Corporate culture, compliance and railroad operating rules
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1997-12-01
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Edition:Final Report May 1997
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Abstract:A focus group was held at the 1996 Bi-annual Operating Rules Association meeting of North American railroads to discuss the ; general issue of compliance and operating rules. Twelve operating rules officers participated, representing Class I, II, and III ; railroads. Individual structured interviews were also conducted both prior to and following the focus group session to discuss ; general issues surrounding operating rules, and to provide follow-up information to major findings from the focus group session. ; Focus group participants generally reported that senior management tends to emphasize productivity over safety, suggesting ; some railroads may have created an organizationalculture that unintentionally encourages operating rules violations. Follow-up ; interviews with a number of industry representatives supported this view. Some interviewees suggested railroad mergers often ; result in discordant management philosophies withinthe same organization, directly influencing corporate culture and how ; operating rules officersenforce rules compliance. Findings for each of the five focus group questions are categorized by type of ; response. Specific recommendations for structural change and follow-on work are also discussed.
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Main Document Checksum:urn:sha-512:9144007fc8be1b1f2c55800bb3184e92efe1c30389f74b98e8bfae7d9b7110d92364d968a61c47907fd3f70fd52904b56e4ffbf5f3fdc8d1c2a5e723b942fd1d