Edmund Pawłowski

Designing and Management of Intelligent, Autonomous Environment (IAE): The Research Framework

This paper focuses on designing, building, and developing of Intelligent Autonomous Environment (IAE). IAE is a system of integrated industrial buildings, or a residential district, or a shopping district, etc., defined as an intelligent environment that has all systems of self-steering and adaptation. Adaptation concerns reaction on changes both in external and internal environment. This paper is a part of a larger research project called “Innovative Management System of Designing, Building, Maintenance and Development of IAE”. The paper presents the research framework of the project. The research model assumes: 1. The management system of IAE covers the whole cycle of IAE life (designing, building, maintenance and development), 2. Model of IAE management system includes five reference models: 1/Functional, 2/Organizational Structure, 3/Processes and Standards of IAE, 4/Methods and Technics of Management, 5/Computer Systems, 3. The management system of IAE is based on Agile methodology with the aim to ensure the agility of the system in all phases of cycle life of IAE.

Methodology of Shaping the Agility of the Intelligent Autonomous Environment Management System

Intelligent Autonomous Environment (IAE) is a complex of intelligent buildings. It is a smart system. Any project requires management system. Our interest is about equipping management system of IAE into features of agility. Agility is characterized by its four dimensions: brightness, flexibility, intelligence and shrewdness. Agile systems are focused on recognition and using opportunities. This gives them competitive advantage in turbulent environment as such environment generates both threats and opportunities. To design an agile system a methodology is needed. What we propose is to use an ontological approach to decompose the four dimensions into functions oriented on agility. This paper is limited only to two of the dimensions namely brightness and shrewdness.

Complementarity of Modern Management Methods and Tools, and Its Impact on Economic and Organizational Performance of Enterprises. Empirical Results from Polish Enterprises

This paper focuses on presenting the results of research on the complementarity of modern management methods and tools, and its impact on economic and organizational performance of enterprises. As it was presented in author’s previous papers the organizational progress of enterprises and the progress in knowledge management requires a deliberate and systematic management actions. In enterprises, theoretical and practical knowledge of managers regarding modern management methods and techniques is often superficial, limited to the level of general concepts and slogans. There is a competitive gap regarding organizational innovation and knowledge management associated with not using modern management methods and tools (or failure of their implementation). In the work, the author present the theoretical model of complementarity of modern management methods and tools and sets a hypothesis that complementarity of modern management methods and their tools is leading to conditional or unconditional application of individual pairs of management methods and tools. The theoretical model and its impact on economic and organizational performance of enterprises has been verified in empirical research projects undertaken at the Faculty of Engineering Management of Poznan University of Technology from 2014, called “Determinants of implementing modern methods and techniques of management in Polish enterprises”. The empirical research surveyed 150 of enterprises represented Polish economy. There are four parts of the paper: 1. Introduction (problem statement, objective of the study, significance of the study). 2. Literature review and conceptualization of research model of complementarity of modern management methods and tools. 3. Description of empirical research approach, methods and presentation of findings. 4. Conclusions.

Organizational Structure and Agile Enterprise. Anticipated Effects and Empirical Results from Polish Enterprises

This paper focuses on an organizational structure in a context of agile enterprises with the aim of summarizing the theoretical postulates and their empirical verification. The theoretical model of agile enterprise is described in four dimensions: 1. Shrewdness of the enterprise, 2. Resource flexibility 3. Enterprise’s intelligence. 4. Smartness of the enterprise. These agile dimensions are interpreted from the “Aston concept” of five dimensions of an organizational structure: 1. Configuration, 2. Specialization, 3. Centralization, 4. Standardization, and 5. Formalization. The theoretical model of anticipated effects of agile in organizational structure has been verified as a part of two larger empirical research projects undertaken at the Faculty of Engineering Management of Poznan University of Technology. The first project from 2012, called “Adjustment of enterprises’ management systems to knowledge-based economy”, and the second one from 2014, called “Determinants of implementing modern methods and technics of management in Polish enterprises”. The both empirical research surveyed 150 of enterprises represented Polish economy.