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    The Executive’S Guide to Creating and Implementing an Integrated Management System: Optimally and Synergistically Incorporating Iso and Corporate Responsibility Management Standards in Response to an Ethical Imperative
    The Executive’S Guide to Creating and Implementing an Integrated Management System: Optimally and Synergistically Incorporating Iso and Corporate Responsibility Management Standards in Response to an Ethical Imperative
    The Executive’S Guide to Creating and Implementing an Integrated Management System: Optimally and Synergistically Incorporating Iso and Corporate Responsibility Management Standards in Response to an Ethical Imperative
    Ebook248 pages2 hours

    The Executive’S Guide to Creating and Implementing an Integrated Management System: Optimally and Synergistically Incorporating Iso and Corporate Responsibility Management Standards in Response to an Ethical Imperative

    By Eugene A. Razzetti

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    About this ebook

    This book covers and revises subjects, texts, and checklists contained in my other four books, but with the goal that each of you creates an integrated management system (IMS). That is, that you optimally implement and employ applicable ISO International Standards without the redundancies and self-serving busy work that inevitably comes from separate free-standing standards. This book also highlights parts of my first book on ethics and corporate responsibility management. It reintroduces MVO 8000 as an essential pillar in the construction of an integrated management system.
    LanguageEnglish
    PublisherAuthorHouse
    Release dateMar 4, 2016
    ISBN9781504983006
    The Executive’S Guide to Creating and Implementing an Integrated Management System: Optimally and Synergistically Incorporating Iso and Corporate Responsibility Management Standards in Response to an Ethical Imperative
    Author

    Eugene A. Razzetti

    Eugene A. (Gene) Razzetti retired from the U.S. Navy as a Captain in 1992, a Vietnam Veteran and having had two at-sea and two major shore commands. Since then, he has been an independent management consultant, project manager, and ISO auditor. He became an adjunct military analyst with the Center for Naval Analyses after September 11, 2001. He has authored six management books, co-authored MVO 8000, a Corporate Responsibility Management Standard, and numerous journal articles related to management systems and the Department of Defense. He has served on boards and committees dealing with ethics and professionalism in the practice of management consulting. He is a senior member of the American Society for Quality (ASQ) and assisted the Government of Guatemala with markedly heightening the security posture of its two principal commercial port facilities.

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      Book preview

      The Executive’S Guide to Creating and Implementing an Integrated Management System - Eugene A. Razzetti

      The Executive’s Guide

      to Creating and Implementing an

      INTEGRATED

      MANAGEMENT

      SYSTEM

      Optimally and Synergistically

      Incorporating ISO

      and Corporate Responsibility

      Management Standards

      in response to an Ethical Imperative

      Eugene A. Razzetti

      42379.png

      AuthorHouse™

      1663 Liberty Drive

      Bloomington, IN 47403

      www.authorhouse.com

      Phone: 1 (800) 839-8640

      © 2016 Eugene A. Razzetti. All rights reserved.

      No part of this book may be reproduced, stored in a retrieval system, or transmitted by any means without the written permission of the author.

      Published by AuthorHouse   03/03/2016

      ISBN: 978-1-5049-8301-3 (sc)

      ISBN: 978-1-5049-8299-3 (hc)

      ISBN: 978-1-5049-8300-6 (e)

      Any people depicted in stock imagery provided by Thinkstock are models,

      and such images are being used for illustrative purposes only.

      Certain stock imagery © Thinkstock.

      Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

      Dedication

      Foreword

      Contents

      Dedication

      Foreword

      Introduction

      Section One Preparing For The Ims

      Chapter One: What Is An Integrated Management System?

