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Corporate culture, compliance and railroad operating rules

Filetype[PDF-2.02 MB]


English
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Details:

  • Creators:
    Coplen, Michael K.
  • Corporate Creators:
    John A. Volpe National Transportation Systems Center (U.S.)
  • Subject/TRT Terms:
  • Publication/ Report Number:
    DOT-VNTSC-FRA-97-7
  • Resource Type:
    Tech Report
  • Edition:
    Final Report May 1997
  • Corporate Publisher:
    United States. Department of Transportation. Federal Railroad Administration
  • 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.

  • Format:
    PDF
  • Funding:
    RR728/R7201
  • Collection(s):
  • Main Document Checksum:
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  • File Type:

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