Validating the Indicators and Dimensions of Organizational Reliability in Management Faculties of Public Universities in Tehran

Document Type : مقالات

Author

• azam pahlevan sadegh

kharazmi university

https://doi.org/10.22067/pmt.v11i2.71531

Abstract

1- INTRODUCTION
Operational failures observed in organizations originate from factors such as incomplete or inappropriate actions, mindless organizational responses to environmental demands, and unexpected events like unforeseen threats, product malfunction, supplier collapse, technology breakdowns, and so on. Consequently, reliability which is the capacity to continuously and effectively manage fluctuating, hazardous, and unpredictable working condition is considered ad a critical organizational competency.
2- THEORETICAL FRAMEWORK
Weick & Sutcliffe (2008) implemented their 48-item organizational reliability questionnaire in the nuclear power plant of America and the National Aeronautics and Space Administration. They reached a five-factor structure encompassing sensitivity to operations, preoccupation with failure, commitment to resilience, deference to expertise, and reluctance to simplify interpretations.
If your organization receives a score below 12 indicates that it should actively improve the reliability capacity as well as focus on failure. If the score is from 12 to 20, the organization has a moderate preoccupation with success rather than a fully mindful preoccupation with failure. Scores above 20 indicate a high capacity for organizational reliability. Weick and Sutcliffe’s (2008) findings are similar to the dimensionality of Weick and Sutcliffe’s (2001) questionnaire.

Keywords

• Organizational reliability
• Reliable organization
• Dimensions of organizational reliability
• Reliable university
• Higher Education

References

References

Bigley, G., & Roberts, K. (2014). The incident command system: High-reliability organizing for complex and volatile task environments. The Academy of Management Journal, 44(6), 1281-1299.

Chassin, M., & Loeb, M. (2017). High-reliability health care: Getting there from here. The Milbank Quarterly, 91(3), 459-490.

Gebauer, A. (2013). Mindful organizing as a paradigm to develop managers. Journal of Management Education, 37(2), 203-228.

Ghazi Tabatabaei, M. (2001). Process of gathering, implement and interpretation of a lisrel model outputs: an objective example. Research & Evaluation in Social & Behavioral Science of Allameh Tabatabaee University, 1, 85-125. (in Persian)

Giles, D. V. (2002). Advanced research methods in psychology. First published 2002 by Routledge.

Hooman, H. A. (2011). Multivariate data analysis in scientific research. Tehran: Parsa. (in Persian)

Hooman, H. A. (2016). Structural equation modeling with LISREL application. Tehran: Samt. (in Persian)

Hopkins, A. (2008). The problem of defining high reliability organisations. National research center for OHS regulation.

http://www.efcog.org/wg/ism_pmi/docs/safety_culture/hopkins_defining_hros.pdf

Koch, B. A. (1993). Differentiating reliability-seeking organizations from other organizations: development and validation of an assessment device. in K. H. Roberts (Ed.), New challenges to understanding organizations (pp. 75-97). New York: Macmillan.

Koller, O. (2001). Mathematical worldviews and achievement in advanced mathematics in Germany: findings from Timss population 3. Studies in Educational Evaluations, 27(1), 65-78.

Langeland, K.; Manheim, D.; McLeod, G., & Nacouzi, G. (2016). How civil institutions build resilience. RAND Corporation.

http://www.jstor.org/stable/ 10.7249/j. ctt1btc0m7.9

Lee Chu, P. W. (2008). Using mixed methods to identify high reliability organization measures for local health department disaster preparedness. a dissertation submitted in partial satisfaction of the requirements for the degree of doctor of public health in public health in the graduate division of the university of california, berkeley.

O'Neil, P., & Krane, D. (2015). Policy and organizational change in the federal aviation administration: the ontogenesis of a high-reliability organization. Public Administration Review, 72(1), 98-111.

Phan, H., & Walker, R. (2000). The predicting and meditational role of mathematics self-efficacy: a path analysis.

http://www.aare.edu.au/data/publications/2000/pha00224.pdf

Roberts, K. H. (1990). Managing High Reliability Organizations. California Management Review, 32(4), 101-113.

Roberts, K. H.; Madsen, P.; Desai, V., & Van Stralen, D. (2005). A case of the birth and death of a high reliability healthcare organization. Qual Saf Health Care, 14(3), 216-220.

Sarmad, Z.; Bazargan, A., & Hejazi, E. (2017). Research methods in behavioral sciences. Tehran: Agah. (in Persian)

Veil, R. (2014). Mindful learning in crisis management. Journal of Business Communication, 48(2), 116-147.

Weick, K. E.; Sutcliffe, K. M., & Obstfeld, D. (1999). Organizing for high reliability: processes of collective mindfulness source: R.S. sutton & B.M. staw (Eds.), Research in organizational behavior, volume 1 (stanford: jai press, 1999, pp. 81-123). in crisis management volume III edited by arjen boin (2008). sage publications Ltd.

Weick, K. E., & Sutcliffe, K. M. (2001). Managing the unexpected: assuring high performance in an age of complexity. San Francisco: Jossey-Bass.

Weick, K. E., & Sutcliffe, K. M. (2008). Managing the unexpected: resilient performance in an age of uncertainty. (Second Edition). By John Wiley & Sons, Inc. San Francisco.

Weick, K. E. (2012). Errors in organization. Administrative Science Quarterly, 57(1), 159- 165.

Werner, J. (2012). High reliability organization theory as an input to manage operational risk in project management. master of science in organizational dynamics at the university of pennsylvania.

Wolf, E. J.; Harrington, K. M.; Clark, S. L., & Miller, M. W. (2013). Sample size requirements for structural equation models: an evaluation of power, bias, and solution propriety. Educational and Psychological Measurement, 73(6), 913-934.