ABSTRACT
In this paper it is contended that the success or failure of a human factors related change may have nothing to do with the actual program itself, but may by influenced by a range of other organisational factors. Organisational factors break. into two components: organisational structures and organisational cultures. Structures include: (1) physical .resources and capability (e.g., the physical layout, as well as technologies used and their limitations, how busy the work gets); (2) work organisation (which includes hierarchies of authority, division of labour, career development paths); (3) policies and rules governing the organisation of work. For example, recruitment policies, appraisal and career development policies; rules of accountability (e.g., procedures for handling mistakes); (4) occupational roles performed and role expectations of the workforce.
