Title

Managing the Risks of Organizational Accidents, By James Reason 1998. 272 pp. Available in English.
Summary: ". . . This riveting book comes from the publishers of an excellent series of aviation and airways safety books . . . This is a thoughtful and inspiring book, painstaking in its presentation of ideas, positive criticism, analysis and practical approach to effective risk management. The wide range of examples and case histories makes it particularly valuable and it deserves wide readership and application." – Occupational Safety and Health. ". . . well written and organised . . . members at any level of organization would benefit from this work: safety professionals, front line workers, safety theorists, regulators, and academics would gain the most." -- Security Management. "[The] most important characteristic of Managing the Risks of Organizational Accidents is that it focuses on the organisational aspects of error, rather than simply focusing on the operator. This is an important shift in the principles of error management in the aviation environment, and Professor Reason poses a number of interesting dilemmas for both managers and operators alike. . . . provides some valuable insights into the nature of human performance in complex environments." -- Flight Safety Australia, July 1998. ". . . To call James Reason's Managing the Risks of Orginizational Accidents an important book would be an understatement, especially to those interested in getting to the root cause of major disasters." -- Incose Insight. ". . . This book can help get the safety message across to everyone from the CEO down to the receptionist . . . because of its many similarities between preventing accidents and preventing security breaches, not only will security practitioners improve their understanding of myriad safety issues, but they will also be able to apply many of these concepts to their security duties. . . . well written and organised." -- American Society for Industrial Security. Major accidents are rare events due to the many barriers, safeguards, and defenses developed by modern technologies. But they continue to happen with saddening regularity, and their human and financial consequences are all too often catastrophic. One of the challenges facing the next millennium is to develop more effective ways of both understanding and limiting their occurrence. This lucid book presents a set of common principles to further our knowledge of the causes of major accidents in a wide variety of high technology systems. It also describes tools and techniques for managing the risks of such organizational accidents that go beyond those currently available to system managers and safety professionals. The author deals comprehensively with the prevention of major accidents arising from human and organizational causes. He argues that the same general principles and management techniques are appropriate for many different domains. These include banks and insurance companies just as much as nuclear power plants, oil exploration and production companies, chemical process installations, and air, sea, and rail transport. Its unique combination of principles and practicalities make Managing the Risks of Organizational Accidents essential reading for those people whose daily business is to manage, audit, and regulate hazardous technologies of all kinds. It is relevant to those concerned with understanding and controlling human and organizational factors, and will also interest academic readers and those working in industrial and government agencies. Contents: List of figures; List of tables; Preface; List of abbreviations; Hazards, losses and defences; Defeating the defences; Dangerous defences; The human contribution; Maintenance can seriously damage your system; Navigating the safety space; A practical guide to error management; The regulator's unhappy lot; Engineering a safety culture; Reconciling the different approaches to safety management. James Reason, Professor of Psychology, University of Manchester, UK. He is also co-author of Beyond Aviation Human Factors and the author of Human Error (1990). 

• To identify the most important changes currently taking place within and around the airline industry, why they are happening, and their impact on airline management.
• To set into a long-term, strategic context the day-to-day implementation issues which preoccupy airline managers and which can sometimes obscure broader perspectives.

Both volumes will interest and inform a wide range of readers: airline industry executives; managers in industries which supply goods and services to airlines; practitioners of strategic management; students, of both management in its broadest sense and the airline industry in particular, pursuing courses in business policy, strategic management, or the strategic settings of functional activities; and others having an academic interest in the industry, including teachers and researchers.

Contents: Figures and tables; Acknowledgements; Abbreviations; Preface; Part I: Strategic Alternatives and Choice; Corporate strategy: growth, renewal and scope; Competitive strategy; Strategies and the functional level; Conclusion to Part I; Part II: Implementation; Growth, alliances and globalization; Managing service-price offers; Service delivery as an interactive experience; Corporate infrastructure; Part III: Outcome; Service quality, failure and recovery; Customer retention; Conclusion. Stephen Holloway, Aviation Consultant based in Dubai, UAE. He is a consultant to the air transport industry specializing in both strategic and financial management. He has worked at a senior level in merchant banking, is a qualified pilot, and holds graduate degrees from Cranfield University, the University of Southern California and the London School of Economics. He is also author of Straight and Level: Practical Airline Economics (1997) and Aircraft Acquisition Finance (1992, Pitman). 

• To identify the most important changes currently taking place within and around the airline industry, why they are happening, and their impact on airline management.
• To set into a long-term, strategic context the day-to-day implementation issues which preoccupy airline managers and which can sometimes obscure broader perspectives.

Both volumes will interest and inform a wide range of readers: airline industry executives; managers in industries which supply goods and services to airlines; practitioners of strategic management; students, of both management in its broadest sense and the airline industry in particular, pursuing courses in business policy, strategic management, or the strategic settings of functional activities; and others having an academic interest in the industry, including teachers and researchers. 
Contents: Figures and tables; Acknowledgements; Abbreviations; Preface; Strategic management defined; Part I: External Analysis; The scope of external analysis; Sociopolitical environment I: commercial regulation of air transport; Sociopolitical environment II: competition laws affecting airlines; Sociopolitical environment III: stakeholders' expectations of social responsibility; Economic environment; Technological environment; Competitive environment I: suppliers; Competitive environment II: distributors; Competitive environment III: customers; Competitive environment IV: competitors; Environmental forecasting, assessment and influencing; Part II: Internal Analysis; Vision and mission; Corporate culture and values; Resources, skills and distinctive capabilities; Internal stakeholders; Competitive advantage; Conclusion to Parts I and II. Stephen Holloway, Aviation Consultant based in Dubai, UAE. He is a consultant to the air transport industry specializing in both strategic and financial management. He has worked at a senior level in merchant banking, is a qualified pilot, and holds graduate degrees from Cranfield University, the University of Southern California and the London School of Economics. He is also author of Straight and Level: Practical Airline Economics (1997) and Aircraft Acquisition Finance (1992, Pitman). 

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