      Chapter Two: Ims Building Blocks

      Section Two Constructing The Integrated Management System

      Chapter Three: Internal Auditing – The Heart Of The Ims

      Chapter Four: Quality Management

      Chapter Five: Environmental Management

      Chapter Six: Information Management - Get In Front Of This And Stay There

      Chapter Seven: Organizational Security Management

      Chapter Eight: Corporate Responsibility Management – Becoming A Good Company And A Better Neighbor

      Chapter Nine: Facilities Hardening And Contingency Planning

      Appendix One Organizational Security Management Checklist

      Appendix Two Sample Operating Procedure (Op) For Corporate Responsibility Management (Ref: Mvo 8000)

      Appendix A-1 Corporate Responsibility Management Internal Audit Checklist

      Appendix Three A Robust, Replicable, And Defensible Risk Management Strategy

      Appendix Four Glossary

      References

      Other Books By Eugene A. Razzetti

      About The Author

      Notes

      Introduction

      In recent years, even the most overconfident CEOs have acknowledged the success of structured management systems like ISO 9000, ISO 14000, and some of the others. Security management standards like ISO 27000 (Information Systems Security Management) and ISO 28000 (Supply Chain Security Management) respond to a global imperative that increases every day and can surge at any moment.

      In those same recent years, monumental company failures have both underscored the need and created the requirement for CEOs to operate their organizations in accordance with the highest standards of ethical conduct, moral leadership, and responsibility to the community. CEOs and CFOs are now being required to satisfy themselves and attest in writing regarding the veracity of their organization’s documentation. Reliance on outside auditors, to the exclusion of internal auditing and controls, inevitably leads to disaster. The ability to conduct effective internal audits is vital for the success of an organization.

      I have set up what I call Integrated Management Systems or IMS in client organizations, some juggling as many as four ISO Certifications; and both the clients and I have been very pleased with the results.

      Points to Remember

      ✓ An organization, large or small, public or private, should pledge itself to operate not only under the best management practices available, but under the highest standards of moral and ethical conduct as well.

      ✓ Organizations of any size or mission are vulnerable to cyber or physical attack

      ✓ An ethical imperative means a command to operate under an exacting set of ethical standards because it is the only morally appropriate action for professional managers to take

      ✓ The latter half of the twentieth century witnessed the growth of the right thing to do in Management¹

      ✓ Good companies are no longer defined solely in terms of profit or volume.

      ✓ Organizations can take a structured approach to Corporate Responsibility Management (CRM), just like the ISO Standards or any other structured best management practices.

      1. Combining ISO and CRM requirements

      Organizations need to recognize and accept all of the previously unseen responsibilities that involve good citizenship. It is neither easy nor automatic, but for an organization to be a good citizen, it must succeed across a spectrum of challenges that include (in addition to building a profitable business):

      • Community responsibility

      • Employee health, safety and quality of life

      • Environmental compliance.

      This book re-introduces MVO 8000, an International Standard which I had the privilege to help create and revise. It is not the intention of this Standard to replace the knowledge and skill of the CEO with a cookbook. Rather, it provides proactive CEOs with useful tools to run their organizations as good leaders, managers, and neighbors.

      Figure 1 MVO 8000 Corporate Responsibility Management System

      39158.png

      MVO 8000 specifies the framework for effective Corporate Responsibility Management. It enables organizations to formulate policies and objectives governing Corporate Responsibility, incorporating statutory and regulatory requirements, and the requirements of company personnel, stakeholders, suppliers, and the community. The Standard itself does not establish any specific ethical standards or values. MVO 8000 is applicable to every organization planning to:

      • Implement, maintain, and improve a Corporate Responsibility Management System

      • Comply with the established Corporate Responsibility policies

      • Have its Corporate Responsibility Management System certified by an external organization and recognized worldwide

      • Confirm by periodic audits that the Corporate Responsibility System is implemented and maintained in accordance with the Standard.

      Incorporating MVO 8000 with applicable ISO Standards into an IMS ensures that all processes developed reflect responsibility to the community, as well as technical and security superiority.

      Here is the first look at the table that links Corporate Responsibility Management or CRM with four of the most well-known ISO Management Standards. Table 1 provides the first look at how ISO Standards and standards of Corporate Responsibility Management can be integrated, for the benefit of everybody. It also shows the inter-relationship of the standards and the many opportunities for synergy.

      Table 1 Comparing the ISO Standards with MVO 8000, as part of the IMS

      2. The Ethical Imperative

      40686.png

      Ethics refers to well-based standards of right and wrong that prescribe what humans do, usually in terms of duties, principles, specific virtues, or benefits to society.²

      Webster defines an imperative as not to be avoided, expressing a command, commanding, compelling attention or action. You get the idea.

      The definitions above, taken together, describe four foundations in which ethics and ethical conduct can be seen:

      •

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