IJCA - Volume 2 - Flipbook - Page 29
29
2023 | Volume 2, Issue 1
1. The management of the consolidated part of the
processes (for example, procedures for the routine
management of infrastructures, or for the control
of typical courses of action).
organizations to implement these tools regularly
and with a view to continuous improvement, and to
demonstrate their effective and regular application
externally.
2. Detecting changes in the context, both internal
and external (for example, those necessary
to monitor the evolution of requirements and
expectations, or to promptly recognize and
evaluate unexpected situations).
Given the changeable nature of the “ecosystem”
mentioned above, the latest generation standards
on management systems, including those for the
accreditation of Conformity Assessment Bodies,
require organizations, more than in the past, to
contextualize their management system and to
define the rules of organizational behaviour. The
validity of the management system standards
in supporting the definition and effective
implementation of policies, and the achievement
of objectives, today lies precisely in their reduced
prescriptiveness, and therefore in their “unspoken”
attributes (i.e., those spaces not covered by
requirements, which the users of the standards
themselves can fill). Therefore, there is less rigidity
of the requirements and greater freedom on the part
of organizations in designing and establishing their
own specific management system. This enhanced
freedom, however, must be supported by:
3. Making decisions and for carrying out consequent
actions in the face of non-routine and unforeseen
events, emergencies, etc.
In other words, an organization should be able to
respond in a coherent way to the evolution and
changes to the context, to the extent that it can
demonstrate:
Diligence in applying the rules governing the
predictable and stable components of the
processes.
Attention to the scenario, to rapidly identify
changes.
Ability to readily and effectively adapt its course of
action, in the face of the variations.
Added to these “virtues,” which are essential in a
“physiologically” changing context, is one that is
indispensable for dealing with any crisis scenarios:
the transformative capacity, that is, an organization’s
ability to apply drastic and immediate changes
when new, unpredictable, and even traumatic
circumstances occur in the business environment.
The adaptability and transformative capacity of an
organization will involve creativity, as an aptitude for
elaborating original solutions, and could be summed
up in the unifying concept of “organizational
intelligence.”
The New Performance Approach and
Risk-based Thinking in Management
System Standards
It is well known that the management of an
organization is enhanced if it is based on tested
and recognized models, such as those codified
by the rules on management systems. They do
not introduce new solutions for organizational
management compared to the consolidated
framework of business management tools, but
instead establish a structured system of
requirements, the application of which can help
• Greater managerial competence, to respond to
the request for a more evolved planning capacity.
• Greater responsibility of organizations in
guaranteeing the effectiveness of the “selfregulation” process and in demonstrating,
internally and externally, the suitability of the
“self-defined” requirements.
It will be possible to demonstrate if each of the
solutions identified by the organizations — within
the new and wider margins of discretion mentioned
above — will emerge as the result of a logical,
traceable path, along which both the inputs taken as
the basis for each decision and the understanding of
the possible consequences will result from a correct
management of the risk.
©Freepik
