Contemporary Problems of Social Work Современные проблемы социальной работы academic journal

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VOLUME 2, No. 1, 2016
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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