Organizational Process

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An Organizational Process is a process (set of interrelated tasks) in an organization that collectively transform inputs into outputs to achieve a business objective.

References

2023

  • (Wikipedia, 2023) ⇒ https://en.wikipedia.org/wiki/Business_process Retrieved:2023-11-9.
    • A business process, business method or business function is a collection of related, structured activities or tasks performed by people or equipment in which a specific sequence produces a service or product (serves a particular business goal) for a particular customer or customers. Business processes occur at all organizational levels and may or may not be visible to the customers. A business process may often be visualized (modeled) as a flowchart of a sequence of activities with interleaving decision points or as a process matrix of a sequence of activities with relevance rules based on data in the process.[1][2] The benefits of using business processes include improved customer satisfaction and improved agility for reacting to rapid market change.[3][1] Process-oriented organizations break down the barriers of structural departments and try to avoid functional silos.

2015

  • (Wikipedia, 2015) ⇒ http://en.wikipedia.org/wiki/business_process#Overview Retrieved:2015-12-15.
    • There are three types of business processes:
      1. Management processes, the processes that govern the operation of a system. Typical management processes include “corporate governance” and “strategic management”.
      2. Operational processes, processes that constitute the core business and create the primary value stream. For example, taking orders from customers, and opening an account in a bank branch.
      3. Supporting processes, which support the core processes. Examples include Health & Safety, accounting, recruitment, call center, technical support.
    • A business process begins with a mission objective and ends with achievement of the business objective. Process-oriented organizations break down the barriers of structural departments and try to avoid functional silos.

      A complex business process may be decomposed into several sub-processes, [4] which have their own attributes, but also contribute to achieving the goal of the super-process. The analysis of business processes typically includes the mapping of processes and sub-processes down to activity/task level. Business processes are designed [5] to add value for the customer and should not include unnecessary activities. The outcome of a well designed business process is increased effectiveness (value for the customer) and increased efficiency (less use of resources).

  1. ↑ 1.0 1.1 Cite error: Invalid <ref> tag; no text was provided for refs named KirchmerHigh17
  2. ↑ Cite error: Invalid <ref> tag; no text was provided for refs named vonScheelPhase114
  3. ↑ Cite error: Invalid <ref> tag; no text was provided for refs named WeskeBusiness12
  4. ↑ Information Resources Management Association USA, Enterprise Information Systems: Concepts, Methodologies, Tools and Applications, p. 1065
  5. ↑ William Bentley, Peter T. Davis, Lean Six Sigma Secrets for the CIO, p. 19

1990

  • (Hammer, 1990) ⇒ Michael Hammer. (1990). “Reengineering Work: Don't Automate, Obliterate.” Harvard Business Review, 68(4).
    • QUOTE: “Reengineering work through organizational processes involves the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.”
    • NOTE: It emphasizes the importance of rethinking organizational processes entirely rather than simply automating existing ones for true transformation and efficiency gains.
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