Ewa Kowalska-Napora

The Technical University in Opole, Faculty of Logistics
Higher School of Banking in Chorzow, Faculty of Logistics

Architecture of the Logistics Network

in the Distribution of Non-parametric

To my Friend and Mentor, Professor Stanis

ław Tkaczyk

Introduction

While defining the ways to solve a problem one needs to

define it, i.e. to describe the necessity of changes (or its
solution), to find out and define possible alternatives and/or
possible optimizations etc.; in this way, one could enumerate
the specifics and/or the applicable procedures indefinitely.

In order to define anything, one must know what a given

notion refers to as well as in what space is occurs. If we
know the initial conditions – we are able to pick out the
options of the alternation ranking criteria in the selected
areas of answers.

Well, it seems there is nothing special there, – but still the

thing has not been fully defined nor confidence given as to
whether the problem has been accurately assessed by us.

We define a problem so as to solve it in the most optimal

way. Such is the assumption, whereas in reality an attempt of
its optimization refers to the modeled space of the answers,
and the more precise the model is, the less unified it
becomes, being mostly connected with the assessment
variant, always based on the selected parameters, which are
also liable to some form of change, changing their actual
ranges, or being able, due to the observer’s level of diligence,
to exclude the estimation error.

The paper author could be able to write, in this way, for

a very long period of time, what, obviously, could not help
the text to become more and more comprehensible in any
way, shifting it into the area of the texts usually defined as
pretty embroiled instead. In this way, so as to stop the
process of interlacement of normal, up to a point, reasoning
in the reception of the local environment, it deems necessary
to put a full-stop here and state that it is the size of the
model, which lets us impose more tabs on the eyes and –
make more serious mistakes in the process of test estimation.

In the conditions of informal logics it would be much

easier to argue with the help of a mechanism and/or various
differential equations, but what we have here is some
sensitivity of the attributes and the Lapunov co-efficient.

So let us put a full-stop here and make an attempt to define

the research problem of these considerations, so laborious
and difficult to read.

In respect to the incremental value of time, what undergoes

the process of change is the value of the answer to the
question concerning the assessment of the issues of the
problem and the target.

The question raised by the paper author looks as follows: is

it possible to define the non-parametric distribution in
general; and how may its re-definition influence the
appropriate formation of the notions of value and quality?

The notion of value is to be understood as a logistic value,

as we assume we are an open system and we actively form
relations in a network, which shape the reception of the
notion quality/price.

Let us start from the basics – how can one perceive the

notion of logistic value?

Value vs. Logistic Quality,

and the Estimation of the Response Field

Any process can be assumed as a logistic one when the

distribution, the state, and the flows of its components i.e.
people, material goods, information and financial means
would require coordination with other processes because of
the criteria of localization, time, costs and/or effectiveness of
fulfillment of the desired target of an organization [Kraw-
czyk 2001, p. 34, see: Tkaczyk 2000, p. 43–52].

With the help of an experiment, there is a possibility to

indicate and name the decisional components influencing
parametrical process changes, and – in this way – shaping the
final effect expressed as a product result. Border process
parameter typing allows to generate these basic components
which, when verified, will help in the attainment of the
desired product patterns (fig. 1) [Kasiewicz 2002, p. 172,
see: Kowalska- Napora 2008, Kowalska-Napora 2011a,

p. 170].

p

m,n

–m, n parameter fields; f(s)– re-allocation.

Fig. 1. Specification of border limits and subsequent approach to
the estimated values. Source: D.M. Upton, Designing, Managing
and Improving Operations, Prentice Hall, New York 1998, p. 12.

In this way we can talk about an attempt to define the

influence of possible decisional changes in respect of the
estimated limit of the process in question [Kacprzyk 2004,
p. 20–

21, Szołtysek, Kowalska-Napora 2008, p. 75] and is

subsequent formation of product quality/value (fig 2).

At the beginning it is necessary to describe the difference

between two semantically close notions i.e. product quality
and product value. A customer expects quality to be hidden

Logistyka – nauka

Logistyka 5/2013

106

in a product but, in the moment of its purchase, the product
value is bought. This value-accepting approach to a product
is to be understood much larger than one’s concentration on
the product quality aspect only. Quality is what we search
for, whereas value – what we buy and what we are willing to
pay for.

