Musings on integrated management systems

Abstract

Because of the avalanche of management system standards for business functions ranging from quality and environment to corporate social responsibility, integration of management systems that these standards describe has become a popular topic of research and practice. This paper provides a summary of the most important issues regarding integrated management systems (IMS), including the main problem, the reasons behind it, the differing routes toward a solution, and the meaning of the solution itself. The overwhelming need for a solution points in the direction of a methodology for the integration of internal management systems, not an integrated standard. This paper illustrates one such methodology, and applies it to provide a foundation for and guide the construction of an IMS. Finally, it is argued that the future of IMS rests with the extension of its minimalistic requirements towards a set of comprehensive criteria able to steer the delivery of excellence to all stakeholders.

Integrating a Triple Bottom-Line Approach into the Management System: A Framework for Institutions and Businesses Alike

“…(Esquer-Peralta et al 2008;Hjorth and Bagheri 2006;Azapagic 2003) In systems thinking, the organization operates as a single system of functional processes as opposed to many systems operating in isolation. (Hjorth and Bagheri 2006;Karapetrovic 2003;Berkes and Folke 1998) Through these interactions, systems thinking further supports triple bottom-line management by promoting the ability to change and adapt in order remain viable as well as sustainable. (Bossel 1999) Accordingly, systems' thinking is a common approach for academic contributions in this area.…”

“…(Carroll and Buchholtz 2011;Khalili 2011;Bernardo et al 2009;Shriberg 2002;Daly et al 1994;Daly 1997) These considerations help close loops and minimize waste by looking at areas that may not have been a key consideration in traditional economics. (Hoffman and Woody 2013;Walton and Galea 2005;Azapagic 2003;Karapetrovic 2003;Anderberg 1998) …”

“…(Blizzard and Klotz 2012;Azapagic 2003;Holdsworth 2003) An overarching strategy must also be designed to accommodate potential changes. (Hjorth and Bagheri 2006;Jonker and Karapetrovic 2004;Karapetrovic 2003) To maintain and adapt organizational strategy, there must be communication from top to bottom and vice versa, which centralizes the business process, creating clear goals and natural feedback. To realize this feedback loop, the organization must create a set of indicators that are based on its key inputs and outputs.…”

“…(Esquer-Peralta et al 2008;Azapagic 2003;Jonker and Karapetrovic 2004;Karapetrovic 2003) The inputs and outputs are chosen based on the organization's overarching strategy, and are then integrated within the management approach via guiding documents, such as policies, plans, standards, and procedures. (Blizzard and Klotz 2012;Azapagic 2003;Holdsworth 2003) An overarching strategy must also be designed to accommodate potential changes.…”

Risk assesment in quality environmental and safety operational control proceedings

“…The basic element of the integrated quality, environmental and occupational safety management system, which should undergo the integration process, are the aims [1,2]. However, the experience of the organizations point that the integration of the normalized requirements of the management systems, in reality, is limited to the general systemic solutions [3][4][5].…”