Turquoise organizations - new management quality The concept of turquoise organization marks the coming of a new paradigm of self-managing organization. The basis of this paradigm is the empowerment of employees who gain the sense of gravity and importance of what they do in the company. This means changing the rules of employee-empoyer relationship because the employee becomes a partner and, over time, also co-owns the company, influencing company's decisions. The aforementioned partnership is far-fetched, meaning that there is basically no district leader. Individual employees assume numerous functions and roles depending on individual abilities and skills and what the company actually needs. Turquoise is based on trust, listening and effective communication and widespread empowerment of employees. The purpose of this article is to portray the importance and characteristics of green organization as a basis for emergence of turquoise organization. Research methods used are critical analysis of available managment literature and inference. The structure of the article consists of green organization as the basis for creating turquoise organization, the essence and characteristics of turquoise orgaization, the results of the study by F. Laloux on turquoise organizations and the principles on which turquoise organizations are built. The results of the study prove that turquoise organizations provide a novel approach to managing organizations in fast-changing economic and business environment. Turquoise management' offers specific benefits to companies that choose to reinvent themselves as F. Laloux, the author of "Reinventing organizations', put it.
Organizational agility - selected problems In fast-changing intrnal and external business environment the importance of flexibility and agility in management has increased. Businesses need new methods to be developed to help them recognize and respond to emerging market opportunities and threats. Businesses discover the need to take advantage of adaptability, flexibility, quick responsiveness and the ability to improve their performance. Agille is a kind of culture, agility gives opportunity for creating a new business quality. It is also a chance to minimize costs, meet requirements and quickly deliver potentially ready-to-use solutions. This is a new way of working in line with the values of the Agile Manifesto. The purpose of this article is to stress the need for agility in managing organizations operating in a changing environment. Research methods used are critical analysis of management literature and inference. The contents include such notions as the philosophy of agility, agile management in embracing change and emerging opportunities, agile enterprise and finally agile management as opportunity for organizational success. Hitherto considerations clearly demonstrate that under conditions of volatility, uncertainty and risk, complexity and diversity, it is vital that organizations look for nes methods and tools providing them with greater chances to survive in the market and develop. One of the ways to achieve market success is to develop flexibility and agility of organizations that influence the dynamics of organizational change. Agility and organizational flexibility are conducive to achieving market success, and they also allow for increased effectiveness.
Interview
Interview with Jacek Papiński - Director of Certification Division PRS S.A.
In the light of research results...
The superior's role in shaping organizational culture and quality in enterprises from non-profit sector Crucial role in the functioning of the organization (in particular non-profit) - human capital, skills and values become an essential factor for achievement of th pro-social agoals. In this contex, shaping organizational culture has a great significance in the functioning of non-governmental organizations. This article presents survey results on the role of supervisor in shaping organizatiional culture.
Quality in practice
Components of complaint process on the example of steel companies The aim of this paper is to analyse the process of complaint handling procedures in selected steel companies. The paper includes relevant literature review in complaint management as well as analysis of complaint handling documentation of the main steel companies. The paper presents components of complaint handling process in the steel companies. The scope of the analysis included quantitative and qualitative complaints. The analysis was realized on the basis of the procedures used in key steel companies in the Polish steel market. On the basis of enterprises' documents, the author described the process of complaint handling as well as individual components of the process.
Service's quality
The criteria for assessing the quality of mass events - classification and improvement activities The principal objective of this publication is classifying the criteria for assessing the quality of mass events taking into particular consideration the function and the significance of ligistics customer service. In this paper, the definition of a mass event, the logistics event customer were presented. The characteristics of services, and also the interpretation of them in the context of organizing mass events, were also described. The factors which may exert influence upon crreating the vision of an undertaking by potential participants in it were identified. Furthermore, the service quality model which provides insight into the manner of possible quality loss while conducting an undertaking was presented. In the final part of the publication, the determinant of the quality of services which may exert influence upon the ultimate assessment of a mass event by participants in it were described.
Quality Certification Center
The activities of the Quality Certification Center WLO WAT
From the foreign press
Employee involvement as a key principle of quality management
