Organizational Design and Management

Officers

 

	Michelle Robertson, Chair Executive Director,Officer Ergonomics Research Committee (OERC) Northeastern University Email: m.robertson@northeastern.edu
	Christine Ipsen, Co-Chair Technical University of Denmark Email: chip@dtu.dk

Contact Michelle Robertson for more information or to join this Technical Committee
Email: m.robertson@northeastern.edu

The Organizational Design and Management Technical Committee (ODAM-TC) focuses on organizational design and management issues in human factors and ergonomics as well as work system design and human-organization interface technology. ODAM is concerned with improving work system performance (e.g., productivity, quality, health and safety, quality of work life) by promoting work system analysis and design practice and the supporting empirical science regarding the technological subsystem, personnel subsystem, external environment, organizational design, and their interactions.
 

Background and technical focus

The origins of Organizational Design and Management (ODAM)

The first Organizational Design and Management (ODAM) conference took place in late August 1984 in Honolulu,Hawaii and was jointly led by Professors Hal Hendrick, Ted Brown, and Andy Imada. Since then, a total of 14 ODAM conferences have taken place across the world. ODAM can date its origins back to 1980 when the then USA ‘Human Factors Society’ (HFS—currently the ‘Human Factors and Ergonomics Society’, HFES) set up the ‘Select Committee on the Future of Human Factors 1980–2000’. The committee gave formal recognition to research, particularly management-oriented or organizational in nature, which focused on trends in all aspects of society in order to determine their implications for human factors growth and development (Hendrick, 1991). A second driver was the growth of research in macroergonomics, sociotechnical systems, and systems ergonomics during the 1970s and early 1980s. Finally, ODAM provided an opportunity for researchers across a diverse range of disciplines and backgrounds to get together every few years and exchange new knowledge and ideas. The IEA ODAM TC was formally created and approved in 1983.

During the 1980’s and 1990s an important concern at the time was the impact of new technology on the workplace (Hendrick, 1981; Hendrick, 1991). At the time, manufacturing accounted for the largest share of most developed nations’ economies. The impact of technologies, such as Computer-Aided-Design and Computer-Aided Manufacturing (CADCAM) and other technologies (e.g. robotics, personal computing), was widely expected to have negative consequences for workers, such as reducing job satisfaction, less worker skill variety and autonomy (see, e.g., Wall et al. 1984 and Clegg 1989). A second driver was demographic changes that were taking place, including the impact an aging workforce would have on the nature of work. Hendrick (1981) points out that an older workforce will necessitate a focus on job redesign and an increased emphasis on reducing occupational stress through job, equipment, and organizational design. A final driver at the time of the formation of ODAM was the changes that were happening in the worldwide economic landscape. Economic trends paved the way for economic models to move towards globalization and less reliance on traditional industries, such as automobile production and other forms of blue-collar work.

Looking back, comparing the 1980s with today, it is clear that many of the original reasons for setting up ODAM are just as valid in 2025 as they were in the early 1980s. The impact of new technology, for example, remains a concern. Artificial intelligence and machine learning have advanced considerably in the last few years, and many jobs have been replaced by automation. Similarly, developments, such as digitalization, increased connectivity, and technologies associated with so-called ‘Industry 5.0’ (e.g., additive manufacturing). The Internet of Things, advanced robotics, and artificial/virtual reality represent both challenges and significant opportunities for the ODAM community. Concerns about an ageing workforce remain, but may not be as prominent as in the 1980s. To some extent, concerns have shifted to younger people and the skills gaps brought about by new technologies. Jobs have become more flexible, giving rise to new ways of working. The pandemic has also brought greater awareness of the benefits and drawbacks of working from home. These telework/remote work challenges and opportunities highlight the need to apply an ODAM perspective to the design of these new alternative work arrangements (Robertson and Mosier, 2020). Partly as a result of changes in the nature of work, the field of job design has shifted its emphasis away from static forms of work and towards employee-initiated forms of work design (Parker and Zhang 2016).

Macroergonomics drew heavily on the sociotechnical systems movement, which had started in the UK in the 1950s and emphasized the importance of the joint design and optimization of organizational systems (incorporating both social and technical elements, Eason 2008). The related term systems ergonomics is more or less synonymous with macroergonomics and has a history stretching back to the 1960s (Singleton, Easterby, and Whitfield 1967); the main difference being that it is a more common term in Europe, whereas macroergonomics is more common in the USA. All three approaches examine different types of interfaces, Hendrick (1991) focused on four of these, which make up the broad remit of ODAM:1) Human-machine interface technology (hardware ergonomics) 2) Human-environment interface technology (environmental ergonomics) 3) User interface technology (software ergonomics) 4) Organization-machine interface technology(macroergonomics).

