The risk-based approach is one of the keys used in the implementation of management systems using requirements from the management standards. If the management systems are implemented separately, the risks are evaluated from only one perspective, but when two or more systems are integrated, the approach must take into account the synergetic effects of the risks due to system integration. The paper aims to highlight the specific risks encountered when implementing management systems in organizations, underlining the risks associated with systems management and integrated management systems. In this work, a synthesis was presented including an analysis of the risks that occurred during the implementation of management systems and those that occurred during their integration, the need and opportunity of risk management, the advantages, and barriers in the approach of risk management in the industrial sector. The review of the literature comprises the assessment of 190 papers, 11 books, and 5 standards. The content of the paper highlights a synthesis of risk-based thinking and the risks that can manifest in the implementation of quality, environmental, and occupational safety and health management systems in industrial organizations, as well as those which can manifest in the implementation of integrated management systems. In addition, the benefits and barriers in risk management and risk management strategies, with an emphasis on the presentation of the Deming approach to risk management, were evidenced. Some recommendations and proposals for future research were made.

The paper presents a synthesis of strategies, benefits, and barriers in the integration management systems (IMS) implementation at the organizational level. The research is based on an assessment of 103 papers, 7 books, 12 standards, and 7 sites. The analysis of works aims to highlight the common integration models of several IMS, aspects related to IMS implementation, benefits of IMS implementations, and the nature of integration strategies. The research results present valuable information which can be used by top managers of organizations, certification bodies, and consulting organizations to encourage the implementation of integrated management systems.

Nowadays, the military forces’ operational environment is shaped by dynamic changes that give its most representative characteristics such as volatility, uncertainty, complexity and ambiguity (VUCA). Based on this and taking into consideration the tendency of NATO to use more prominently its multinational military structures, we are obligated to adapt our way of teaching and training if we want to be effective in the process of educating the next leaders for future military environments. In other words, during the classes, also in the field, we should try to educate and train our cadets, at least, to think from a joint, interagency, intergovernmental and multinational (JIIM) perspective when conducting military actions, even at a small tactical level, such as the platoon.

ABSTRACT

Analyzing the recent confrontations, as those from Syria, Ukraine, Iraq, and so on, we have found that most of the military operations, at least the decisive ones, have taken place predominantly in urban environments whose fundamental characteristics are given, especially by the density of buildings and population. Carrying out operations in such environments, particularly offensive, requires the military forces to deal with the most complex and difficult situations, because in addition to engaging a very diverse typology of adversaries, it is also necessary to apply control measures in order to limit the losses and collateral damage among own forces and local populations. As a result, this context has imposed an operational adaptation of military forces, whose principles consist in manoeuvrist approach and mission command, which, correlated and applied coherently, finally led to the desired end states.