The emerge of several management systems in business practice, such as quality management, financial management, human resource management, safety management etc. have introduced individual approaches to the organisations’ structures and operability, that may lead to conflicts and controversies. Moreover, the contemporary challenging and competitive environment, both in the private and the public sectors, require more compact and flexible structures and processes that will enhance the organisational effectiveness and efficiency. The appropriate adoption of risk and quality management fundamentals to the organisational context and the development of an internal triangulation process can serve such a need. The paper reviews the principles of risk and quality management and follows a reasoning that results to the development of a compact and operational organisational structure, which ensures sustenance through a defined coordination of the planning, operating and monitoring activities in an organisation. The quality cycle of Plan–Do–Check–Act along with the risk cycle of identifying hazards, assessing risks, implementing measures and establishing monitoring for new hazards and risk levels’ increase, can comprise the basis for business reformation, addressing the smooth interrelationships of all management areas required by the company’s objectives.
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