In this way, while looking for a definition estimating the

relative value of a product, a problem of triple nature
emerges:
– what is quality?
– what is value?
– what reference points to the two notions can be found?

The culmination of a correctly-solved problem should be

a decision. Its perception ought to be based upon the
structure of the problem and the expected results after it has
been solved. Any decision ought to be the result of the
process of decision-making, i.e. the processing of intentions
into action goals, where the goals are to define the required
changes in respect to a situation and/or person. In other
words, the process of decision-taking means an activity,
consciously selected from a number of accessible alternatives
in order to attain the required goal/s/ in the manner
understood as optimal [Penc 2007, p. 158, Tracy, Thompson
2012, p. 43].

logistic product maintenance

physical

outlook of
product

shape, color, size,
technology, chemical
features, biological
features, product
durability

product availability, product amount,
product condition, place of delivery,
time of delivery, form of product order,
access to information, reliablity and
credibility of supply, flexibility of
supply, duration of supply, packaging
of goods, installation in the customer’s
premises, repairs and spare parts
supply, warranty and replace of worn
parts, other activities

Fig 2. The function of logistics in the formation of value for
a product. Source:

M. Ciesielski, J. Długosz (red.), Strategie

łańcuchów dostaw [Chain Supply Strategies], PWE, Warszawa
2010, p. 71.

Successful managers do not take too many decisions;

instead, they concentrate upon the issues recognized as
particularly important. They try to undertake only a few most
salient decisions, normally placed upon the highest level of
generality. They make an attempt to find a relatively stable
point, so as to consider it on the strategic (i.e. general) level
rather than simply solve the problem [Drucker 2007, p. 7].

Many people appear to reveal natural disposition to notice

the oncoming differences. We are able to discover the
important differences only by means of contrasting them
with one of the elements common to all of the compared
issues, what lets spot the differences in a much easier way
(…). A category is a collection of elements with one basic
feature, common to all of them. Categories perform an
important function in the process of perception and cognition
of the local environment by us (fig. 3) [Zaltman, Zaltman
2010, p. 58].

Taking the competitive point of view, value appears to be

equivalent to the price potential customers are willing to pay
for the product offered to them by a firm. The goal of any
general strategy is the formation of possibilities helpful to
form a bid for a good to be offered to the customers, whereby
its value will exceed the cost if its production (…). In this
way the identification of any value-connected activities will
require the formation of separate categories of technolo-
gically and strategically differentiated tasks [Porter 2006,
p. 64–67].

The process of decision taking is more effective, and its

quality appears to be more coherent when various decision-
taking procedures have been formed. In case such a process
has not been properly organized, any decision will usually
reveal its ad hoc character [Drucker 2007, p. 23].

Level 0

Level I

Level n

n=I

Fig. 3. Networking. Source: own elaboration on the grounds of
E. Kowalska-Napora, Sposoby odczytu informacji i ich rola w bu-
dowa

niu strategii jakości, [Forms of Information Decoding and

Their Function in Development of Quality Strategy], [in:] J. Kisiel-
nicki, W. Chmie

larz, T. Parys (ed.): Informatyka w przyszłości

[IT in Future], Wy

dział Zarządzania Uniwersytetu Warszawskiego,

Warszawa 2010, pass. 3.2., pp. 193–202.

As one can read in S.P. Robbins, the shortest distance

between any two points is always covered by a straight line.
Similarly, being rational means the shortest distance from the
place you are now at to the place you would like to be
[Robbins 2005, p. 16].

The decisional space is shaped in the n-dimensional form

within the same infinite number of dimensions. In the area of
recognized and limited space, which aims towards infinity,
there can either be performed just a few, or an infinite
number of objective functions.

Depending on the reference system and the parameters

used to describe the space, there take place the calculations
concerning the approximate number of the objective
functions, the degree of their mutual dependence and/or
abolition, and the specific features of the parameters used to
describe it (fig. 4) [Kowalska- Napora 2010b, pp. 35–47].

