Search results

1

Integracja społecznej odpowiedzialności biznesu w procesach zarządzania

100%

Brzustewicz P.

Pieniądze i Więź

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2012

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vol. 15

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issue 3(56)

41-47

EN

The purpose of this article is to identify those features of the integrated management, which can be crucial to the success of the implementation of corporate social responsibility. This paper provides a description of integrated management and strategic CSR. There are also attempts to analyze the idea of Balanced Scorecard in order to adapt it to manage the environmental and social aspects. Moreover the Author presents a strategic control system by H. Steinmann, which allows for an overall view of the economic, strategic and ethical requirements in management processes.

2

Integrated management systems in the tool and cutlery industry – beyond quality, work safety and environmental management

88%

Sandra K.-W., Robert R.

Zarządzanie i Finanse

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2015

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vol. 2

47-62

EN

Nowadays, integrated management systems are well established in most of the companies of the tool and cutlery industry, even in SME. In general, the integrated management systems comprises of an environmental and a work safety management system in addition to the quality management. They enable companies to manage the different systems with less afford than managing them independently. For implementing them easily the RIF e.V. has developed an Excel-based tool within the framework of a research project. With this tool companies can carry out a self-assessment for evaluating if and to which degree they fulfill the requirements of the established standards for quality and environmental management and also for work safety. However, due to the increasing importance of the topics of sustainability and going along with it risk and energy management an advancing of the tool was necessary. Hence, requirements resulting from the corresponding standards should be integrated in the already implemented integrated management systems. The research project “Risk management considering the aspect of sustainability in SME of tool and cutlery industry” dealt with this topic. In this paper the Excel-based tool and topics and requirements resulting from the mentioned standards and their implementation into the Excel-tool are presented.

3

Zintegrowane podejście do zarządzania obszarami metropolitalnymi w krajach skandynawskich

75%

Danielewicz J.

Studia Miejskie

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2018

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vol. 29

9-26

PL

Relacje funkcjonalne zachodzące pomiędzy jednostkami administracyjnymi, które tworzą obszary metropolitalne, generują potrzebę zintegrowanego podejścia do zarządzania rozwojem na poziomie metropolitalnym. To z kolei wymaga współpracy różnych interesariuszy, co prowadzi do odejścia od zarządzania hierarchicznego na rzecz koncepcji governance. Celem artykułu jest zbadanie, które z form integracji są stosowane w obszarach funkcjonalnych krajów skandynawskich oraz w jaki sposób zintegrowane podejście do zarządzania jest realizowane w praktyce. Wykorzystując metodę studium przypadku, poddano analizie formy i obszary współpracy mające miejsce w obszarach metropolitalnych stolic skandynawskich.

EN

Functional relationships between administrative units that create metropolitan areas generate the need for an integrated approach to managing metropolitan development. This, in turn, requires cooperation of various stakeholders, which leads to a departure from hierarchical management to the governance concept. The purpose of this article is to identify which forms of integration are applied in the functional areas of Scandinavian countries and how the integrated management approach is implemented in practice. The analysis has been subjected to the forms and areas of cooperation taking place in metropolitan areas of particular capitals.

4

How to combine descriptive and normative approaches in participatory urban planning: an experimental mixed-method implemented in the downtown district of Poznań, Poland

63%

Kaźmierczak B., Palicki S.

Miscellanea Geographica. Regional Studies on Development

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2021

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vol. 25

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issue 3

XX

This article presents a tool for reaching consensus in the participatory planning of the conversion and renovation of an urban space. It is based on the main assumption of combining descriptive and normative approaches in the actions of experts. It is an innovative way to strengthen the possibility of expert assessment in the decision-making process concerning desired spatial transformations. The authors hereof resorted to their own long-term experience when elaborating a tool that can easily support the selection of the optimal solution for maximizing benefits and minimizing outlay. The issues presented herein refer to the Central European context, which is characterized by a low level of social trust and by contentiousness in making joint decisions. The tool presented herein can contribute to participatory planning practice by enabling an expert to select solutions that meet the highest eficiency criteria on more objective grounds. It can be used to identify the convergent expectations of various social groups, thus facilitating conflict mitigation and arrival at a consensus. As a result, it can underlie the process of building social trust.

5

Rozwój systemów wspomagania zarządzania przedsiębiorstwem

51%

Obrzud J., Mazur G.

Zeszyty Naukowe Małopolskiej Wyższej Szkoły Ekonomicznej w Tarnowie

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2000

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issue 3

211-218

EN

The world market constantly undergoes changes that make the companies improve the standards of their services. New technologies shorten product life cycle and put the companies, which do not apply them, at the risk of losing the market. The main tool used to develop more and more flexible approach to the production control systems, which help to gain competitive advantage, is the use of the integrated management information systems. The article attempts to present the development and evolution of a company management support systems.

PL

W opracowaniu ukazano rozwój i ewolucję systemów wspomagania zarządzania przedsiębiorstwem. Omówiono informatyczne systemy zarządzania, takie jak: systemy klasy IC (Inventory Control), MRP I (Material Requirements Planning), MRP II (Manufacturing Resource Planning) oraz ERP (Enterprise Resource Planning).

6

Rola zaangażowania pracowników

51%

Borkowska S.

Zarządzanie Zasobami Ludzkimi

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2014

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issue 2014 2(97) "Zarządzanie poprzez zaangażowanie"

9-26

PL

Postępująca globalizacja i towarzyszący jej wzrost konkurencji globalnej skłaniają organizacje do inwestowania w rozwój technologiczny i techniczno-organizacyjny, warunkujące zdobywanie przewag konkurencyjnych. Dźwignią tego rozwoju jest wzrost innowacyjności i efektywności finansowej organizacji, zależny zarówno od czynników materialnych, jak i od zasobów ludzkich, a ściślej od ich kompetencji – wiedzy, umiejętności i cech osobowościowych. Niniejsze opracowanie koncentruje się na zasobach ludzkich. Wraz z rozwojem gospodarki opartej na wiedzy rośnie znaczenie dźwigni behawioralnych, a w tym zaangażowania jako cechy pracowników, stanowiącej istotną determinantę wykorzystania ich potencjału. Zachodzi zatem konieczność zmiany tradycyjnego modelu zarządzania zasobami ludzkimi w kierunku budowy i rozwoju modelu zarządzania opartego na zaangażowaniu (engagement) pracowników. Celem niniejszego opracowania jest nie tylko wskazanie na tę konieczność, lecz też na modele i uwarunkowania jego skutecznego funkcjonowania.

EN

Ongoing globalization and its associated increase in global competition induce organizations to invest in technological and technical–organizational development as prerequisite to gain a competitive edge. The lever behind this development is growth in the innovativeness and financial efficiency of the organization, dependent on both tangible factors and human resources, or more precisely their com¬petencies—knowledge, skills, and personality traits. This paper concentrates on human resources. As the knowledge–based economy develops, the importance of the behavioral lever grows. This includes the engagement of employees, which forms a major determinant for the utilization of their potential. It is for this reason that it is vital to modify the traditional model of human resource management towards the building and development of a management model based on employee engagement. The objective of this paper is not only to indicate this necessity, but also models and conditions for its effective functioning.

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