de courtage en assurances et se basant sur 24 entretiens avec des managers de proximité, analysés à l’aune des observations faites sur le terrain. Il ressort de nos observations que ce sont les conflits interpersonnels qui semblent le plus affecter les managers interrogés. En outre, ces conflits cachent des obstacles structurels qui s’opposent à une réalisation du travail conforme aux objectifs de qualité fixés et se déroulant dans de bonnes conditions pour les salariés. La mobilisation d’aide en entreprise peut encore être appréhendée avec méfiance par les managers de proximité, car la limite entre la demande d’aide et l’aveu d’incompétence est ténue. Pourtant, il semble que ce sont eux, le supérieur hiérarchique et le personnel RH en premier lieu, qui apportent les solutions tangibles et efficaces quand leur soutien est mobilisé. En ce qui concerne les pairs, bien que d’éventuelles relations de concurrence et de potentiels conflits d’intérêt limitent les échanges, ces derniers sont positivement appréhendés et même souhaités quand ils sont initiés dans un cadre permettant de s’extraire du tumulte du quotidien ; ce qui pose la question de l’efficacité potentielle d’un collectif de travail de managers de proximité. Notre recherche permet d’aboutir à des propositions managériales visant à créer un climat de soutien pour les managers de proximité en entrepriseLa littérature consacrée à la sociologie et l’ergonomie du travail met en évidence le fait que la perte des solidarités et du soutien en entreprise est l’une des causes de la souffrance au travail (Linhart, 2009, 2017; Clot, 2010, 2015). Le salarié, isolé face à ses problèmes, est davantage confronté au stress. Une population en particulier a fait l’objet de plusieurs études faisant état de ces difficultés : les managers de proximité (Hales, 2005; Mintzberg, 2009; O’Donnell, Vesin et Perrier, 2011; Thévenet et Dejoux, 2015). Parallèlement, la littérature psychosociale s’intéresse au soutien social (interrelations positives et comportements aidants) et à ses effets bénéfiques sur la santé mentale (House, 1981; Karasek et al, 1990; Taylor, 2011; Soltis et al, 2013). Plus précisément, le soutien organisationnel, ou soutien formel apporté par la structure, génèrerait bien-être et implication (Rhoades et Eisenberger, 2002 ; Kurtessis et al, 2015). Voire, l’aide interpersonnelle à l’initiative de l’employeur générerait plus de satisfaction que les relations d’aide informelles (Parker et al, 2013). Cette littérature permet d’étayer deux constats. Premièrement, les mécanismes de soutien aux managers de proximité restent largement sous-explorés par la littérature académique. Deuxièmement, l’intervention de l’organisation, management et services RH en particulier peut constituer un levier managérial important. Ainsi, quels seraient les mécanismes de mobilisation d’aide par les managers de proximité, et quel rôle jouerait l’organisation dans la mise à disposition d’un soutien jugé satisfaisant ? Pour répondre, nous tenterons de comprendre les besoins de soutien des managers de proximité : les sources et ressources mobilisées, les formes et les effets du soutien apporté et l’adéquation de celui-ci avec leurs attentes. Réalisée dans une visée compréhensive et avec une approche interprétativiste, notre recherche repose sur une démarche participante, menée dans une société de courtage en assurances et se basant sur 24 entretiens avec des managers de proximité, analysés à l’aune des observations faites sur le terrain. Il ressort de nos observations que ce sont les conflits interpersonnels qui semblent le plus affecter les managers interrogés. En outre, ces conflits cachent des obstacles structurels qui s’opposent à une réalisation du travail conforme aux objectifs de qualité fixés et se déroulant dans de bonnes conditions pour les salariés. La mobilisation d’aide en entreprise peut encore être appréhendée avec méfiance par les managers de proximité, car la limite entre la demande d’aide et l’aveu d’incompétence est ténue. Pourtant, il semble que ce sont eux, le supérieur hiérarchique et le personnel RH en premier lieu, qui apportent les solutions tangibles et efficaces quand leur soutien est mobilisé. En ce qui concerne les pairs, bien que d’éventuelles relations de concurrence et de potentiels conflits d’intérêt limitent les échanges, ces derniers sont positivement appréhendés et même souhaités quand ils sont initiés dans un cadre permettant de s’extraire du tumulte du quotidien ; ce qui pose la question de l’efficacité potentielle d’un collectif de travail de managers de proximité. Notre recherche permet d’aboutir à des propositions managériales visant à créer un climat de soutien pour les managers de proximité en entreprise
Books on the topic "Front Line (Organization)"
1
Food and Agriculture Organization (FAO). FAO in the front line of development. Rome: United Nations, 1993.
Find full text
2
Saouma, Edouard. FAO in the front line of development. Rome: Food and Agriculture Organization of the United Nations, 1993.
Find full text
3
Saouma, Edouard. FAO in the front line of development. Rome: Food and Agriculture Organization of the United Nations, 1993.