In this way it is possible to produce six consecutive stages

of the process of rational decision-taking [Drucker 2007,
p. 8–9]:
– recognize and define the problem;
– recognize the decisional criteria;
– find out the criteria values;
– elaborate possible solutions;
– assess the applicability of each of the possible solutions;
– select the possibility, which has earned the highest mark.

Logistyka – nauka

Logistyka 5/2013

107

time

Value
logistics

I

n

Fig. 4. The estimated values of the functions in the estimated field
I, n. Source: own elaboration.

The Project Assumptions

The most important features of a logistic project should

include [Kasperek 2008, p. 44]:
– necessity to take into account logistic conflicts (cost trade

offs);

– inclusion of the total logistic costs at the stage of project

analysis, in the form of a decisional criterion;

– necessity of adaptation management;
– necessity of the construction dedicated to the project

methodology at the stage of its practical realization;

– necessity to define the level of customer service offered

as a result of the project practical realization as well as
during the project performance;

– definition of the function and localization of the logistic

project in the organizational structure of the enterprise.

The most important features of project classification are as

follows [see Kasperek 2006]:
– subject classification;
– classification due to the degree of impact;
– classification due to the duration of project performance;

Whereas project costs and its relative value are- and will

remain- speculative [Tkaczyk S., Kowalska-Napora 2012,
p. 38].

The problem of value identification and logistic quality

refers to the two aspects in the area of the client case and the
iceberg theory (fig. 5).

Oportunity
cost

Emotions

value

Fig. 5. Perception of value and logistic quality of product. Source:
own elaboration.

The change does not only concern time development, but

also space differentiation [Kowalska- Napora 2010c,

p. 86–87].

This differentiation, that is space individualization, is the

result of influence of a highly organized set of components,
which mostly includes the substances of biological,
functional and technological nature, .i.e. the ones basically
connected with the rational sphere of human activity [Tkocz
2007, p. 46].

Developmental trends of enterprises and their ‘co-

operation’-based conditionings may be recounted by clusters,
their structure and flow characteristics [Kowalska- Napora
2010a, p. 104–117].

When the nature of the random event which actually

occurred has already been discovered, its stable
consequences take the shape of a physical law at any level,
with the exception of the most basic one [Gell-Mann1996, p.
189. Barrow2008, p. 136].

The expression ‘event space’ means that all possible

results of a random process will be considered as points
placed in a space. In simpler situations such a space may
include just a few points, but it can also be an infinite
continuum in case of more complex situations [Mlodinow
2009, p. 64].

The Author’s explications

An important task in the process of strategy construction

upon many different structural levels is the estimation of the
purpose or function of a set of objectives [Krawiec 2011,

p. 96, Cieślicki 2001, p. 13, Collins J.C., Porras 2003, p. 140,
Pfeffer 2011, p. 48].

A limitation of conventional mathematics in respect to its

inconsistency with the ways of reasoning observed in
humans allowed for the development of multivariate and
non-formal logics.

A claim that certain logical rules are, in a way, ‘written’ in

the human mind appears to be just a simple and intuitively
obvious generalization, whereby the generally accepted in
developmental psychology functionalism assumes the human
mind to be a ‘device’ directly responsible for all the
operations carried out within symbolic structures [Mackie-
wicz 2000, p. 39].

Some data stored in human mind, useful to carry out an

assessment, appear to be permanently more expressive than
some other ones, what means their influence upon the
assessment is larger and more direct than the remaining,
occasionally used, data, if only they have been logically
associated with an aspect of a situation in which the
assessment takes place [Trzeb

ińska 2008, p. 47].

In the process of decoding, interpreting and agreeing on

the importance of the meaning of symbolic behaviors, it is
human empathy and one’s ability to consider a situation from
the point of view of some other person, which are claimed to
be performing pretty salient functions (…). One can talk
about impression manipulation here [Szacka 2003, p.127].

Most of the people positively perceive themselves, the

environment they live in and their future live. The strategies
of self-deception we use to handle negative information,
which clearly oppose our positive outlook of the environ-
ment, contain defensive mechanisms, such as negation,
denial and/or positive delusions [Carr 2009, p. 124].

