Talk:Management system

Incomplete

There are hundreds of management system standards and applications in different industries and as a practice, there are commonalities not reflected here. For example ISO Annex SL the standard for management system standards should be referenced as it addresses quality and consistency issues between ISO standards. Risk management systems, financial management systems, and health care management systems are not mentioned yet well understood. Bwieser (talk) 20:01, 13 May 2015 (UTC)

Message for WikiProject Finance

This is definitley a page that the comittee could proceed development on. This page lacks any in-line references and also has very little content instead of the full "in-depth" analysis required for pages under the scope of the WikiProject. More attention to this page premesis would be essential. --Telephone My name is Karen 09:24, 18 December 2009 (UTC)

Integrated Managment Systems

The tendency to fragment an organisation's or a business's management systems along the fault lines of differing standards (i.e. ISO) and/or functions (i.e. Safety, Quality, Asset Management, finance) can be overcome by the implementation of an 'Integrated Management System' (IMS). In an IMS the scope includes the business's activity in its entirety. Using this approach the business can be readily and accurately defined by its 'value chain' (as per Michael Porter) which identifies the business by its significant activities defined as 'processes', arranged by type of process including; 'management' (governance and direction), 'core' (revenue generating) and 'support' (enabling) processes. This sets a foundation for the application of a 'process based management' approach, whereby all key facets of the business can be mapped to the 'business process model' including; organisation, policies, strategic objectives, costs, legislative and regulatory requirements, etc. This establishes a framework for understanding, measurement and analysis of business activity in particularly relevant and meaningful ways.

The 'system of management' which is the philosophical intent on how the business/organisation is to be managed, clearly may vary widely across organisation types and their missions, is evidenced (albeit not entirely) within the documented management system arrangements. These documents define a hierarchy of precedence at increasing level of detail and relevance, across the entire business via; policy, standards, processes, procedures and task specific work instructions. However, it must also be recognised that documented administrative instructions alone may not be particularly effective in engaging or directing the actions of a workforce, therefore, the IMS should also be cognisant of, and make provision for, 'cultural' and 'performance' management systems. The three components of an IMS therefore include; Culture, Systems and Performance. The system of managing each of these aspects and how they interact, can be further appreciated and expressed through the use and adoption of a suitable model, such as the EFQM Business Excellence Model. The model will clearly depict the concept of 'enablers' and 'results' wherein in it can be understood that we do not manage results which are outcomes i.e. too late to be influenced but which can merely be manipulated or analysed and that management must instead influence the 'enablers'. Such approaches also advocate practical means of self assessment and measurement suggesting correlations between elements of the management system, as an effective means of systematic and quantified continuous improvement.

The disparate management system standards are each excellent in their own right and domain, and are helpful. However, if implemented in isolation, they can actually contribute to fragmentation of the overall system, creating or fostering silos instead of crossing process and organisational boundaries. Much has been done to align the elements of respective standards against a consistent framework and emphasis on recognising (changing) 'context'. However, in appreciating the nature of systems, it is appropriate that an overall 'Integrated Management System' standard should be established, or at least that integration should be a common theme and objective of respective standards, none of which can stand alone in the real world.

The role of 'standards' within a management system is itself crucial and yet not widely appreciated or leveraged. In the complex super system of commerce and business, there are diverse regulations, legislation, codes of practice, policy requirements and changing objectives that all have to be known, understood and communicated across an organisation, this often within an ever changing dynamic business context. Standards, be they external or internal, are one of the most effective ways of distilling and disseminating 'what' must be done across the business and throughout the organisation, a means of 'boiling the ocean' that is the business context. The application of dynamic standards as the 'regulator' for the 'business processes' as the key to a responsive management system is important. Failure to act on deploying effective standards results in chronic failure, waste, non-compliance and irrelevance to the changing business context. The absence of such dynamism in management systems is a likely cause of perceived and/or actual irrelevance by management themselves as well as the organisation.

In the absence of a standard for Integrated Management Systems, practitioners of management system development and deployment, will benefit from advising and leading an integrated approach to management systems. The absence of a credible and accepted International Standard may undermine their ability to gain executive critical support. The implementers of such change are well advised to adopt the approach of John Kotter (or others) in facilitating successful change management.

Laurence Reid <Michael Porter, ISO Management System Standards, European Foundation for Quality Management, John Kotter>

Definition of Management system

Management system is not only set of procedures and processes but albo people who implement the system and maintain it. So the People, procedures and processes establish an ORGANISATION.

Since, according to Prince2 Projekt - it is a temporary organization established for a specific purpose, a management system, e.g. ISO 9001 or other, is a permanent organization established for a specific purpose, e.g. implementation and maintenance of the ISO 9001 system in the enterprise. So I have already defined what was undefined or poorly defined. You won't find it in published books because I will write a book on this subject after my research. Konsul28 (talk) 16:32, 14 June 2023 (UTC)