Find full text
4
Stephen, Frenkel, ed. On the front line: Organization of work in the information economy. Ithaca, N.Y: ILR Press, 1999.
Find full text
5
Johnsen, William Thomas. NATO's new front line: The growing importance of the southern tier. Carlisle Barracks, Penn: Strategic Studies Institute, U.S. Army War College, 1992.
Find full text
6
Association, Medical Group Management, ed. Front office success: How to satisfy patients and boost the bottom line. Englewood, CO: Medical Group Management Association, 2011.
Find full text
7
Diane, Pelavin, United States. Dept. of Education. Office of Policy and Planning., and Pelavin Associates, eds. On the front line: Chelsea teachers and the Chelsea-BU agreement. [Washington, D.C.]: U.S. Dept. of Education, Office of Policy and Planning, 1992.
Find full text
8
Kirshstein, Rita J. On the front line: Chelsea teachers and the Chelsea-BU agreement. [Washington, D.C.]: U.S. Dept. of Education, Office of Policy and Planning, 1992.
Find full text
9
Inc, Joint Commission Resources. From front office to front line: Essential issues for health care leaders. 2nd ed. Oakbrook Terrace, Ill: Joint Commission Resources, 2012.
Find full text
10
Morrow, Marina Helen. Women's experiences of front like work in feminist service organizations. Ottawa: National Library of Canada, 1990.
Find full textBook chapters on the topic "Front Line (Organization)"
1
Ferrill, Jamie. "The Thin Blue Front-Line." In Police, Organization, and Wellbeing, 31–56. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003153597-3.
Full text
2
Weyman, Andrew, and Rachel O’Hara. "Decision-Making at the Front Line." In Critical Perspectives on the Management and Organization of Emergency Services, 200–216. New York, NY : Routledge, 2019. | Series: Routledge critical studies in public management: Routledge, 2019. http://dx.doi.org/10.4324/9781315104447-12.
Full text
3
Baninemeh, Elena, Harold Toomey, Katsiaryna Labunets, Gerard Wagenaar, and Slinger Jansen. "An Evaluation of the Product Security Maturity Model Through Case Studies at 15 Software Producing Organizations." In Lecture Notes in Business Information Processing, 327–43. Cham: Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-53227-6_23.
Full textAbstract:
AbstractCybersecurity is becoming increasingly important from a software business perspective. The software that is produced and sold generally becomes part of a complex landscape of customer applications and enlarges the risk that customer organizations take. Increasingly, software producing organizations are realizing that they are on the front lines of the cybersecurity battles. Maintaining security in a software product and software production process directly influences the livelihood of a software business. There are many models for evaluating security of software products. The product security maturity model is commonly used in the industry but has not received academic recognition. In this paper we report on the evaluation of the product security maturity model on usefulness, applicability, and effectiveness. The evaluation has been performed through 15 case studies. We find that the model, though rudimentary, serves medium to large organizations well and that the model is not so applicable within smaller organizations.
4
"8. WORK ORGANIZATION: CONSEQUENCES AND CROSS-NATIONAL COMPARISONS." In On the Front Line, 230–64. Cornell University Press, 2018. http://dx.doi.org/10.7591/9781501724220-012.
Full text
5
Snape, Michael. "Front Line I." In The Oxford History of World War II, 241–74. Oxford University PressOxford, 2023. http://dx.doi.org/10.1093/oso/9780192884084.003.0010.
Full textAbstract:
Abstract The chapter examines the way armed forces were recruited, trained, and organized for World War II. The armed forces were mainly civilians in uniforms, a fraction of them volunteers. There were also women serving in most armed forces, though only the Soviet Union gave women combatant roles. The social structures of armed forces varied between the warring powers, but the importance of propaganda, ideology, religious belief and popular culture were common to many. These many aspects of military life defined the nature of the institution and explain the capacity of the military organization to keep large numbers of civilian-soldiers fighting despite the costs.
6
Hetling, Andrea, and Correne Saunders. "Front-line Workers and the Creation of Administrative Data." In The Oxford Handbook of Governance and Public Management for Social Policy, 647—C44.P48. Oxford University Press, 2023. http://dx.doi.org/10.1093/oxfordhb/9780190916329.013.45.
Full textAbstract:
Abstract Public agencies generate administrative data as part of their routine management of programs and services. The growth of big data analytics and open government has led to a great increase in the popularity of administrative data among policy researchers. Partnerships with public administrators are necessary and important in enabling researchers both to access and understand the data. Little consideration has been given, however, to front-line workers, like caseworkers and eligibility workers, as key stakeholders in the production and understanding of administrative data. Street-level organization research offers an applicable theoretical framework based on the roles of front-line workers in implementing policy and delivering services. By connecting this framework to administrative data, this chapter offers suggestions to include front-line workers as research partners and thus strengthen the quality and use of administrative data in evaluations.
