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This chapter describes three general strategies to master uncertainty in technical systems: robustness, flexibility and resilience. It builds on the previous chapters about methods to analyse and identify uncertainty and may rely on the availability of technologies for particular systems, such as active components. Robustness aims for the design of technical systems that are insensitive to anticipated uncertainties. Flexibility increases the ability of a system to work under different situations. Resilience extends this characteristic by requiring a given minimal functional performance, even after disturbances or failure of system components, and it may incorporate recovery. The three strategies are described and discussed in turn. Moreover, they are demonstrated on specific technical systems.
Promoting diversity and combatting discrimination in research organizations: a practitioner’s guide
(2022)
The essay is addressed to practitioners in research management and from
academic leadership. It describes which measures can contribute to creating an inclusive climate for research teams and preventing and effectively dealing with discrimination. The practical recommendations consider the policy and organizational levels, as well as the individual perspective of research managers. Following a series of basic recommendations, six lessons learned are formulated, derived from the contributions to the edited collection on “Diversity and Discrimination in Research Organizations.”
Diversity management is seen as a decisive factor for ensuring the development of socially responsible innovations (Beacham and Shambaugh, 2011; Sonntag, 2014; López, 2015; Uebernickel et al., 2015). However, many diversity management approaches fail due to a one-sided consideration of diversity (Thomas and Ely, 2019) and a lacking linkage between the prevailing organizational culture and the perception of diversity in the respective organization. Reflecting the importance of diverse perspectives, research institutions have a special responsibility to actively deal with diversity, as they are publicly funded institutions that drive socially relevant development and educate future generations of developers, leaders and decision-makers. Nevertheless, only a few studies have so far dealt with the influence of the special framework conditions of the science system on diversity management. Focusing on the interdependency of the organizational culture and diversity management especially in a university research environment, this chapter aims in a first step to provide a theoretical perspective on the framework conditions of a complex research organization in Germany in order to understand the system-specific factors influencing diversity management. In a second step, an exploratory cluster analysis is presented, investigating the perception of diversity and possible influencing factors moderating this perception in a scientific organization. Combining both steps, the results show specific mechanisms and structures of the university research environment that have an impact on diversity management and rigidify structural barriers preventing an increase of diversity. The quantitative study also points out that the management level takes on a special role model function in the scientific system and thus has an influence on the perception of diversity. Consequently, when developing diversity management approaches in research organizations, it is necessary to consider the top-down direction of action, the special nature of organizational structures in the university research environment as well as the special role of the professorial level as role model for the scientific staff.
Die Studie erörtert anhand eines Fallbeispiels aus der Mathematik für Ingenieur*innen, wie didaktische Gestaltungsprinzipien für Soziale Präsenz, Kollaboration und das Lösen von praxisnahen Problemen mit mathematischem Denken in einer Online-Umgebung aussehen können. Hierfür zieht der
Beitrag den forschungsmethodologischen Rahmen Design-Based Research (DBR) hinzu und berichtet über Zwischenergebnisse. DBR wird an dieser Stelle als eine systematische Herangehensweise an kurzfristige Lehrveränderungen und als Chance auf dem Weg zu einer neuen Hochschullehre nach der COVID-19-Pandemie dargestellt, die theoretische und empirische Erkenntnisse mit Praxisverknüpfung und -relevanz vereint.
Like all preceding transformations of the manufacturing industry, the large-scale usage of production data will reshape the role of humans within the sociotechnical production ecosystem. To ensure that this transformation creates work systems in which employees are empowered, productive, healthy, and motivated, the transformation must be guided by principles of and research on human-centered work design. Specifically, measures must be taken at all levels of work design, ranging from (1) the work tasks to (2) the working conditions to (3) the organizational level and (4) the supra-organizational level. We present selected research across all four levels that showcase the opportunities and requirements that surface when striving for human-centered work design for the Internet of Production (IoP). (1) On the work task level, we illustrate the user-centered design of human-robot collaboration (HRC) and process planning in the composite industry as well as user-centered design factors for cognitive assistance systems. (2) On the working conditions level, we present a newly developed framework for the classification of HRC workplaces. (3) Moving to the organizational level, we show how corporate data can be used to facilitate best practice sharing in production networks, and we discuss the implications of the IoP for new leadership models. Finally, (4) on the supra-organizational level, we examine overarching ethical dimensions, investigating, e.g., how the new work contexts affect our understanding of responsibility and normative values such as autonomy and privacy. Overall, these interdisciplinary research perspectives highlight the importance and necessary scope of considering the human factor in the IoP.