Premises For Establishing An Integrated Management System In Higher Education Institutions. Case Study: “Lucian Blaga” University Of Sibiu

Abstract

In the context of increased requirements of an ongoing developing market, nowadays organizations are implementing management systems able to respond the specific requirements concerning quality assurance, environment, health and security. By integrating the existent distinct management systems, it becomes possible to minimize overlapping, align the objectives and reduce costs. The concept of integrated management system tends to be adopted not only by production organizations, but also by higher education institutions. This paper analyses the premises for establishing such a system at “Lucian Blaga” University of Sibiu. There are analyzed the benefits an integrated management system would present, the steps necessary for creating such a system, as well as the possible obstacles when implementing it. Our research shows that an integrated management system will constitute a unitary frame for ensuring that both external and internal norms that regulate the activity of a university are complied and the objectives of the institution are efficiently pursued.

Management systems integration: survey results

“…The development of an IMS was focused as a research topic by several authors adopting case studies as research methods and addressing companies operating in disparate activity sectors such as those conducted by Brendler and Brandli (2011) in an apparel company, Giacomello et al (2014) and Masood et al (2014) in building companies, Rotaru et al (2005) in the food industry, Lobonţ and Pascu (2012) in higher education institutions, Marques et al (2014) in a waste treatment facility, Mehrabi et al (2013) in a power management company, Satolo et al (2013) in a Brazilian sugar and ethanol manufacturing unit, Walker and McAleer (2014) in a council’s waste management service, von Ahsen (2014) in the automotive industry, López-Fresno (2010) in the airline industry, Khanna et al (2010) in Indian organizations, Bernardo et al (2016) in Greek companies and Vitoreli and Carpinetti (2013) in multiple companies. Amid the studied features, the main motivations (Domingues et al , 2011a, 2014; Simon et al , 2012), drawbacks (Domingues et al , 2012, 2014; Simon et al , 2014b), expected benefits (Bernardo et al , 2015; Carvalho et al , 2015; Zeng et al , 2011), critical success factors (Domingues et al , 2011b; Sampaio et al , 2012), the integration strategies (Bernardo et al , 2011; Ivanova et al , 2014; Karapetrovic, 2002), the integration levels (Abad et al , 2014; Jørgensen et al , 2006), models (Bernardo, 2014; El Idrissi et al , 2014; Olaru, Maier, Nicoarǎ and Maier, 2014; Rebelo et al , 2014) and the extension to other sector specific requirements (Roessler et al , 2014) were widely reported.…”