Logistyka – nauka

Logistyka 5/2013

108

The activities of self-balanced people stand in agreement

with their words. Such people behave in a responsible way,
and reveal the sense of perspective, generally called
‘common sense’ (…). The sense of perspective refers to an
ability to observe the activities from a distance [Blum 2009,
p. 37].

In the majority of cases, the problem of existence of the

measuring function, i.e. logically understood action of
measuring a thing does not fully refer to the value just
measured, and the obtained figures are only pseudo-
indicators, which, actually, do not inform about anything
[Stachowski 2000, p. 98–99].

Therefore, the context of understanding the text and the

forms of value interpretation is supposed to include the
fol

lowing levels [Kostera, Śliwa 2010, p. 95–96]:

– the level of one’s physical and personal perception;
– the level of high- and low contextual comprehension;
– the level of the understanding of time.

The technical interpretation of the act of reasoning, i.e.

changing it into a tool bringing forth positive benefits in the
shape of the desired changes, can not only be an end in itself,
clearly separated from the current activity, but also its anti-
pole, being at most a preliminary condition for an action to
occur [Bastek 2010, p. 33–34, Terelak 2005, p. 97].

Doubting in the existence of sensual or imagined things

reveals the signs of pretense; how could one doubt in a thing
evoking doubt without its real [physical] existence – I know
that something exists, because I doubt in it [Bastek 2010,
p. 132–133].

There exists some form of system balance, which

expresses itself by means of a level of a physical, emotional,
social and moral state of things. However, this balance is
a changeable, not a stable one [Zaltman, Zaltman 2010, p. 71].

It has to emerge from the inside and be perceived as a way

leading from the inside towards the outside of the perception-
forming and decisional structures.

Cognitive demagoguery itself poses a lot of difficulty, not

only as a result of fallibility and high-contextual over-
interpretation, but also because of the multilayer structure of
a message [Kowalska-Napora 2012, pp. 12–36].

One more problem is the identification of the set of criteria

used to describe the levels of inter-dependence, or ranges
applied to define the fundamental values (fig. 6), such as
happiness, a logistic value, development, quality and forms
of its interpretation etc.

Fig. 6. The balance level and the practical realization of the
objective function. Source: own elaboration after S. Tkaczyk,

I. Głażewska, Quality management: selected aspects: a study
prepared in fulfilment of the goals of the Centre of Quality Studies
at the Faculty of Management, Warsaw University of Technology,
Faculty of Management, Dom Wydawniczy Elipsa, Warszawa
2010, p. 33–69.

Just as one defines the levels of context and information

readability, one often makes an attempt to decode and re-
classify the data upon the own (inherently-formed) language
of the system.

This is also a place, while taking into account the

generalization of the long-term goal, which has been
accomplished by means of the project practical realization,
where a logistic project can be defined as cost-depending,
time-depending and organization-depending endeavor aiming
at the practical realization of a single and unique activity
which is to optimize some earlier defined logistic process
[Kasperek 2008, pp. 42–58. Kowalska-

Napora, Szołtysek

2009, pp. 86–94. Tkaczyk, Kowalska-Napora 2008, p. 77–80].

Abstract

The paper discusses various aspects concerning the

assessment of possibilities of the formation of a system of
logistic values and qualities on the grounds of the existing
nonparametric distribution conditions. The decisions taken in
regard to the discharge in space take the shape of poly-
nominal functions of order so the problem of parametrical
relocation and reference systems may be of relevance and
effectiveness of chain actions taken.
Keywords: nonparametric distribution, logistics value, field
assessment decision.

Architecture of the Logistics Network

in the Distribution of Non-parametric

SUMMARY

As it has been written by the author, the system of creating

values equally includes individual, integrated with each other
chains of values of individual links, which on the one hand
have to be flexible and respond quickly to changes in
demand, and at the same time create a value on both the local
markets, as well as globally. This paper analyzes the impact
of behavior patterns of links onto the value and quality
created in the network of cooperating links. With its issues
the paper touches upon the aspects of quality management on
macro-scale and it interprets the phenomena of quality
influence on the added value in the network.The research
novelty here is the constitution of the quality criterion as
intangible and subjected values. As it has been written by the
author, while determining ways to solve a problem you need
to define the problem, identify the need for change-as well as
its solution, defining alternatives. The paper touches upon
the problems of identification the function of an object,
selecting its sets and its cancelling, in such characteristics –
so as to categorize properly the scope of a decision. The
problematic novelty of the analysis is selecting the estimated
value and its impact on the extent of target optimization
within the sensitivity area.
Keywords: architekture, network, distribution, sensitivity
area.

