Blood on the coal: The effect of organizational size and differentiation on coal mine accidents

Introduction

Each year, there are at least 100,000,000 occupational accidents and 100,000 occupational deaths in the world. In the United States, one of the safest countries in the world in which to work, there were more than 5,400 workplace fatalities and 5.9 million workplace injuries in 2007. The cost to American industry and taxpayers is estimated to be at least $170 billion per year. Further, as illustrated by accidents such as Three Mile Island and Bhopal, industrial accidents potentially impact a much wider sphere than that of the injured worker and his or her employer. As the repercussions of organizational accidents reverberate through organizations and are felt from human resources to accounting, firms are beginning to incorporate messages of safety in their missions and strategies. As firms organize to achieve safer work environments, they are faced with decisions on how to structure their activities in terms of, among other things, size and differentiation.

Method

This paper explores the impact on accident rates of size and differentiation at the corporate and mine levels of mining companies in an effort to create a framework for thinking about organizational accidents from a structural perspective.

Results

The results suggest that larger mines are safer than smaller mines, and that mines with less task diversity are safer than mines with greater task diversity. The results also suggest that at the corporate level, task diversity decreases mine accidents. These results may help mining executives and engineers structure their corporate activities and individual mines more effectively to help reduce accidents.     

Values-in-action that support safe production

Introduction: Safe production is a sustainable approach to managing an organization’s operations that considers the interests of both management and workers as salient stakeholders in a productive and safe workplace. A supportive culture enacts values versus only espousing them. These values-in-action are beliefs shared by both management and workers that align what should happen in performing organizational routines to be safe and be productive with what actually is done. However, the operations and safety management literature provides little guidance on which values-in-action are most important to safe production and how they work together to create a supportive culture. Method: The researchers conducted exploratory case studies in 10 manufacturing plants of 9 firms. The researchers compared plant managers’ top-down perspectives on safety in the performance of work and workers’ bottom-up experiences of the safety climate and their rates of injury on the job. Each case study used data collected from interviewing multiple managers, the administration of a climate survey to workers and the examination of the plant’s injury rates over time as reported to its third party health and safety insurer. Results: The researchers found that plants with four values-in-action —a commitment to safety, discipline, prevention and participation—were capable of safe production, while plants without those values were neither safe nor productive. Where culture and climate aligned lower rates of injury were experienced. Discussion and conclusion: The four value-in-actions must all be present and work together in a self-reinforcing manner to engage workers and managers in achieving safe production. Practical application: Managers of both operations and safety functions do impact safety outcomes such as reducing injuries by creating a participatory environment that encourage learning that improves both safety and production routines.     

Definitions and organizational practice of sustainability in the for-profit sector of Nova Scotia

The term “sustainability” has been a part of local, national, and international environmental discussions for well over a decade. First legitimized by the United Nations in 1987 with the release of the Brundtland Commission and Our Common Future (WCED, 1987), the term “sustainability” is now often used in more mainstream contexts. However, given our continued global ecological decline (Millennium Ecosystem Assessment, 2005), the question remains: do decision makers within organizations really have a clear idea of what sustainability is? Further, are they able to communicate that vision in such a way as it can be operationalized within their organizations?Organizations are faced with a high degree of uncertainty when attempting to move towards sustainability. The immense amount of literature and information available about the concept is daunting, especially for harried managers of small businesses who must respond to many competing needs and interests. Although many concepts, frameworks, and tools are available for business executives to use, there have been relatively less attempts to develop a rigorous, applied definition of sustainability that can be clearly understood, implemented, and measured within and across organizations. Given the abundance of concepts, frameworks, and tools, with the corresponding dearth of overarching frameworks, one may wonder what are executives learning from all this literature, and how it is being diffused into strategy, planning, and operations? This study aims to gain insight into executives’ thinking around definitions and the implementation of sustainability practices in Nova Scotia. The findings of this study indicate that there are three key relationships of significance in this area including: type of definition and ease of articulation; type of definition and type of experience; and type of definition, type of experience, and integration of strategic and operational planning.     

