Open Conference Systems, ICQQMEAS2015

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Systems’ Hypocrisy Theory: The Divergence of Ergonomics and Organizat ional Health
Peter J. Stavroulakis, Elena Riza

Last modified: 2015-09-24

Abstract


Long has it been argued that the invaluable solutions that ergonomics is capable to provide to institutions, organizations, firms and systems in general, are under–utilized. Ergonomics, as a state of assessing our organizational philosophy has to encounter and include many aspects that do not have anything to do with any abstract or tedious task, but are deeper, profound and are concerned with broader parameters, such as education and culture. This find happens to consort an observed modus operandi that shows resilience. The instruments are there, readily available to be applied in order to transform organizational practice to the definition of a win-win practicality, but they are not, and subsequently systems are left to torment, dysfunction and disease. At the same time, a body of knowledge that is concerned with organizational health has been crystallizing: the wellbeing of the organization directly correlated with the wellbeing of its employees. Pertinent indicators have been formulated and results show that organizational culture may be suffering from absence of ideals unleashed to the world even as far back as the human relations’ school. This paper introduces a conceptual system with respect to the correlation of the key principles of ergonomics with those rooted in organizational health. The practical divergence of these principles is coined as systems’ hypocrisy and the consequent theory is formulated. From this conceptual infrastructure practical guidelines may be laid out in order to achieve a better understanding towards the manifestation and sustainability of systemic health

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