Logistyka – nauka

Logistyka 5/2013

109

Architektur Logistik Network

in nicht parametrischem Vertrieb

KURZFASSUNG

Wie von den Autor geschrieben, der Wertkreationssystem

enthaltet sowohl individual als auch integriert miteinander
verwandte Wertketten, die einerseits elastisch sein und
schnell auf die Änderungen wenn notwendig reagieren
müssen, andererseits sowohl am lokalen Markt als auch am
globalen Markt das Wert erschaffen. Der Artikel analysiert
den Einfluss der Verhaltensbeziehung auf den Wert und die
Qualität im mitfühlenden Beziehungsnetwork. Der Artikel
spricht die Aspekten der in Makroskala Qualitätsverwaltung
an und interpretiert den Phänomen des Einfluss der Qualität
auf das zugebenden Wert im Network. Die Forschungs-
neuheit ist die Konstitution des Qualitätskriteriums als
immaterielle und anfällige Werte. Wie von den Autor ge-
schrieben, während der Bestimmung der arten der Problem-
lösung ist es nötig um das Problem zu definieren, die
Änderungsnotwendigkeit zu indentifinierien und die Lösung
auch, alternativ definieren. Der Artikel spricht das Iden-
tifikationsproblem der Objektfunktion, die Kombination-
selektion und die Annullierung an, in solchen Charakte-
ristiken, um der Entscheidungsbereich entsprechend zu
kategorisieren. Die problematische Neuheit der Analyse
ist die Selektion des Schätzwerts und ihrer Einfluss auf
die Optimierungsstufe im Sensibilitätsbereich.
Stichwörter: architektur, network, distribution, sensibilitäts-
feld.

R

EFERENCES

1. Barrow J.D., 2008,

Księga nieskończoności [The Book of

Infinity

], Prószyński i S-ka, Warszawa.

2. Bastek A., 2010,

Poza egzystencjalną i nieegzystencjalną

interpretacją przedmiotu [Beyond Existential and Non-
Existential Interpretation of Thing], Wydawnictwo Uniwersyte-
t

u Warmińsko- Mazurskiego w Olsztynie, Olsztyn.

3. Blum R., 2009, Psychologia pozytywna w praktyce. 6 cnót

głównych i 24 siły dające szczęście [Positive Psychology in
Practice. Six Main Virtues and Twenty Four Happiness Giving
Strengths], KDC Klub dla Ciebie, Warszawa.

4. Carr A., 2009,

Psychologia pozytywna. Nauka o szczęściu i

ludzkich siłach [Positive Psychology, The Science on Happiness
and Human Strengths

], Wydawnictwo Zysk i Spółka, Poznań.

5.

Ciesielski M., Długosz J. (red.), 2010, Strategie łańcuchów
dostaw [Chain Supply Strategies], PWE, Warszawa.

6.

Cieślicki M., 2001, O zarządzaniu słów kilka [A Few Remarks
on Managing

], Wyższa Szkoła Biznesu w Gorzowie Wielko-

polskim, Gorzów Wielkopolski.

7. Collins J.C., Porras J.I., 2003, Wizjonerskie organizacje [Visio-

nary organizations], Business SPM-

Project, Wrocław.

8. Drucker P.F., 2007, Podejmowanie skutecznych decyzji [Taking

Effective Decisions] [in:] Podejmowanie decyzji [Taking Deci-
sions], Harvard Business School Press, Helion, Gliwice,

pp. 7–28.

9. Gell-Mann M., 1996, Kwark i Jaguar [A Quark and a Jaguar],

Wydawnictwo CIS, Warszawa.

10. Kacprzyk J., 2004, Wieloetapowe sterowanie rozmyte [Multi-

stadial Fuzzy Control], WNT Warszawa.