Intensive olive orchards on sloping land: good water and pest management are essential

There is intensive cultivation of olives on sloping land in Jaen-Granada (Spain), Basilicata (Italy) and Western Crete (Greece). The intensive olive groves here are characterised by a tree density of about 250treesha(-1), yearly fertilisation and pruning, several chemical sprays for pest control, soil tillage once to thrice per year and irrigation up to 2700m(3)ha(-1)yr(-1). Intensive management results in high yields of 3600-6500kgha(-1) but also higher labour costs of 1154-1590euroha(-1)yr(-1), varying per area. The major environmental concerns in this system are related to chemical residues in the fruit, the extinction of useful insects, the depletion of groundwater resources, the pollution of soil and water and the erosion of soil. This paper describes the impact of intensive orchard management on natural resources and gives recommendations for soil and water conservation, reduction of chemicals use and biodiversity enhancement. The specific recommendations for the relevant stakeholders-farmers, technicians, agricultural services and policy makers-are based on the experimental evaluation of different agricultural practices and a socio-economic analysis of local and global production and markets.     

Local Institutional Development and Organizational Change for Advancing Sustainable Urban Water Futures

This paper presents the local institutional and organizational development insights from a five-year ongoing interdisciplinary research project focused on advancing the implementation of sustainable urban water management. While it is broadly acknowledged that the inertia associated with administrative systems is possibly the most significant obstacle to advancing sustainable urban water management, contemporary research still largely prioritizes investigations at the technological level. This research is explicitly concerned with critically informing the design of methodologies for mobilizing and overcoming the administrative inertia of traditional urban water management practice. The results of fourteen in-depth case studies of local government organizations across Metropolitan Sydney primarily reveal that (i) the political institutionalization of environmental concern and (ii) the commitment to local leadership and organizational learning are key corporate attributes for enabling sustainable management. A typology of five organizational development phases has been proposed as both a heuristic and capacity benchmarking tool for urban water strategists, policy makers, and decision makers that are focused on improving the level of local implementation of sustainable urban water management activity. While this investigation has focused on local government, these findings do provide guideposts for assessing the development needs of future capacity building programs across a range of different institutional contexts.     

Making work safer: Testing a model of social exchange and safety management

Introduction

This study tests a conceptual model that focuses on social exchange in the context of safety management. The model hypothesizes that supportive safety policies and programs should impact both safety climate and organizational commitment. Further, perceived organizational support is predicted to partially mediate both of these relationships.

Methods

Study outcomes included traditional outcomes for both organizational commitment (e.g., withdrawal behaviors) as well as safety climate (e.g., self-reported work accidents). Questionnaire responses were obtained from 1,723 employees of a large national retailer.

Results

Using structural equation modeling (SEM) techniques, all of the model's hypothesized relationships were statistically significant and in the expected directions. The results are discussed in terms of social exchange in organizations and research on safety climate.

Impact on Industry

Maximizing safety is a social-technical enterprise. Expectations related to social exchange and reciprocity figure prominently in creating a positive climate for safety within the organization.     

Comparison of batch leaching tests and influence of pH on the release of metals from construction and demolition wastes

Construction and demolition wastes are suitable for use in road construction. However, leaching characterization of recycled materials is required to determine their pollutant potential and the consequence of their application in different scenarios. The motivation of this paper is derived from the increasing use of different leaching test methods. In Europe, the confusion resulting from the wide variety of tests used to evaluate environmental properties of construction materials implies that an evaluation of the current practices and the attempt to consolidate the approaches are required.Two equilibrium-based leaching tests (the Dutch test and the European standard) were conducted to assess the environmental impact of four recycled aggregates. Three natural limestone aggregates were used as controls. Both tests measure the potential release of hazardous elements under extreme conditions using different leaching parameters (L/S ratio, pH value and contact time). The results proved that pH is the most relevant factor on the assessment of the differences between leaching methods due to its strong control on the pollutant release.To classify the materials according to their environmental effects, the concentration limit values of the metals imposed by Council Decision 2003/33/EC were used as a reference. The comparison allowed the classification of the recycled aggregates as inert wastes, with the exception of the MR-2 aggregate, which was classified as non-hazardous material.     

