A set of guidelines or specifications known as “management system standards” can be used by businesses to manage their operations and procedures consistently and effectively. ISO 9001 (quality management), ISO 14001 (environmental management), and OHSAS 18001 are a few examples of management system standards (occupational health and safety management). These standards offer a framework that businesses can adhere to in order to enhance their overall performance and satisfy the demands of their clients, staff, and other stakeholders.
High-Level Structure
A structure for unifying and harmonizing management system standards is called the High-Level Structure (HLS). The International Organization for Standardization (ISO) introduced it in 2011 to offer a uniform framework for all management system standards. There are ten sections in the HLS, all of which are meant to be applicable to management system standards independent of the particular standard or industry sector. These are the sections:
- Scope – establishes the limitations and scope of the management system standard.
- Normative references – includes any additional paperwork needed to comply with the standard.
- Terms and definitions – essential terminology use in the standard are defined.
- Context of the organization – explains the company and the internal and external elements that might have an impact on the management system.
- Leadership – explains the level of dedication and leadership needed for the management system.
- Planning – explains the planning process for the management system, including the formulation of goals and targets.
- Support – Describes the infrastructure and resources required for the management system.
- Operation – explains the methods and procedures used to implement the management system.
- Performance evaluation – describes how to keep track of and evaluate the management system’s performance.
- Improvement – explains how to keep the management system improving.
Organizations can more easily apply various standards and integrate them into their entire management system since the HLS provides a common structure for all management system standards. As a result, the management system’s efficacy and efficiency are increase, and the expense and complexity of compliance are decrease.
HLS: High-Level Structure for Management System Standards
Yes, it is accurate. A structure for unifying and coordinating management system standards is called the High Level Structure (HLS). It was created in 2011 as a common framework for all management system standards by the International Organization for Standardization (ISO). With the HLS, firms should find it simpler to apply various standards and incorporate them into their entire management system. As a result, the management system’s efficacy and efficiency are increase, and the expense and complexity of compliance are decrease.
ISO Management System Standards High Level Structure
The International Organization for Standardization (ISO) created the High Level Structure (HLS) framework in 2011 to offer a uniform structure for all of its management system standards. The HLS is designed to simplify the integration of numerous ISO management system standards into an organization’s overall management system. Each ISO management system standard has a uniform format thanks to the HLS, which includes:
Quality management systems ISO 9001
Environmental management systems ISO 14001
Occupational health and safety management systems ISO 45001
Food safety management systems ISO 22000
Information security management systems ISO 27001
Medical devices – Quality management systems ISO 13485
Risk management – Principles and guidelines ISO 31000
Energy management systems ISO 50001
Business continuity management systems ISO 22301
Anti-bribery management systems ISO 37001
What are Some Examples of Structural Barriers in an Organization?
The term “overall organizational barriers” refers to restrictions on communication skills that could lead to a company’s commercial failure.
In organizations, there are many different types of structural barriers. For instance:
- Employers want candidates from particular universities.
- Businesses want MBAs from marketing staff members.
- Engineering degrees are a requirement for employment for engineers.
- Rigid hierarchical systems that prevent decision-making and communication.
- Limited possibilities for progress professionally or for advancement.
- Lack of inclusion and diversity in positions of leadership and decision-making.
- Underrepresented groups do not have enough resources or support.
- Rigid work schedules or restrictions that restrict some people’s ability to engage completely.
- Inadequate support for people with disabilities.
- Only employees at that site apply when a business with numerous offices or production facilities publishes a job opportunity there.
- A corporation seeking a new CEO announces that it would explore outside the organization for candidates. or the inverse.
- PhDs are a requirement for tenure-track teachers in universities. The university’s authority to terminate a professor when they have tenure is very constraine.
There is a tonne of structural obstacles. Some are, we hope, for a good cause. The effectiveness of some structural obstacles has been demonstrated. Others might not think so.
How Does an Organization Know Which Structure to Use?
An organization can choose which structure to adopt by taking into account a number of variables, including its size and complexity, the industry and market in which it works, and its aims and objectives. The organization might also think about how well certain structures fit with its culture and values, as well as their advantages and disadvantages. To find the best structure for their unique needs, the company may find it useful to do a formal assessment or study.
Conclusion:
The division and coordination of the tasks, roles, and duties within an organization is refer to as its structure. Different types of structures, including divisional, matrix, and functional ones, each have advantages and disadvantages and are better suite for certain shapes and sizes of organizations.