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Each structural unit provides the performance of specific business processes. Duties,
responsibilities for each activity of the structural unit are set and had
a sense of meaning only in
the context of a specific business process. Horizontal connections between structural units are
stronger in the view of process approach. The employee is responsible not only for his functions,
but also for every connected business processes. That is why, every result is important for the
parallel structural units.
This approach stresses the importance of business process management for the achievement
of organization’s tasks. However, Hammer and Champy, emphasizing on the active aspect, did
not take into account human component and the importance of change management (changes
can cause employees resistance).
in this regard, our contemporary Thomas Davenport, added
reengineering approach and defined it as “the invention of new strategies of activities
to identify real processes and changes in ll the complexity of its technological, human and
organizational components”.
It should be noted that both models of management business process – functional-structural
and process-role are used in different situations. Traditional functional management approach
is optimal for companies with a simple organizational structure,
when the entire business
process (or a significant part of it) is concentrated in a single structural unit. This approach
is suitable for companies with stable business processes, for example, in the market with low
competition.
Modern companies have a complex organizational structure. Here responsibility for the issue
of the final product or service is distributed among various structural units. Advantages of
the process approach are obvious, especially for businesses that
often change their business
processes, which is typical for markets with a high level of competition.
In comparison with functional approach, process approach has several advantages. It defines
company as a set of some static structures with specific functions:
• reducing the number of decision making levels;
• broad delegation of authority and responsibility;
• a connection of the target control group with labor organization;
• special attention to the quality of products or services, as well as the whole operations of
the enterprise.
Organizations using process approach become
significant competitive units, because they
can continuously improve the quality of their products, reduce its cost and improve promotion
channels. Process approach courses the popularity of numerous quality management systems,
economical technologies and continuous improvement systems.
Conclusion.
Process approach to the interpretation of “business process” finds its criticism in modern
literature. In particular, A.G. Kiselev pointed out the following disadvantages of this approach to
the definition. First, the business process is identified with the technological one. According to
a
this approach, the business process is an activity subjected to standardization transformation
of inputs into outputs. A set of workflow (“stable set”) and their sequence (technologies) are
standardized. The notion of the technological process is identical to the concept of a business
process, with the only amendment that the business process can be defined not only for
production activities, but also for any other. Secondly, the next disadvantage is an absence of
process owner in its definition. Thus, manager is included in the set of activities and identified
some management functions.
Since one of the fundamental characteristics of the business
process is a focus on the
customer, it is necessary to understand how the organization interacts with its clients. Activities
of company and its clients are bilateral (Fig. 1). As it can be seen from the figure 1, the business
process consists of a set of acts between client and organization. Thus, the key elements of a
business process are social actions, communication and/or material.
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CONTEMPORARY PROBLEMS OF SOCIAL WORK
Key element
result
Organisation
Client
Client
Order contract
Order processing
Order
delivery
Transformational process
Figure 1.
Synthesis Approaches of the Business Process [12]
Mikael Lind proposed his own classification of business processes, depending on the
performed actions:
• Delivery processes are processes that link customers with company’s activities (development,
production, sale and service).
• Providing processes implement operational activities aimed to motivate potential clients to
purchase this or that product or service.
• Condition creating processes are processes that develop business, namely, establish
contacts with potential clients.
Thus, every activity of the organization should be considered in terms of its business process
with client with the view of company’s actions aimed at expanding its customer base [12].
There is a communication element in both types of business process.
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