7
"Taking knowledge initiatives to the front line of the organization." In Knowledge Works, 39–52. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119977803.ch3.
Full text
8
Johnson, Rachel Erin. "Innovation and the Value of Human Capital in a Collegiate Setting." In Advances in Human Resources Management and Organizational Development, 249–74. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9652-5.ch012.
Full textAbstract:
This case study illustrates the value of intellectual capital measurement, specific to human capital and innovation capital within an academic unit at a University of Wisconsin System campus. Within the case study, the academic unit was audited for their innovation practices and then examined to identify the value of human capital on their front line employees. Innovation continues to be a crucial component within academia as well as organizations in general to provide a competitive advantage. Understanding the value front line employees brings to a non-profit organization in academia continues to be a growing concern for many Universities'. The case study contains three parts; an innovation audit, several models and formulas to understand the value of human capital within a particular academic unit, and an overall conclusion and recommendation will be given for the current academic unit at the University of Wisconsin System campus.
9
"Front Matter." In A Manual for the Chemical Analysis of Metals, FM1—FM16. ASTM International100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959, 1996. http://dx.doi.org/10.1520/mnl10285m.
Full textAbstract:
MNL 25 is a practical laboratory reference that summarizes useful solutions to a wide range of common analytical problems. In its extensive focus on hybrid chemical/instrumental approaches, the manual represents a new approach, containing information otherwise only available by consulting a long list of scattered references. The organization of MNL 25 follows the analytical process: Materials covers the physical essentials required to assemble and maintain a laboratory for the chemical analysis of metals. Samples covers all aspects of the laboratory sample which are largely independent of the analysis. Separations covers all chemical manipulations which lead to complete or partial isolation of the element of interest. Measurement covers the quantifying technique which yields the final result. Quality covers all aspects of quality assurance as they relate to metals analysis laboratories. The Appendixes include common methods of separation and determination A concise reference source for laboratory technicians, chemists, and lab managers who are faced with detection limit difficulties,spectroscopic line interferences, precision problems at high concentrations, or with an alloy that takes too long to dissolve. Emphasis on steels, nickel and cobalt based alloys; also copper, aluminum, titanium, lead, and precious metals.
10
Gordon, Kimberley, Jill Auten, and Derek Gordon. "Probationary Period." In Advances in Educational Marketing, Administration, and Leadership, 217–32. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-4144-2.ch012.
Full textAbstract:
The organization's leaders are bestowed with the ability to plan their workforce and are supported in that endeavor by various supporting leaders such as human resource professionals. The attitudes of C-level leaders, high and mid-level leaders, as well as front line leaders directly influence the organization's culture. Probationary periods are an effective and legal means used to fill openings with the most qualified candidates based upon observed merit via demonstrating essential skills, knowledge, and abilities. A robust probationary period is a critical practice that increases a good fit between newcomers and the organization increasing efficiency and producing greater return on investment. Those organizations who leaders forego entry-point training programs are likely to experience a disconnect between worker and role resulting in sustained mediocrity and eventually cease to exist. This chapter walks the reader through the development of the probationary period, case studies, and best practices.
Conference papers on the topic "Front Line (Organization)"
1
SHI, XIU-MEI. "THE CONSTRUCTION OF COLLEGE STUDENTS’ PSYCHOLOGICAL CRISIS INTERVENTION ORGANIZATION SYSTEM OF “INTERNAL AND EXTERNAL LINKAGE” AND FULL PARTICIPATION." In 2021 International Conference on Education, Humanity and Language, Art. Destech Publications, Inc., 2021. http://dx.doi.org/10.12783/dtssehs/ehla2021/35712.
Full textAbstract:
College Students’ psychological crisis intervention needs to establish the awareness of full participation and construct the organizational system of full participation, so as to fully tap resources, form synergy effect and improve the effectiveness of intervention. Therefore, on the one hand, it is necessary to improve the school full participation organization system including the core work objects, front-line staff, backbone forces and decision-makers; on the other hand, it is necessary to build the "internal and external linkage" full participation organization system including university-family linkage, university-hospital linkage, university-Police linkage and universitymedia linkage.
2
Ecclestone, Meghan J., Sally A. Sax, and Alana P. Skwarok. "From Big Ideas to Real Talk: A Front-line Perspective on New Collections Roles in Times of Organizational Restructuring." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317175.
Full textAbstract:
Academic libraries across North America are restructuring to meet user needs in an e-preferred environment, resulting in major changes to traditional collection development roles and workflows. Responsibility for collection work is increasingly assigned to functional librarians dedicated to collection development activities across a broad range of subject areas, often serving an entire faculty or college. This paper discusses the history, process, and outcomes of the transition to functional collection development roles at two mid-sized universities. Both Carleton University and the University of Guelph support a wide range of undergraduate and graduate research needs from a single central library, but have implemented a different type of organizational design and are at different stages in the restructuring process. One year into their new functional roles, Carleton’s librarians are preparing to assess the state of change around collection development in their organization, and identify next steps for the restructuring process. By contrast, the University of Guelph has worked with a functional team model for ten years, and is undertaking a 10-year review to assess whether the original goals of the reorganization were met. How does collections work compare under a functional team model, compared to a traditional liaison model? Both perspectives offer strategies for consultation and change management that may be helpful to other institutions restructuring their collection development activities.
