Spatial visualisation of stakeholders based on cartographic methodology in management systems

Abstract

This study presents a model of a tool for spatial visualization of processes occurring in the stakeholder environment concerning relationship management according to the ISO standards for management systems. Spatial visualization is based on cartographic methodology extended with technological capabilities used in GIS (Geographic Information Systems) systems. Thanks to the method, different types of issues using environment maps can be presented. This paper proposes a model of a tool enabling multi-criteria spatial visualization of states, phenomena, processes and plans taking place in the discussed environment. The proposed model of visualization is to be used in the future to present the results of research in the discussed field. They concern stakeholder relationship management according to the ISO management systems. Appropriate technology is required for the application of the model. The study is part of a stream of works aimed at using the concept of space to describe various sections of reality. It may have both theoretical implications (visualizations based on spatial models), as well as practical ones related to popularizing the use of various types of space to describe phenomena and planning. The originality of this study is that the present model-based visualization features selected stakeholders within the ISO standards. As part of the visualization example, heuristic spaces were defined, on which objects representing different types of stakeholders were placed, their significance as part of the ISO standard being determined according to each of the features: power, interest and predictability. The data was obtained in a branch of an international corporation operating in the packaging industry.

Application of 3D Visualisation Video Technology for the Modern Business Management

“…In modern enterprises, exceptions can be divided into two categories: firstly, what should be done is not done and what should not happen [23]; secondly, although what should be done is done and what should happen happens, it does not occur according to the process or the prescribed way of working, even without processes to follow, and if a replacement of the staff, the scenario, or the customer occurs, problems will arise. For example, there are no work instructions for a particular process and workers operate according to their own experience, which results in the following: if a skilled worker operates the process, the product is guaranteed to be satisfactory; if that worker leaves and is replaced by a new worker, a large number of defective products will be produced [24,25]. Both of these things lead to abnormal production waste.…”