Springer Integrated Management Systems

Examining the challenges of integrated management, this book explores the importance and potential benefits of using an integrated approach as a cross-functional concept of management. It covers not only standardized management systems (e.g. International Organization for Standardization), but also models of self-assessment, as well as different types of integration. Furthermore, it demonstrates how processes and systems can be integrated, and how management efficiency can be increased. The major part of this book focuses on management concepts which use integration as a key tool of management processes (e.g. the systematic approach, supply chain management, virtual and network organizations, processes management and total quality management). Case studies, illustrations, and tables are also provided to exemplify and illuminate the content, as well as examples of successful and failed integrations. Providing a particularly useful resource to managers and specialists involved in the improvement of organizational performance, this book is also intended for top managers, functional managers, project managers, specialists, consultants, and those who wish to improve the efficiency and effectiveness of management. It also offers a helpful guide to academics and students interested in quality and risk management.   From the Back Cover Examining the challenges of integrated management, this book explores the importance and potential benefits of using an integrated approach as a cross-functional concept of management. It covers not only standardized management systems (e.g. International Organization for Standardization), but also models of self-assessment, as well as different types of integration. Furthermore, it demonstrates how processes and systems can be integrated, and how management efficiency can be increased. The major part of this book focuses on management concepts which use integration as a key tool of management processes (e.g. the systematic approach, supply chain management, virtual and network organizations, processes management and total quality management). Case studies, illustrations, and tables are also provided to exemplify and illuminate the content, as well as examples of successful and failed integrations. Providing a particularly useful resource to managers and specialists involved in the improvement of organizational performance, this book is also intended for top managers, functional managers, project managers, specialists, consultants, and those who wish to improve the efficiency and effectiveness of management. It also offers a helpful guide to academics and students interested in quality and risk management.   About the Author Marek Bugdol is a Professor of Management and Habilitated Doctor of the Economic Sciences and Humanities. He is currently Head of the Department  of Human Resources Management at the Jagiellonian University. He specialises in social and organisational issues in the area of quality management systems and self-assessment models. For more than a decade he has held various positions, including Marketing Department Manager in a company listed on the Warsaw Stock Exchange. He has also held managerial positions in local government administration. Professor Bugdol also works as a quality management systems consultant and auditor.   Piotr Jedynak is Professor of Jagiellonian University Cracow and Habilitated Doctor of Management. He is currently Director of  Institute of Economics and Management and Head of the Department of Standardized Management Systems. He specializes in management theory, management systems, risk and quality management. He is also lead certified auditor of management systems in Lloyd’s Register Quality Assurance. Professor Jedynak also works as a consultant of managerial issues.