3
Miller, Mark, and Michelle Hight. "Prospective Gains in Safety and Cost Management; Using the HFACS to Proactively Address Organization Influences that Cause Human Error." In 15th International Conference on Applied Human Factors and Ergonomics (AHFE 2024). AHFE International, 2024. http://dx.doi.org/10.54941/ahfe1005311.
Full textAbstract:
Created from the original work of James Reason’s Swiss Cheese accident causation model featuring human error and latent organizational influences, the Human Factors Analysis and Classification System (HFACS) has become a proven model for analysing human error in aviation accidents. HFACS classifies human error into four levels of organizational influence that can set the stage for unsafe acts to occur. In modern terms of Safety Management Systems (SMS) proactivity, however, the HFACS is still utilized largely as a reactive accident investigation tool, focused on analysis of historical events to form ideas about system deficiencies and negative trends. This study emphasizes that human error on the bottom portion of the HFACS model often carries a substantial monetary and human cost to the organization, even when an aircraft is not involved in a classified accident. Here, the researchers sought a more proactive and systematic way of pre-identifying latent negative organizational influences causing the costliest human errors and finding mitigating solutions by tapping into front line perspectives. This project began with the development of a strategic aviation leadership course for a commercial aviation organization, “Airline X,” with the intent of gathering qualitative data to systematically address HFACS organizational influences that could lead to costly human error accidents and incidents. Researchers proposed top-down, proactive mitigations based on an extensive thematic analysis of front-line perspectives on various safety threats and other organizational deficiencies. After a year of collecting data from over 1,100 individuals during the leadership course through the Airline X pilot group, the qualitative data was compiled and analysed from the responses to two short surveys; one was given early in the course after guided discussions, and the other at the end of the course. The qualitative methodology enabled categorization of the pilots’ answers into common themes. Ten sub-themes were established, all related to organizational influences, then prioritized, and superimposed on the HFACS. During the study, sub-themes related to ramp safety literally manifested themselves in the form of two costly ramp incidents that resulted in revenue loss, as both aircraft were temporarily removed from service for repair. In a display of prescient, timely feedback from the pilot group and supporting accident data showing the direct cost of a potentially failed ramp policy (organizational influences) as evidence, the researchers recommended a continuous cycle of ‘Bottom up (reactive), Top down (proactive)’ Human Factors Safety Management Systems (HFSMS) feedback to senior and middle management to enhance the company’s existing SMS.
4
Lopez, Juan Carlos, Monica Alexandra Lopez, Walter Friedl, Maria Elena Arango, Monica Cristina Duran, Hamed Al Shibani, David Allison, and Pierre Bordage. "Using Behavior Science to Maximize Human Performance." In Abu Dhabi International Petroleum Exhibition & Conference. SPE, 2021. http://dx.doi.org/10.2118/207918-ms.
Full textAbstract:
Abstract Authors use behavior science to help organizations maximize human performance through a cost-effective and sustainable approach. Such approach is based on transformational leaders and employees’ engagement, so they embrace a humanized management system by conviction, not by imposition. This paper shows how to use organizational psychology principles in real case applications, resulting in holistic business improvements, including financial, safety and service quality performance. The authors developed the Engineering Human Performance (EHP) methodology, by improving the Behavior Engineering Methodology (Lopez, et. al., 2020) to help organizations achieve outstanding and sustainable levels of human performance. Over the last ten years, this methodology was successfully applied to more than 50 business processes in an oilfield services company. The EHP four-stages process uses frontline employees’ wisdom to identify sources of behavioral variance, measure adherence to expected behaviors and formulate changes to the operational context to pursue high levels of procedural adherence, sustainably. EHP incorporated statistic models to demonstrate its significant impact to business results, using a fit-for-purpose digital platform. A combination of a coaching program for managers to embrace a leading with purpose approach (Sinek, 2020), and workshops with the front-line associates, generate a healthy flow of communication across the organization. The leading with purpose program improves managers’ leadership by voluntarily selecting and engineering transformational behaviors they adapt and adopt to improve the effectiveness of their leadership style. The impact of the program is measured for statistical significance by applying the Multi-Factor Leadership Questionnaire (Boss, Avolio, 1996) before the coaching program starts, and 90 days after the last session. Workshops with front-line associates use scientific principles to understand the sources of behavioral variance and formulate intervention plans that drive procedural adherence by conviction, not by imposition. An innovative element of EHP is the ‘behavior empowerment center (BEC)’. The BEC coordinates the systematic measurement of adherence to critical behaviors in the front-line, captures and verifies statistical significance of the data, analyzes trends, and prepares reports depicting the levels of behavioral adherence, so crews receive soon, certain, and