Evaluation of the Effects of Quality Management System Improvement
The article presents the tools that enable organizations to assess the effects of improvement of the quality management system, such as internal and external audits; risk management, measures of effectiveness and efficiency of processes, evaluation of customer satisfaction, quality cost analysis; analysis of best practices and self-assessment. The effectiveness use of these tools depends on the progress of the efforts of organizations in activities related to its improvement, knowledge and skills of employees and managers, who should show the positive attitude of leadership and involvement.
Functional Enhancements to Project Management Information Systems
Presented research work relates to information systems of projects management support. The aim of the work is to propose solutions, that will help achieve improved efficiency of information systems class PMIS implementations (Project Management Information System) especially given the scope of functionalities and implementation process realization. Presented in this article research results were obtained in the analysis of projects implemented in enterprises of the sector: construction and building, service with particular emphasis on the IT industry, and investment. Summary of the article includes both the results of the research analysis and proposed directions for their further development.
Food industry companies, functioning in an ever-changing and uncertain environment, look for ways to increase their competitiveness, including the improvement of effectiveness and efficiency of the implemented food safety management systems. Directions that can be used for this purpose are provided by the PN-EN ISO 9004:2010 standard. In the first part of the elaboration presented the requirements for the food safety management system included in the PN-EN ISO 22000:2006, and then the guidance of the PN-EN ISO 9004:2010 standard for providing the enterprise management system in order to achieve a sustained success in the turbulent environment. Followed by compared the guidelines and requirements of these two standards in order to evaluate the possibility of their combined use in the food industry enterprises. Next presented this guidelines of the PN-EN ISO 9004:2010 standard, which have no references to the requirements of the PNEN 22000:2006, and are discussed how they can be helpful for enterprises in the food chain in the process of improvement of effectiveness and efficiency of the implemented food safety management systems
The article is the generalization of experience of the implementation project, which has been treated as well as a research field. The results are presented in two parts. The first part includes: a description of the classical approach to knowledge management and shows the concept of structure of process of knowledge management with a description of the procedure in each step of the process. The key idea is to divide the process in three spirals of actions: spiral of perfecting the collection of knowledge; spiral of the perfecting of the formulation of knowledge; spiral of perfecting the utilization of knowledge. Part II of this paper is article Structuring Knowledge Management – Levels, Resources And Efficiency Areas of Knowledge Management (DOI: 10.1515/fman-2015-0042).
The Analysis and Synthesis of Strategic Management Research in the Third Sector from Early 2000 Through to Mid-2009
The purpose of this paper is to analyse the contemporary literature on strategic management in non-profit organizations. The area at hand is divided into five categories: modern management and strategic management approaches/theories; analysis of the roles of externalities and internalities in the Third Sector; review of how strategic management has been applied for non-profit organizations; review of applications and enhanced identification of one or more strategies utilised by non-profit organizations; application of specific methods and tools in strategic management. Four dilemmas faced by modern management theory serve as a synthetic axis. First, how can the existing commercial management concepts and techniques be best adapted to the realities of the non-profit sector? Secondly, which of the established schools of strategic management is the most relevant one for non-profits? In fact, is it appropriate to look for a brand new school of thought? Thirdly, and this is again related to academic pursuits, what coherent theory can explain the efficiency of non-profit organizations. Fourthly, there is the dilemma what strategy to employ when faced with a choice between the willingness and the need to apply competitive strategies and the co-operative strategy in the third sector.
Anil Kshatriya, Vijay Dharmadhikari, Deepak Srivastava and P.C. Basak
This paper focuses on implementation, monitoring, and application of balanced scorecard (BSC) techniques in an organization involved in providing machine tool solutions to the industrial sector. The growth of the company considered in real time constituted improvements of both top and bottom lines. In the industry under consideration, it was observed that in our company, the top line was steadily growing but not the bottom line. This is when we started getting down to brass tacks and strategically focusing on growth in overall profits of the company. This included growing revenues by improving of EBITDA (earnings before interests, taxes, depreciation, and amortization) and by increasing efficiency (i.e., cutting costs). These improvements were implemented by chalking out a comprehensive BSC designed to suit the machine tool industry. The four perspectives of the management, namely, internal business process, organizational learning, financial perspective, and customer perspective, have been considered lucidly and enunciate the parameters that affect the BSC very aptly. The BSC designed considered 9 objectives and 27 relative measures of these factors to quantify the various quantitative and qualitative dimensions that affect the company’s performance. A Balanced Lean Index (BL Score) was used to measure the results for company X.
Environmental Management Accounting . Preliminary proposal for the International Standardi-zation of Material Flow – Based Environmental Management Accounting for ISO TC 207: 1-3, 10-11.
 Jasch C. Schnitzer H. (2002) - Environmental Management Accounting. How to profit from environmental protection. EMA- environmental management accounting pilot testing.
 Jasch C.M. (2008) - Environmental and Material Flow Cost Accounting - Principles and Procedures. Eco-Efficiency in Industry and Science, 25. Heidelberg: Springer-Verlag.
 Jonall P. (2008
Contemporary organizations run their activities in an environment, which might be defined as fully uncertain and turbulent. Due to variations that occur in the surrounding environment, an increased attention of management practitioners and theoreticians is paid to new management concepts frequently in an integrated version. The authors express a deep belief that consolidation of approaches to project management and knowledge management constitutes a response to challenge for modern organizations. Research into the issue was based on an attempt to determine significance of the knowledge management issue in a life of projects performed by Polish small and medium-sized enterprises (SMEs). Systemizing of desired knowledge management results in a project, from the point of view of its crucial success factors, is essentially substantiated in providing success of projects performed.
Preliminary research included SMEs in construction engineering industry. The enterprises perform project- driven orders or apply a project approach in economic activities that they execute. Research conducted by the authors so far, implies, that the SME sector is characterized by a particularly low efficiency in project management. Hypothetic assumptions indicate that one of the main reasons of reaching an unsatisfactory level of project proficiency shaped mainly by processes of synchronizing and coordination of project activities, is an insufficient level of development of social, organization and technological systems and methods of capitalization, as well as transmission of useful project management knowledge.
Essential function is performed by a group of selected respondents - 25 enterprises from the group of SMEs, including 5 micro enterprises, 12 small enterprises, and 8 medium-sized enterprises. Analyses performed so far, take into consideration the economic situation of SMEs in Poland.
Wojciech Żebrowski, Zdzisław Piątkowski, Anna Kułakowska and Artur Piątkowski
 Kułakowska A., Piątkowski Z., Żebrowski W. - Barriers for Empowerment in Organisations on the Basis of Survey [in] Foundations of Management, Vol. 2 No. 1, 2010.
 Pawłowski M., Piątkowski Z., Żebrowski W. - Management Efficiency [in] Foundations of Management, Vol. 1, No. 1, 2009.
 Reykowski J. - Teoria motywacji a zarządzanie (Motivation theory and management). Książka i Wiedza, Warsaw 1979.
 Szaban J. - Miękkie zarządzanie. Ze współczesnych problemów zarządzania ludźmi (Soft
Voivodeship) [in] Methods to improve the efficiency of workers (eds. E. Jędrych, J.P. Lendzion). Technical University, Lodz 2010.
 Nambisan P. - Evaluating Patient Experience in Online Health Communities: Implications for Health Care Organizations [in] Health Care Management Review, 36(2), 2011.
 Nambisan P. - Models of Customer Value Cocreation in Health Care [in] Health Care Management Review, 34(4), 2009.
 Otani K., Herrmann P.A., Kurz R.S. - Patient Satisfaction Integration Process: Are There any Racial