A study of EMS implementation in Spain pointed toward benefits in terms of internal communications and decision making. Personnel competency increased as a wider range of responsibilities were delegated. The amount of delegation, or decentralization, was seen in varying degrees across a company. The variation was dependent on the individual to whom the delegated authority was given.
In addition to the above, companies implementing an EMS took on a more process- oriented approach and more formalized systems of planning and control. These changes were not just at the operator level but were seen across the company as a whole.
(López-Fernández, M. C. and Serrano-Bedia, A. M., Organizational Consequences of Implementing an ISO 14001 Environmental Management System: An Empirical Analysis Organization and Environment , Vol. 20, No. 4, 2007, pp. 440-459)
A study of United Kingdom manufacturers showed how the organizational culture affects EMS implementation. Four main areas of influence were identified: people, processes, structures, and environment.
In their summary, the authors note that there are “four dimensions of organizational culture that play a vital role in ISO 14001 implementation and maintenance.”
The authors suggest that managers:
• “Identify present organizational culture using people, process, structures, and environment for this assessment…
• “Prioritize the key areas and conduct force-field analysis in order to anticipate the strengths and weaknesses of organizational culture on implementation…
• “Plan the transition towards ‘desired’ culture…
• “Align the ISO 14001 program with the prevailing organizational culture…
• “Build the EMS around the environmental aspect/impact assessment….”
(Balzarova, M. A., et al. “How Organisational Culture Impacts on the Implementation of ISO 14001:1996--A UK Multiple-Case View,” Journal of Manufacturing Technology Management, Vol. 17, No. 1, 2006, pp. 89-103)
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