positive feedback on a regular basis. This feedback loop elicits levels of adherence above 90%, sustainably, and eliminates losses associated to behavioral variance. The BEC uses a unique digital platform designed to bring consistency to the feedback loop to front-line employees and managers. A case study is used to exemplify how EHP is being applied by a major rig company, to improve human performance in workover operations. The paper illustrates the remarkable results of the leading with purpose program and describes the Stages 1 (select processes that are causing loss), 2 (behavior analysis), 3 (baseline and intervention) and Stage 4 (scale-up) of the EHP methodology. Authors consider that EHP offers an innovative, and cost-effective approach to helping organizations maximize human performance, in a systematic and sustainable manner. The application of the methodology shall not be limited to the oil and gas industry, as the focus on incorporating the human factor to inconsistently applied processes is affecting many industries, if not all. The main challenge faced by authors in the implementation of the methodology is management commitment. Some managers expect improvement programs to bring immediate results, which could undermine the sustainability of the benefits. EHP grants sustainable improvements, provided the organization is committed to scale-up the program until results are significant. Achieving these milestones require time (from 6 months to 2 years), resources, and persistency. The leading with purpose program has proven effective in getting the proper levels of management commitment, to support EHP and deliver outstanding results. The paper shows a statistically significant improvement in the leadership style of the management team and how it is helping the business of the case-study company. As for the way forward, authors are exploring options to incorporate artificial intelligence into the behavioral measurement, not to replace the face-to-face interactions, but to increase the accuracy of the behavioral measurement and speed up the feedback loop.
5
Yao, Zhang, and Yihang Du. "An Evaluation Method of Art Teachers' Cooperative Communication Ability Based on Task Situation." In 14th International Conference on Applied Human Factors and Ergonomics (AHFE 2023). AHFE International, 2023. http://dx.doi.org/10.54941/ahfe1003163.
Full textAbstract:
To development an evaluation of the cooperation and communication ability of art teachers in colleges and universities. First, based on the teaching task situation of art discipline, the critical incident technique was introduced to carry out semi-structured interviews. According to the differences in teaching task situations, the art teachers' cooperation ability was scored from three dimensions: establishing and maintaining consensus, taking appropriate actions to solve problems, and maintaining team organization forms. Then, the indicators are set to form a language communication ability evaluation method based on the teaching task scenario. Finally, select front-line teachers with more than five years of teaching experience as the object, design and implement the cooperative communication ability evaluation experiment based on the above evaluation methods. The cooperation and communication ability evaluation experiment can be applied to the quantitative evaluation the performance of art teachers in their post capability. The cooperative communication ability evaluation experiment can provide a new idea for the quantitative and standardized method, and also provide a basis for the next step of developing corresponding evaluation software and tools.
6
Fien, Gert-Jan A. F., and Samar M. Semaan. "Driving Operational Excellence and Energy Reduction via End-To-End Production & Energy Loss Accounting at an Oil&Gas Client." In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/211193-ms.
Full textAbstract:
Abstract This paper will cover the recent implementation of a new end-to-end Production & Energy Loss Accounting (PELA) system at three separate sites of a major refining and petrochemicals company in the Middle East. It describes the development of practical tools, governance structure, training of relevant staff, embedding and evolving of the associated Management Operating System (MOS) and some of the early benefits achieved. The new system includes customized software tools providing shift operators in each process with real-time information about production and energy losses in the main value drivers: asset utilization, product quality, reprocessing, equipment efficiencies, flaring, etc. The tools allow immediate assignment of standardized "cause categories" for later aggregation and analysis. A separate data compilation and visualization tool was also developed, along with work processes to support deviation analysis and decision making. More than a hundred technical staff across the three sites received training and a weekly meeting cadence was established for maximum leverage from this initiative. This PELA system successfully covers 21 separate process areas. It led to confirmed savings of 7.9 MMUS$ in the first year alone, by wiring the organization for continuous improvement and providing greater transparency for staff and management alike. PELA serves as a vehicle for change by driving awareness of the front-line staff and ensuring better cooperation between them, process engineers, maintenance, and production planning. The success of such a program relies on lean skills, analytical capabilities, expertise in change management, and strong leadership within the line.
7
Ransome, Cherise M., and Randell T. Jackman. "Applying Front End Loading FEL Approach to Rationalizing Heritage Petroleum Company Limited Forward Development Strategy." In SPE Trinidad and Tobago Section Energy Resources Conference. SPE, 2021. http://dx.doi.org/10.2118/200891-ms.
