Please use this identifier to cite or link to this item: http://hdl.handle.net/1822/11955

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dc.contributor.authorDomingues, José Pedro Teixeira-
dc.contributor.authorSampaio, Paulo-
dc.contributor.authorArezes, P.-
dc.date.accessioned2011-03-24T15:06:31Z-
dc.date.available2011-03-24T15:06:31Z-
dc.date.issued2011-03-
dc.date.submitted2011-02-15-
dc.identifier.citationINTERNATIONAL SYMPOSIUM ON QUALITY, 12, Osijek, Croácia, 2011 – “Proceedings of the 12th International Symposium on Quality.” [S.l. : Croatian Quality Managers Society, 2011]. p. 31-45.por
dc.identifier.urihttp://hdl.handle.net/1822/11955-
dc.description.abstractSeveral studies reported the role of organisational changes on primary management indicators. These same studies were mainly focused on reporting one sub-system indicators results as an output due to minor organisational adjustments. Management systems (MS) integration is a major organisational change and the output could be a ‘Pandora box’ if the implementation process is not successfully achieved. A new human behaviour, management indicators, auditing procedures and organization objectives facing several stakeholders are expected after an integration process. As an example, the consequences of an occupational health & safety non-conformity are placed on a different level related to quality non-conformity consequences. Thus, from univariate interventions in the traditional pyramidal organisational ‘skeleton’, organizations should consider multivariate interventions in an integrated management environment addressing occupational health & safety, environmental and quality requirements. This approach leads to restrictions on proposed interventions narrowing the horizon of valid solutions to a generic problem. On the other side, the extension of an implemented intervention in an integrated management environment is wider and deeper than interventions in a non integrated environment. ‘Smoothness’ of the implementation process has a critical role emphasizing the desirable continuity approach and minimizing the undesirable cutting edge approach. Traditional organisational charts consider one dimension (pyramidal) or two dimension (matrix) approaches to describe their functional and communicational interfaces. Difficulties defining indicators, maturity models and to assess the efficiency and effectiveness of integrated management systems (IMS) arise from this organisational traditional philosophy. A three dimensional organisational model should be consider in order to effectively assess an integrated management system. To achieve this 3-D model it should be assess all the factors and their interactions affecting a successful integration. This paper intends to be an initial contribution for the 3-D organisational perspective by enumerating the main factors to be considered on the integrated management implementation process in order to optimize the transition from a non integrated environment.por
dc.language.isoengpor
dc.rightsrestrictedAccesspor
dc.subjectIntegrated management systemspor
dc.subject3 dimensionalpor
dc.subjectMultivariate organisational factorspor
dc.titleManagement systems integration : a 3-dimensional organisational perspectivepor
dc.typeconferencePaper-
dc.peerreviewedyespor
sdum.publicationstatuspublishedpor
oaire.citationConferenceDate17 - 18 Marçopor
sdum.event.typeotherpor
oaire.citationStartPage31por
oaire.citationEndPage45por
oaire.citationConferencePlaceOsijek, Croáciapor
oaire.citationTitle12th International Symposium on Qualitypor
sdum.conferencePublication12th International Symposium on Qualitypor
Appears in Collections:CGIT - Publicações em actas de encontros científicos / Papers in conference proceedings
CITEPE - Publicações em actas de encontros científicos / Papers in conference proceedings

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