Assessing management and leadership of work communities:related concepts, views and ICT-tools

Abstract Our key starting point for analyzing and developing work conditions is based on a systematic approach that focuses on humans at work interacting with tasks, organization, technology, and environment, i.e., the work system. This system is not seen in isolation; it is embedded in wider systems of stakeholders, with their contexts enabling or restricting work. Work and wider systems are kept in interactive intra- and inter-connections throughout the key psychosocial and physical human factors within society and work communities. Systems are producing both desirable and undesirable concrete and abstract outcomes. Continuous improvement process aims to achieve optimal work systems to increase desirable outcomes and decrease undesirable ones. Systems, and the inner and outer actors within them, should be optimal and balanced. If this is not the case, productivity and well-being, which include health and safety, are threatened. This paper presents an international collection of guidelines and documentation for promoting and maintaining especially safety (11 maturity models). The documents comprise contemporary, useful, and multi-focused works consisting of clear, important concepts. All the concepts (words) are closely related to safety culture, which in turn is described with both its essential implicit and explicit attributes. The 12th maturity model, the one which the authors have helped develop, is a certain kind of benchmark, as it regards the key aspects of health, safety, environment, and quality (HSEQ). This maturity model is called the HSEQ AP, with AP standing for assessment procedure. In addition to management assessment, this and other models provide good practices and tools for planning, leadership, risk reduction, and more positive features at work, creating a good culture