Full textAbstract:
Abstract This paper presents the methodology used by the Offshore Business Unit of Heritage Petroleum Company Limited (HPCL), to reorganize its future development portfolio. This methodology enabled us to re-organize and rank future projects in order of 1) Developability, 2) Subsurface, Drilling, Flow Assurance and HSSE risks, 3) Financial indicators such as CAPEX and $/BOE, as an approach to maximizing return on investment whilst maintaining the stated goals of the company of monetizing our oil reserves and resources. Following the incorporation of HPCL, the organization attempted to embark on a production stabilization and growth strategy but faced challenges regarding financial and human resource allocation as well as understanding project development best suited for the mature 70 year kit it currently operates. There was a sizable Forward Drilling Campaign (FDP) that remained to be executed from the Legacy company, but there was a need to determine how best to proceed with it. The question was how can we optimize this FDP to attain Heritage’s goals in the short and near term. The answer resided in holding a Pre-Appraisal workshop. A Pre-Appraise Level-1 workshop was held analyzing risk and uncertainty for all future drilling projects. Key to understanding and quantifying inherent risks and opportunities was the presence of a full multidisciplinary team, which included subsurface, facilities, drilling, finance, planning and HSSE personnel. This approach yielded a list of future opportunities that best fit HPCL’s debt-to-capital ratio or debt service coverage position. It also helped to identify projects better suited for joint venture or external capital expenditure options. This workshop resulted in upper management having clear line-of sight regarding the project portfolio, and resource assignment. Once the projects were ranked and grouped, the process of calculating the associated investment to capitalize production across the entire lifecycle was undertaken. A matrix showing Dollar/BOE vs. Project Risk was then built for the new growth strategy. This tool allowed HPCL to select those opportunities that required minimum investment coupled with low HSSE risks. The Pre-Appraise Level-1 workshop guided HPCL to initiate the Shallow Forest Main Field re-development and the East Field drilling development projects as developments to undertake with least risk. The Main Field Shallow Forest Development requires the lowest CAPEX (Drilling and Facilities) and is capital efficient. The proved to non-proven reserves ratio is small (0.05) indicating a high developable remaining resource which will be accessible through secondary or tertiary methods. This approach to understanding development portfolios is new within HPCL; although it has been tried and tested by many operators worldwide when reviewing their capital projects. The Shallow Forest Main Field development carries a low risk profile and is being managed using the Capital Value Process. This project is now in the appraise stage.
8
Lopez, J. C., C. Botero, G. Miranda, F. Aguilera, G. Mirdad, S. Moynet, K. Shehabeldeen, A. M. Villalobos, and A. Alvarado. "A Disruptive Approach to CRM and Situational Awareness Competencies." In ADIPEC. SPE, 2023. http://dx.doi.org/10.2118/216422-ms.
Full textAbstract:
Abstract Research has shown that lack of non-technical skills (also called, Crew Resource Management – CRM) contributes to most personal and process safety incidents in high-risk industries. Situational awareness in the most influential non-technical skill. Authors developed a disruptive program to generate situational awareness competencies and improve non-technical skills of front-line employees. The program is called: Permanent Attention. It combines best practices adapted from high-risk industries and industrial psychology science to generate statistically significant improvements in situational awareness competencies through a sustainable approach. The paper shows real case applications from two organizations where the Permanent Attention program has generated significant improvement in the participants’ situational awareness competency and non-technical skills (CRM) acquisition and retention. The program is executed with the learner at the centre of the process. The Situation Awareness Global Assessment Technique (SAGAT, Endsley, and Garland, 2000) is used to measure the levels of situational awareness competency before and after the training, to determine the impact achieved through the program. The ‘Repeated measures – ANOVA’ statistic model is used to scientifically demonstrate the significant impact of the process in the three elements of situational awareness: Attention, Comprehension and Anticipation. The training sessions in-between SAGATs contain theoretical information and practical exercises that equip the participant(s) with fundamentals. Exercises for each element of the situational awareness have been designed to obtain optimal skills. To complement the practice of non-technical skills, employees are exposed to simulations of critical operational situations, so they can demonstrate their leadership, communications, teamwork, decision-making skills in group and learn how to manage stress in such situations. The levels of situational awareness competencies are periodically monitored via practical field-based SAGAT exercises after the training, to ensure a sustained improvement in the participants’ competencies. The feedback provided immediately after each SAGAT is key to let the participant focus on the element(s) of situational awareness that require improvement. Once the feedback is received, the participant is requested to self-evaluate her level on each element of situational awareness. This reinforces self-consciousness and encourages a sense of commitment to improve by conviction, not by imposition. This novel methodology gives the organization a clear metric on the return on the investment the program offers and allows very specific interventions to improve individual and group level non-technical skills across the organization. A truly disruptive method. The paper shows how the Permanent Attention instructional design combines Endsley's research from the aviation and nuclear industries, with Knowles’ andragogy (2015) theory to achieve competency acquisition and retention. Novel approaches such as the SAGAT, are used with scenarios that are familiar to the target population. Participants’ levels of situational awareness competency are measured before and after the training to determine whether a statistically significant impact was achieved through the program. Permanent Attention has been implemented in organizations with a wide range of maturity. Case-studies are presented to illustrate the process, results, and limitations in two leading drilling companies, in which 60 to 70% of incidents had situational awareness as a contributing factor, over last five years. The implementation of the program has brought statistically significant improvements in the competency of employees and the pilot in Colombia has shown early signs of accident reduction.