Organizational influence on working people's occupational noise protection in Hong Kong

INTRODUCTION: While there is some evidence of the influences of personal knowledge and organizational factors on workers' hearing protection, a causal model examining relationships between these variables is lacking. METHOD: To create and test such a model, this study collected data from 1,701 workers in Hong Kong through a random sample telephone survey. RESULTS: Fitting the model to the data revealed that organizational regulation of occupational noise protection was a root cause of workers' protective behavior, whereas workers knowledge about the protection exhibited only a minimal effect. CONCLUSIONS: These findings cast doubt on the significance of personal knowledge as a unique factor contributing to noise protection. The study also finds that organizational regulation was predictable by a number of organizational and industrial factors. IMPACT ON INDUSTRY: To prevent occupational deafness, organizational regulation accompanied by regular inspection and a norm of noise protection is important.     

An ecosystem report on the Panama Canal: monitoring the status of the forest communities and the watershed

In 1996, the Smithsonian Tropical Research Institute and the Republic of Panama's Environmental Authority, with support fromthe United States Agency for International Development, undertook a comprehensive program to monitor the ecosystem of the Panama Canal watershed. The goals were to establish baselineindicators for the integrity of forest communities and rivers. Based on satellite image classification and ground surveys, the2790 km² watershed had 1570 km² of forest in 1997, 1080 km² of which was in national parks and nature monuments. Most of the 490 km² of forest not currently in protected areas lies along the west bank of the Canal, and its managementstatus after the year 2000 turnover of the Canal from the U.S. to Panama remains uncertain. In forest plots designed to monitorforest diversity and change, a total of 963 woody plant specieswere identified and mapped. We estimate there are a total of 850–1000 woody species in forests of the Canal corridor. Forestsof the wetter upper reaches of the watershed are distinct in species composition from the Canal corridor, and have considerably higher diversity and many unknown species. Theseremote areas are extensively forested, poorly explored, and harbor an estimated 1400–2200 woody species. Vertebrate monitoring programs were also initiated, focusing on species threatened by hunting and forest fragmentation. Large mammals are heavily hunted in most forests of Canal corridor, and therewas clear evidence that mammal density is greatly reduced in hunted areas and that this affects seed predation and dispersal. The human population of the watershed was 113 000 in 1990, and grew by nearly 4% per year from 1980 to 1990. Much of this growth was in a small region of the watershed on the outskirts of Panama City, but even rural areas, including villages near and within national parks, grew by 2% per year. There is no sewage treatment in the watershed, and many towns have no trashcollection, thus streams near large towns are heavily polluted. Analyses of sediment loads in rivers throughout the watershed did not indicate that erosion has been increasing as a result ofdeforestation, rather, erosion seems to be driven largely by total rainfall and heavy rainfall events that cause landslides.Still, models suggest that large-scale deforestation would increase landslide frequency, and failure to detect increases inerosion could be due to the gradual deforestation rate and the short time period over which data are available. A study of runoff showed deforestation increased the amount of water fromrainfall that passed directly into streams. As a result, dry season flow was reduced in a deforested catchment relative to aforested one. Currently, the Panama Canal watershed has extensive forest areasand streams relatively unaffected by humans. But impacts of hunting and pollution near towns are clear, and the burgeoningpopulation will exacerbate these impacts in the next few decades.Changes in policies regarding forest protection and pollution control are necessary.     

An entropy-based TOPSIS approach for analyzing and assessing crisis management systems in petrochemical industries

Crisis management systems should be assessed and updated in petrochemical industries due to hazards, such as fire and explosion. Successful crisis management systems can protect both personnel and property in the petrochemical industries. The present study aimed to assess crisis management systems of five petrochemical plants in terms of three aspects, including organizational aspects, human aspects, and technical aspects. A questionnaire was designed, encompassing 34 items to cover all three aspects at both management and staff levels. A multi-criteria decision making (MCDM) approach, including the entropy method and Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS), was used to analyze the collected data. The outcomes of the entropy method indicated that organizational and human aspects had the greatest influence on crisis management systems of the plants with 58% and 49% importance at management and staff levels, respectively. The crisis management systems of the investigated plants were ranked and analyzed using the TOPSIS approach. The findings of this study could assist managers and other decision-makers to address the issues of crisis management systems in petrochemical industries.