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At least 55 records · Page 3
All sourcesNASA NTRSDOE OSTI
NASA NTRS1995

NASA/DOD Aerospace Knowledge Diffusion Research Project. Paper 51: Workplace communications skills and the value of communications and information-use skills instruction: Engineering students' perspectives

Studies indicate that communications and information-related activities take up a substantial portion of an engineer's work week; therefore, effective communications and information use skills are one of the key engineering competencies that recent graduates of engineering programs are expected to possess. Feedback from industry rates communications and information use skills of entry-level engineers low. Missing from current discussions of communications and information use skills and competencies for engineering students is a clear explanation from the professional engineering community about what constitutes 'acceptable and desirable communications and information norms' within that community. To gather adequate and generalizable data about communications and information skills instruction and to provide a student perspective on the communications skills of engineers, we undertook a national study of aerospace engineering students in March 1993. The study included questions about the importance of certain communications and information skills to professional success, the instruction students had received in these skills, and perceived helpfulness of the instruction. Selected results from the study study are reported in this paper.

Pinelli, Thomas E.↗
NASA NTRS1995

A Comprehensive Approach to Management of Workplace and Environmental Noise at NASA Lewis Research Center

NASA Lewis Research Center is home to more than 100 experimental research testing facilities and laboratories, including large wind tunnels and engine test cells, which in combination create a varied and complex noise environment. Much of the equipment was manufactured prior to the enactment of legislation limiting product noise emissions or occupational noise exposure. Routine facility maintenance and associated construction also contributes to a noise exposure management responsibility which is equal in magnitude and scope to that of several small industrial companies. The Noise Program, centrally managed within the Office of Environmental Programs at LRC, maintains overall responsibility for hearing conservation, community noise control, and acoustical and noise control engineering. Centralized management of the LRC Noise Program facilitates the timely development and implementation of engineered noise control solutions for problems identified via either the Hearing Conservation of Community Noise Program. The key element of the Lewis Research Center Noise Program, Acoustical and Noise Control Engineering Services, is focused on developing solutions that permanently reduce employee and community noise exposure and maximize research productivity by reducing or eliminating administrative and operational controls and by improving the safety and comfort of the work environment. The Hearing Conservation Program provides noise exposure assessment, medical monitoring, and training for civil servant and contractor employees. The Community Noise Program aims to maintain the support of LRC's neighboring communities while enabling necessary research operations to accomplish their programmatic goals. Noise control engineering capability resides within the Noise Program. The noise control engineering, based on specific exposure limits, is a fundamental consideration throughout the design phase of new test facilities, labs, and office buildings. In summary, the Noise Program addresses hearing conservation, community noise control, and acoustical and noise control engineering.

Cooper, Beth A.↗
NASA NTRS2002

The Idyllic Workplace

How many of us have worked in organizations where the discipline was so rigid and unyielding that it would send even a Marine Corps Drill Instructor screaming into the night? How many of us have worked in organizations where sightings of senior management were sporadic and rare, and any other interactions were by appointment only? Or, how many of us have worked in organizations where your role, absent specific direction, was to be seldom seen and rarely heard? And how many of us have worked in organizations where seemingly light itself was not permitted to escape without the acquiescence and approval of the director? Sadly, there are organizations that embody some of these conditions, and the resultant adverse effects on employee productivity, creativity and morale are profound. But what if you could work in an organization in which there was little hierarchy, where rank and seniority played no part, where there were no closed meetings or doors, where everyone knows what was expected of them, and where creativity was not only tolerated but encouraged and celebrated? Was there ever such a place? There was, and it was known as NASA's Space Station Task Force. I was fortunate enough to work there for a time, and I would like to tell you how this organization with few apparent rules led to incredibly high levels of employee satisfaction and fulfillment, and yielded work products of enduring quality. On May 20, 1982, NASA Administrator James M. Beggs established the Space Station Task Force under the direction of John D. Hodge. The Task Force was charged with the responsibility for "the development of the programmatic aspects of a Space Station as they evolve, including mission analysis, requirements definition and program management," and was authorized to draw on Space Station activities at the NASA Program Offices and Field Centers. No additional conditions or directions were provided. Hodge knew that in order to accomplish the job he had been given, he was going to have to obtain the services of the "best and the brightest" and facilitate the unleashing of the full force of their creative capabilities. In order to avoid the stultifying effects of a typical hierarchical organization, he set up a loosely structured, horizontal organization with only one supervisor of record - himself. He populated this organization with detailees from Headquarters, the field Centers and the Jet Propulsion Lab, thereby assuring himself of the political and technical expertise with which to deal with Congress and the bureaucracy, and conduct the required engineering studies and analyses.