9
Lee, Magdelene Jia Wern, Eskandar Mohd Sukri, Muhammad Idham Adli Musa, Sheau Hun Ong, Muhammad Aizat Bin Abu Bakar, and Harni Farihah Binti M. Safari Lai. "Enabling Shallow Reservoir Development in Malaysian Deepwater Field Via Statically Underbalanced Mud with MPD Applications." In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/211729-ms.
Full textAbstract:
Abstract Managed pressure drilling (MPD) technology is a widely accepted technology for wells with narrow pore- pressure/fracture-pressure (PP/FP) gradient window. Whilst MPD is often associated with high capital expenditures (CAPEX) that further erodes the project economics especially for marginal reserves, it does not limit its application since MPD technology can considerably reduce non-productive time (NPT). Most importantly, it is the key enabler to access the previously conventionally un-drillable reservoir target, generating significant revenues to the organization. As the plan new development well cannot be drilled conventionally by using overbalance mud, numerous dynamic drilling simulations were performed utilizing drilling engineering software to ascertain its drill- ability via constant bottomhole pressure (CBHP) MPD with statically underbalanced mud. As an input, detailed surface equipment specifications, i.e., surface MPD line up and well control equipment are important to ensure successful drilling simulations. Sensitivity analysis using surface back pressure and drilling mud density are performed to determine maximum drillable footage for each hole section. As proper cementing is paramount for well barrier, well drill-ability is further assessed with managed pressure cementing (MPC) simulation to ensure the well is operationally executable. This paper presents a case history on operations performed in-house well engineering design for a complex and marginal deepwater development field during front end stage with narrow PP/FP gradient window (less than 1ppg drillable mud window) and elaborate on extensive work done for MPD engineering planning procedures in designing a fit-for-purpose well design.
10
Al Kindi, Nasser, Yousuf Al Zaabi, Wayne Bryant, Ahmed Al Salmi, Carl Kays, and Amir Al Habib. "Enabling A Nation - How PDO Powers Government Continuous Improvement & Creating Leaders for the Future of Oman." In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/210797-ms.
Full textAbstract:
Abstract Objective / Scope The main objective of the paper to showcase PDO successful journey in transferring Continuous Improvement (CI) knowledge to targeted entities within the government of the Sultanate of Oman by building CI capabilities to deliver significant improvement activity. Effectively after signing the MOU with Oman Vision 2040 Unit in 2019 for 5 years, a full CI transformation program kicked off to change the culture of the public sector from the inherited bureaucracy of which has the top leader is the showman, to a new way of working where the top leaders considered as the enabler of the progress (the main sponsor), wearing the learner hat, to understand the challenges from the front line of the business, be able to coach them to achieve their goals with minimal influence to their day to day work and huge encouragement to break down walls having them reach towards their desired destination. This supports the government's target to position Oman as an attractive environment for ease of doing business & the deployment plan focuses on building local CI capability within each entity, replicating improvements across the other entities, sustainability, and Leadership coaching. Methods, Procedure, Process Petroleum Development Oman (PDO) has more than 10 years' experience in the journey of Continuous Improvement. The experience is healthy with inflections and corrections over the course of progress until it covered all the organization vertically and horizontally. In 2020 it covered all functions and reached two level of categories spanning all staff: CI Professionals and CI Generalist. This concept and culture change can't be simulated into the government as is. It had to go through some modification for easy adoption and faster implementation. Building individual skills takes its own course of time, so the CI Professionals of PDO were posted into the core government system, the Oman Vision 2040 Implementation and Follow-up Unit. This allows immediate impact into the system and swift digital transformation to the centralized dashboard reviewed by leadership to sustain improvements. While the transformation takes place, PDO takes internally, 15 highly competent individuals from different government entities, as a secondment for 3 years development program to become accredited CI coaches and ultimately take their learning back to their organizations. Additionally, PDO provided the nation with a free online access to one of the problem-solving methodologies "Lean Awareness". This online session is developed to support a nationwide buy-in as part of the change management efforts to increase the awareness of continuous improvement. Results, Observation, Conclusions The high-level value delivered by the CI Deployment in the Government can be sampled from any of the CI projects delivered, E.g., the 90% improvement to the 'starting a new business process'. The overall scale, scope, and speed of improvement projects across the government entities is unprecedented. However, value is much more than the process improvements, such as: PDO Omani expertise being utilized to accelerate CI Capability across the Government. Improving starting business process by 90% from 10 months to 1.25 months. To "Lean" over 100 government services in 12 different entities by end of 2021. PDO improved cross-organization process with Government Entities E.g. Environment Authority permits, Manpower etc. Accelerating the progress of National Digital Transformation Program led by Ministry of Transport, Telecommunication & Information Technology. Build in house and sustainable capability for the government sector. Overall, the value to PDO, the Government and Oman is priceless for the longterm sustainability of the country. Novel, Additive information This initiative has had a hugely positive impact on PDO & Oman in the last 3 years and will continue to do so, moving towards end of 2022 and beyond the project team is working closely with Oman e-government team to assist the government to shift from egovernment to Digital government to Smart government - a real game changing innovative shift for Oman. This project is a true example of how Omani expertise developed and nurtured within PDO is being used to power Oman towards vision 2040 and is a fantastic example of our organization creating in-country value.