11. Kasiewicz S., 2002,

Zarządzanie operacyjne w dobie globali-

zacji [Operational Management in the Times of Globalisation],
Difin, Warszawa.

12. Kasperek M., 2006, Planowanie i organizacja projektów logi-

stycznych [Planning and Organization of Logistic Projects],
Akademia Ekonomiczna w Katowicach, Katowice.

13. Kasperek M., 2008, Projekty logistyczne- nowe wyzwanie dla

logistyki XXI w. [Logistic Projects; a New Challenge of the 21
Century], [in:] Jaworski J., Rytlewski A. (ed.): Funkcjonowanie
systemów logistycznych [The Functioning of Logistic Systems],

Prace Naukowe Wyższej Szkoły Bankowej w Gdańsku, Volu-
me II, Warszawa.

14.

Kostera M., Śliwa M., 2010, Zarządzanie w XXI wieku. Jakość,

twórczość, kultura [Management in the 21 Century. Quality,
Creation, Culture], Wydawnictwa Akademickie i Profesjonal-
ne, Warszawa.

15. Kowalska-Napora E., 2010a, ABM w systemach logistycznych

jako sposób na optymalizację procesów wytwarzania [ABM in
Logistic Systems as a Way for the Optimization of Production
Processes

], [in:] Kiełtyka L. (ed.), Rozwój i doskonalenie

funkcjonowani

a przedsiębiorstw [Development and Better

Functioning of Enterprises], Volume II, Difin, Warszawa,
pp. 104–117.

16. Kowalska-Napora E., 2010b, The Cost Eefficiency of the

Chosen Knot in the Logistic Net, [in:] Grzybowska K. (red.),
New Insights into Suplly Chain, Monograph, Publishing House

of Poznan University of Technology, Poznań, pp. 35–47.

17. Kowalska-Napora E., 2008,

Diagnostyka zarządzania pro-

cesem, jako źródło innowacji [The Diagnostics of Process
Management as a Source of Innovation], „Logistyka”, nr 5,
pp. 78–80.

18. Kowalska-Napora E., 2011a,

Jednolitość decyzji w łańcuchu

dostaw w przestrzeni wirtualnej [Decision Uniformity in the
Supply Chain in Virtual Space], [in:] Adamik A. (ed.),

Kształtowanie konkurencyjności i przewagi konkurencyjnej

małych i średnich przedsiębiorstw [Forming the Issues of
Competition and Competition Advantage in Small and Middle
Business Enterprises], C.H. Beck, Warszawa, pp. 170–184.

19. Kowalska-Napora E., 2012, Projektowanie procesów logistycz-

nych [Projecting Logistic Processes], Economicus, Szczecin.

20. Kowalska-Napora E., 2010c, Projektowanie procesów transpor-

towych [Projecting Transport Processes], „Eurologistics”, nr 4,
pp. 86–87.

21. Kowalska- Napora E., 2010d, Sposoby odczytu informacji i ich

rola w budowaniu strategii jakości [Forms of Information
Decoding and Their Function in Development of Quality
Strategy], [in:] Kisielnicki J., Chmielarz W., Parys T. (ed.),

Informatyka q przyszłości [IT in Future], Wydział Zarządzania
Uniwersytetu Warszawskiego, Warszawa, pp. 193–202.

22. Kowalska-

Napora E., Szołtysek J., 2009, W poszukiwaniu

doskonałego zarządzania, czyli na styku wieloznaczności

strategii jakości [In Search of Perfect Management; at the
Crossroads of Ambiguity of the Quality Strategy], „

Zarządzanie

Jakością”, nr 17–18, pp. 86–94.

23. Krawczyk S., 2001,

Zarządzanie procesami logistycznymi

[Managing Logistic Processes], PWE, Warszawa.

24. Krawiec F., 2011,

Zarządzanie strategią firmy [Firm Strategy

Managiement], Difin, Warszawa.

Logistyka – nauka

Logistyka 5/2013

110

25. Mackiewicz R., 2000, Rozumowanie warunkowe w interpretacji

te

orii modeli umysłowych [Conditional Reasoning in the

Interpretation of Mental Models Theory], Towarzystwo Nauko-
we Katolickiego Uniwersytetu Lubelskiego, Lublin.