During the course of the last 40 years, the importance of research that draws on the three traditions of macroergonomics, sociotechnical systems, and systems ergonomics has dramatically expanded. The scope and boundaries of research in ODAM have also expanded beyond the factory shop floor or work office to consider broader global issues, such as sustainability and climate change (e.g., Thatcher, Nayak, and Waterson 2020). Similar developments have also taken place in the case of the range of ODAM methods that have been developed since the 1980s. The Systems Engineering Initiative for Patient Safety (SEIPS) model, for example, is widely used by researchers and practitioners in healthcare and has proved very successful in spreading the values of ODAM amongst clinicians and healthcare professionals (Carayon et al. 2006).

Work in this field is quite diverse, spanning applications in a variety of organizations and industries. Individuals in this technical committee may be involved in conducting research, providing consultation to businesses, or applying knowledge in the area to their own organization’s concerns. Work in this transdisciplinary field is focused on the interaction of psychosocial, cultural, and technical factors with overall system performance. This encompasses a broad range of organizational, macroergonomics issues within a socio-technical work system design perspective. These include:

• Work System Design, Sociotechnical Systems Analysis and Design
• Organizational Structures and Job Design
• Automation and Computerization and Informatics in Organizations
• Participatory Work Strategies, work design, TQM, QWL, and Quality Circles
• Corporate Culture, Communications, Leadership Roles and Styles
• Psychosocial and Cultural Characteristics of the Work Force
• Management and Implementation of Organizational and Technological Change
• Team and Group Work, Social Networks, Communities
• Participatory Design, Organizational Process Improvement
• Occupational Stress, Shift Work, Health Management, and Safety
• Organizational and External Environment of the Work
• Ergonomics Program Design and Management
• Total Worker Health™

 

Membership and objectives

The TC consists of more than 250 members from a broad international community. These individuals work for government agencies, universities and colleges, service and manufacturing enterprises, and research and consulting firms. The TC seeks to foster the exchange of information among members and to promote the expansion of the human factors profession to include considerations of the organizational context of work.

• Promote the role of ODAM as a work system design-oriented approach
• Provide an international forum of scientists, practitioners, academics, and organizations to promote the exchange of ideas and knowledge transfer from ODAM to stakeholders, the academic community, and practitioners.
• Improve and increase the knowledge regarding the contribution of ODAM and the work system concept to industries, organizations, and corporations.
• Provide ODAM and related resources and networks to support global communication and networking
• Contribute to and organize the ODAM TC program tracks for the IEA Congresses
• Organize the International Symposiums on Human Factors & Ergonomics in Organizational Design and Management

 

Current activities and benefits of membership

The ODAM TC  performs a variety of functions and services for its members:

• The TG sponsors technical sessions, symposia, and panel sessions at the HFES Annual Meeting, providing the opportunity for the exchange of information with leading professionals in the field.
• The International Symposiums on Human Factors in Organizational Design and Management is sponsored by the IEA ODAM TC and the Macroergonomics HFES TG every three  years in cities such as Kyoto, Japan; Stockholm, Sweden; Breckenridge, USA; The Hague, The Netherlands; Aachen,  Germany ; Honolulu, Hawaii; Sao Paulo, Brazil, Grahamstown, South Africa, Copenhagen, Denmark, Stratford upon Avon, United Kingtom, Bordeaux, France.  These symposiums  provide concentrated forums for exploring new ODAM developments in areas of interest to members. Announcement for the 15^th International ODAM Symposium, to be held on two campuses (UConn & DTU), June 8-10^th The conference theme is “Innovating for the Future: Human-Centered Organizational Design in the Age of Emerging Technologies and Evolving Work.” Submission deadline for “late breaking” papers, panels, and posters is December 12, 2025.  Abstract Submission – The 15th Annual Symposium on Human Factors/Ergonomics in Organizational Design and Management (ODAM).
• Provides references and resources in ODAM and macroergonomics, including summaries of recent conferences, keynote addresses, new books and other works of interest, announcements of upcoming events, and a general forum for information exchange among members.
• Communication and networking among members are facilitated by a LinkedIN, a listserv (Organizational Design and Management (ODAM) & Macroergonomics | Groups | LinkedIn; IEA ODAM TC – Google Groups; HFES Macroergonomics TG: http://www.business.unbsj.ca/metg.