Reports on the topic "Front Line (Organization)"
1
Gonzalez Diez, Verónica M., and Lourdes Alvarez. Thematic Note: The Challenge of Integrated Watershed Management: Analysis of the Bank's Actions in Watershed Management Programs 1989-2010. Inter-American Development Bank, October 2011. http://dx.doi.org/10.18235/0010445.
Full textAbstract:
The objective of this thematic note is to analyze IDB's actions in integrated watershed management during the period 1989-2010. The approach of the IDB's loan portfolio in this sector shifted from having an emphasis on resource management and conservation (in the 1990s) toward financial support for actions to promote sustainable development and the improvement of the population's quality of life, as well as institutional reforms through the use of programmatic policy-based loans. In general, project evaluability was found to be low. The main limitation is the lack of effective outcome indicators to measure impact. A case study is presented on the Guaíba Watershed Environmental Management Program I (1993, US$132 million), which was the only program with an integrated water resource management approach. On the organizational front, the IDB is working to create a specialized watershed management group to update the 1996 guidelines and identify new methodologies to meet the new challenges of project formulation in this sector.
2
Andrews, Matt. Getting Real about Unknowns in Complex Policy Work. Research on Improving Systems of Education (RISE), November 2021. http://dx.doi.org/10.35489/bsg-rise-wp_2021/083.
Full textAbstract:
As with all public policy work, education policies are demanding. Policy workers need to ‘know’ a lot—about the problems they are addressing, the people who need to be engaged, the promises they can make in response, the context they are working in, and the processes they will follow to implement. Most policy workers answer questions about such issues within the structures of plan and control processes used to devise budgets and projects. These structures limit their knowledge gathering, organization and sense-making activities to up-front planning activities, and even though sophisticated tools like Theories of Change suggest planners ‘know’ all that is needed for policy success, they often do not. Policies are often fraught with ‘unknowns’ that cannot be captured in passive planning processes and thus repeatedly undermine even the best laid plans. Through a novel strategy that asks how much one knows about the answers to 25 essential policy questions, and an application to recent education policy interventions in Mozambique, this paper shows that it is possible to get real about unknowns in policy work. Just recognizing these unknowns exist—and understanding why they do and what kind of challenge they pose to policy workers—can help promote a more modest and realistic approach to doing complex policy work.
3
Khomenko, Tetiana, and Yuriy Kolisnyk. Втрати української культури у російсько-українській війні: культурно-інформаційний спротив. Ivan Franko National University of Lviv, March 2023. http://dx.doi.org/10.30970/vjo.2023.52-53.11749.
Full textAbstract:
The authors explored the activity of mass media and cultural organizations aimed at clarification of the current problematic issue – preservation of Ukrainian cultural heritage under the conditions of the full-scale invasion of Russia into Ukraine. The authors emphasize that occupants not only destroy historic buildings, i.e. material objects, but also steal art values, destroy library and archive funds; their actions are aimed at destruction of our spirituality, identity and history. It is pointed out that there are the main streams in the work of journalists, experts, and culture figures, namely: fixation of losses, propaganda of the Ukrainian culture in the world, expert evaluation of the restitution possibilities, and filling of the culture material with patriotic sense. The full-scale invasion of Russia into Ukraine on the 24th of February 2022 led to the numerous loss of life, ruination of the military, civil and infrastructure objects. But the state-aggressor destroys and robs our culture in this war. Since the beginning of the war mass media have been actively informing about the situation in the regions, which happened to be at the line of the Russian troops attack. The information was in particular about the fact that different educational establishments, libraries and their funds, museums with valuable collections, theatres, religious buildings and historic buildings had been ruined. To tell the truth the information was incomplete due to the limited opportunities to monitor the situation. However, later it has been systematized. The work of journalists and experts contributed to this since they stated the criminal acts of Russia, informing about the ruination facts of historic, sacral, cultural monuments, devastation of many museum collections, destruction of library and archive funds. Digitalization of the Russian war crimes against Ukrainian culture became one more important work aimed at preservation of the Ukrainian cultural heritage. It was done by means of interactive maps of the Ukrainian cultural losses and it enables documenting crimes of the occupant army and spreading this information at the international level. Key words: culture, cultural front, cultural losses, cultural values, cultural heritage, war, media.