Schoenfelder, Tony E.↗
NASA NTRS2000

Combined dietary and exercise intervention for control of serum cholesterol in the workplace

PURPOSE: To elucidate a potential combined dietary and exercise intervention affect on cardiovascular risk reduction of the National Aeronautics and Space Administration Headquarters employees. DESIGN: A nonexperimental, longitudinal, clinical-chart review study (1987 to 1996) of an identified intervention group and a reference (not a control) group. SETTING: The study group worked in an office environment and participated in the annual medical examinations. SUBJECTS: An intervention group of 858 people with initially elevated serum cholesterol, and a reference group of 963 people randomly sampled from 10% of the study group. MEASURES: Serum cholesterol data were obtained for both groups, respectively, from pre- and postintervention and annual examinations. The reference group was adjusted by statistical exclusion of potential intervention participants. Regression equations (cholesterol vs. study years) for the unadjusted/adjusted reference groups were tested for statistical significance. INTERVENTION: An 8-week individualized, combined dietary and exercise program was instituted with annual follow-ups and was repeated where warranted. RESULTS: Only the unadjusted (but not the adjusted) reference group with initial mean total serum cholesterol levels above 200 mg/dL shows a significant 9-year decline trend and significant beta coefficient tests. An intervention effect is suggested. Mean high density lipoprotein cholesterol rose slightly in the intervention group but was maintained in the reference group. CONCLUSION: With potential design limitations, the NASA intervention program focusing on a high risk group may be associated to some degree, if not fully, with an overall cardiovascular risk profile improvement.

Occupational Health Services↗
NASA NTRS2014

What to Expect When Your Workplace is in Deep Space

Working life on a vehicle going to Mars would have some things in common with going to work on Earth, but most would have that twist to remind you that you're not on Earth anymore. Regardless of where we are or what we're working on humans need to eat, sleep, stay healthy and stay active and alert to perform well on the job. Studies on Earth have shown how important each element is to an individual's wellbeing and job performance. To travel in space we create a vehicle that provides the basic needs required by humans, these include carrying supplies of air, water and food. However we also need the protective shell to carry the humans, all their supplies and the systems to ensure that people can breathe, stay warm, address all bodily functions and stay healthy in space. In addition to just surviving the new environments, work tasks such as equipment maintenance and repair, normal crew operations and special science experiments will be performed. Some of the factors that will affect the crew performance include: environmental adaptation to weightlessness, dealing with cramped living quarters, physical changes caused by space travel, and how the tools, equipment, training and support information are used throughout the voyage. Different conditions can affect how the crew performs their work; we need to know more about living and working under these conditions to have successful human exploration in space.

DeMott, Diana↗
NASA NTRS2014

What to Expect When Your Workplace is in Deep Space

Working life on a vehicle going to Mars would have some things in common with going to work on Earth, but most would have that twist to remind you that you're not on Earth anymore. Regardless of where we are or what we're working on humans need to eat, sleep, stay healthy and stay active and alert to perform well on the job. Studies on Earth have shown how important each element is to an individual's wellbeing and job performance. To travel in space we create a vehicle that provides the basic needs required by humans, these include carrying supplies of air, water and food. However we also need the protective shell to carry the humans, all their supplies and the systems to ensure that people can breathe, stay warm, address all bodily functions and stay healthy in space. In addition to just surviving the new environments, work tasks such as equipment maintenance and repair, normal crew operations and special science experiments will be performed. Some of the factors that will affect the crew performance include: environmental adaptation to weightlessness, dealing with cramped living quarters, physical changes caused by space travel, and how the tools, equipment, training and support information are used throughout the voyage. Different conditions can affect how the crew performs their work; we need to know more about living and working under these conditions to have successful human exploration in space.

DeMott, Diana↗
DOE OSTI2022

How Community Agreements Can Improve Workplace Culture in Physics

Equity, Diversity, and Inclusion (EDI) committees and Codes of Conduct (CoC) have become common in laboratories and physics departments across the country. However, very often these EDI committees and CoC are not equipped to provide practical consequences for violations, and therefore are mostly performative in nature. A considerable effort has been devoted by various groups within APS units and beyond the APS in developing instead what are now called Community Guidelines. Community Guidelines help implement the core principles in CoC, by setting expectations for participation in in-person events and virtual communication. When further accompanied by accountability and enforcement processes, they develop into Community Agreements. This White Paper discusses the elements necessary to create and implement an effective Community Agreement, reviews examples of Community Agreements in physics, and argues that physics collaborations, physics departments, and ultimately as many physics organizations as possible, however large or small, should have a Community Agreement in place. We advocate that Community Agreements should become part of the bylaws of any entity that has bylaws.

Barzi, Emanuela↗