 

Resources and additional references

Members who would like to learn more about the ODAM and macroergonomics field should consult the following references:

Bradley, G.E. and Hendrick, H.W. (Eds.) (1994).  Human Factors in Organizational Design and Management IV.  Amsterdam, The Netherlands:  Elsevier

Brown, O., Jr., and Hendrick, H.W. (Eds.). (1986). Human Factors in Organizational Design and Management: II. Amsterdam: North-Holland.

Brown, O., Jr., and Hendrick, H.W.(Eds). (1996). Human Factors in Organizational Design and Management-V. Amsterdam: North-Holland.

Carayon, P., Robertson, M., Kleiner, B., Hoonakker, P.L.T (Eds.). (2006). Human Factors in Organizational Design and Management-VIII. Santa Monica, CA: IEA Press.

Carayon, P. 2012. Handbook of Human Factors and Ergonomics inHealth Care and Patient Safety. Boca Raton, FL: CRC Press

Clegg, C. W. 1989. “The Dark Side of IT – A Personal Comment.”Behaviour & Information Technology 8 (5): 399–402. doi:10.1080/01449298908914569.

Eason, K. 2008. “Sociotechnical Systems Theory in the 21st Century:Another Half-Filled Glass?” In Sense in Social Science: A Collectionof Essays in Honour of Dr. Lisl Klein, edited by D. Graves. London:Bayswater Institute

Hendrick, H., and Brown, O., Jr. (Eds.). (1984). Human Factors in Organizational Design and Management: I. Amsterdam: North-Holland.

Hendrick, H.W., and Kleiner, B.M. (Eds.) (2002). Macroergonomics: Theory, Methods, and Applications. Mahway, New Jersey: Lawrence Erlbaum.

Hendrick, H.W., and Kleiner, B.M. (2001). Macroergonomics: An Introduction to Work System Design.  Santa Monica, CA: HFES.

Luczak, H., & Zink, L.J., (Eds.), human Factors in Organizational Deign and Management-VII: Re-Designing Work and Macrergonomics – Future perspectives and Challenges. Santa Moncia, CA: IEA Press

Imada, A. S., K. Noro, and M. Nagamachi. 1986. “ParticipatoryErgonomics: Methods for Improving Individual andOrganizational Effectiveness.”. In Human Factors in OrganizationalDesign and Management-II, edited by O. Brown and H. W.Hendrick, 403–406. Amsterdam.

Noro, K., and Brown, O., Jr. (Eds.). (l990). Human Factors in Organizational Design and Management: III. Amsterdam: North-Holland.

Noro, K., and Imada, A. (Eds.). (1991). Participatory Ergonomics. London: Taylor & Francis.

Parker, S. K., and F. Zhang. 2016. “Designing Work That Works in theContemporary World: Future Directions for Job Design Research.”In Psychosocial Factors at Work in the Asia Pacific: From Theory toPractice, edited by A. Shimazu, R. B. Nordin, M. Dollard, and J.Oakman, 135–150. Springer International Publishing

Queinnec, Y., and Daniellou, F. (Eds.). (1991). International Ergonomics Association 11th Annual Congress. Paris: Taylor & Francis.

Robertson, M. M., and K. Mosier. 2020. Work from Home: HumanFactors/Ergonomics Considerations for Teleworking. Genf:International Labour Organization.

Singleton, W. T., R. S. Easterby, and D. Whitfield, eds. 1967. TheHuman Operator in Complex Systems. London: Taylor and Francis.

Smith, M. J. 1984. “The Physical, Mental, and Emotional Stress Effectsof VDT Work.” IEEE Engineering in Medicine and Biology Magazine4 (4): 23–27.Thatcher, A., R. Nayak, and P. E. Waterson. 2020. “Human Factorsand Ergonomics Systems-Based Tools for Understanding andAddressing Global Problems of the Twenty-First Century.”Ergonomics 63 (3): 367–387

Waterson, P. & Robertson, M.M. Forty years of Organisational Design and Management (ODAM), ERGONOMICS, 2022, VOL. 65, NO. 3, 329–333

Wall, T. D., B. Burnes, C. W. Clegg, and N. Kemp. 1984. “NewTechnology, Old Jobs.” Work and People 10 (2): 15–24.

Vink, P. (Ed.) (1998).  Human Factors in Organizational Design and Management – VI.  Amsterdam, The Netherlands:  Elsevier Science Publishers