The paper "Organisational Culture Analysis" is an outstanding example of a management report. Inadequate organizational concentration on safety remains to be a crucial factor in a number of accidents in the aviation industry. Even though accidents in the aviation industry could have distinct physical causes, Lofquist (2010, p. 6) posits that the score of these accidents is often associated with organizational factors. In this regard, the safety climate offers a snapshot of worker opinions of the safety focus in the organization, and maybe an important safety culture predictor (Lofquist, 2010, p. 3). Endeavouring for a safety culture is an incessant expedition that involves a number of milestones along the way.
As argued previously, the effect of policies in aviation (either national or international) results in changes, which ultimately change the framework of the organisation. The organizations role in human factors has recently turn out to be imperative as it is at the present obvious that in case of an accident, it is not just about the humans, but also the system that is accountable. Safety management systems for organisations design in aviation considering that threats to safety will always be there: a vital element of making certain safety is about acknowledging and handling threats prior to the happening of the accidents.
Evidently, the success of a safety management system relies heavily on how best it infuses in the organisation’ s fabric; that is based on how things are done in the organisation, in order that a supportive safety culture is created and maintained continuously (Jones, 2004, p. 17). The report seeks to conduct an analysis of organisation’ s culture with regard to the challenges as well as implications for safety culture and organisational learning. Strengths Basically, changes in national and international aviation policy as well as practice resulted in changes in Australia’ s aviation policy.
A number of noticeable changes included quality management, enterprise bargaining, award restructuring, deregulation of economic markets, and so forth. Deregulation of economic markets as per Jones (2004, p. 26) was measured as valuable to customers since it reduced monopoly in the aviation industry and as a result lessened the prices (ILO, 2013, p. 20). Basically, improving effectiveness with the organisation by means of increasingly changing the practices, attitudes and in a number of instances, the organizational structure can result in an improved end result.
Course Readings: AVA80007 Organisational Change in Aviation
Christenson, D., 2007. Build a Healthy Safety Culture Using Organizational Learning and High Reliability Organizing. U.S. Wildland Fire Lessons Learned Center.
Flannery, J.A., 2001. Safety Culture and its measurement in aviation. Thesis. John A. Flannery.
ILO, 2013. Civil aviation and its changing world of work. Issues paper. Geneva: International Labour Organization.
Jones, P.W., 2004. The Airline Industry: Facing The Challenges Of The 21st Century. White Paper. Washington DC: Economic Development Institute Global Thinking Research & Development.
Kleiner, M.M., Nickelsburg, J. & Pilarski, A., 2012. Organizational and Individual Learning and Forgetting. Industrial & Labor Relations Review, vol. 65, no. 1, pp.68-81.
Lofquist, E.A., 2010. The art of measuring nothing: The paradox of measuring safety in a changing civil aviation industry using traditional safety metrics. Safety Science, vol. 48, no. 10, pp.1-24.
Wensveen, J., 2010. THE AIRLINE INDUSTRY: Trends, Challenges, Strategies. New York, USA: Dowling College The University of Sydney.
Wiegmann, D.A., Thaden, T.L.v. & Gibbons, A.M., 2007. A review of safety culture theory and its potential application to traffic safety. Illinois: University of Illinois at Urbana-Champaign AAA Foundation for Traffic Safety.