26. Mlodinow L., 2009,

Matematyka niepewności [The Mathe-

matics of Uncertainty

], Prószyński i S-ka, Warszawa.

27. Penc J., 2007, Decyzje i zmiany w organizacji. W poszukiwaniu

skutecznych sposobów działania [Decisions and Changes in
Organization; in Search of More Effective Forms of Activity],
Difin, Warszawa.

28. Pfeffer J., 2011,

Władza, dlaczego jedni ją mają, a inni nie

[Power; Why Some Have it and Others Don’t], One Press
Exlusive, Gliwice.

29. Porter M.E., 2006,

Przewaga konkurencyjna. Osiąganie i

utrzymywanie lepszych wyników [Competitive Advantage.
Achievement and Maintenance of Better Results], One Press,
VIP, Helion Gliwice 2006.

30. Robbins P.S., 2005, Skuteczne podejmowanie decyzji [Effective

Decision Taking], PWE, Warszawa.

31. Stachowski R., 2000,

Historia współczesnej myśli psycholo-

gicznej. Od Wundta do czasów najnowszych [Contemporary
History of Psychological Thought. From Wundt to Modern
Times], Wydawnictwo Naukowe Scholar, Warszawa.

32. Szacka B., 2003, Wprowadzenie do socjologii [Introduction to

Sociology], Oficyna Naukowa, Warszawa

33.

Szołtysek J., Kowalska-Napora E., 2008, Translacja modelowa-
inteligencja modelowa-

a problematyka zarządzania proce-

sowego [Modelling Translation; Modelling Intelligence and the
Problems of Process Management], „

Zarządzanie Jakością”,

nr 4, pp. 74–78.

34. Terelak J.F., 2005,

Psychologia organizacji i zarządzania [Psy-

chology of Organization and Management], Difin, Warszawa.

35.

Tkaczyk St., Głażewska I., 2010, Quality management: selected
aspects: a study prepared in fulfilment of the goals of the Centre
of Quality Studies at the Faculty of Management, Warsaw
University of Technology. Faculty of Management, Dom
Wydawniczy Elipsa, Warszawa.

36. Tkaczyk S., 2000,

Inżynieria jakości a inżynieria materiałowa

[Quality vs. Material Engineering

], Instytut Organizacji i Zarzą-

dzania w Przemyśle „Orgmasz”, Warszawa.

37. Tkaczyk S., Kowalska-Napora E., 2008,

Diagnostyka zarządza-

nia procesowego jako źródło doskonalenia strategii wytwórczej
–

ujęcie teoretyczne [Diagnostic Process Management as

a Source of Manufacturing Improvement Stratregies; A Theore-
tical Approach], Logistyka, 3, pp. 77-80.

38. Tkaczyk S., Kowalska-Napora E., 2012,

Strategia zarządzania

jakością [Strategy of Quality Management], Difin, Warszawa.

39. Tkocz J., 2007,

Podstawy geografii społeczno- ekonomicznej.

Wykład teoretyczny [The Basics of Social and Economical
Geography. A Theoretical Lecture],

Uniwersytet Śląski, Kato-

wice.

40. Tracy B., Thompson M., 2012,

A teraz stwórz wielką firmę. 7

sposobów maksymalizacji zysków na każdym rynku [And Now
It’s Your Time to Have a Big Firm. Seven Ways to Maximize
Profit in Each Market], MT Biznes, Warszawa.

41. Tr

zebińska E., 2008, Psychologia pozytywna [Positive Psycho-

logy], Wydawnictwa Akademickie i Profesjonalne, Warszawa.

42. Upton D.M., 1998, Designing, Managing and Improving

Operations, Prentice Hall, New York.

43. Zaltman G., Zaltman L., 2010, Metafory w marketingu. Jak

przeniknąć umysły klientów dzięki metaforom głębokim
[Metaphors in marketing. How to Penetrate Customers’ Minds
with the help of Deep metaphors], Dom Wydawniczy Rebis,

Poznań.

Logistyka – nauka

Logistyka 5/2013

111