Organizational Process

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

• AKA: Business Process, Org. Workflow.
• Context:
  • measure: Organizational Process Measure.
  • It can (typically) be associated with an Organizational Capability required to carry out the process.
  • It can (typically) require an Organizational Capability to perform that process.
  • It can be represented and analyzed using an Organizational Process Model.
  • It can range from being an End-to-End Organizational Process to being a Organizational Sub-Process.
  • It can range from being a Domain-Specific Process, to being an General Organizational Process (such as a Management Process, Operation Process or aSupporting Process).
  • It can range from being a For-Profit Organization Process to being a Non-Profit Organization Process.
  • It can range from being a Existing Organization Process to being a Planned Organization Process to being a Former Organization Process.
  • It can range from being a Manual Organizational Process to being an Automated Organizational Process (including an AI-supported organizational process).
  • It can be changed by a Organizational Process Reengineering Project.
  • It can be supported by an Workflow Management Application.
  • …
• Example(s):
  • a Public Relations Process (measured by public relations measure, supported by public relations capability).
  • a Financial Management Process (measured by organizational budgeting measure, supported by organizational budgeting capability).
  • a Product Lifecycle Process (measured by product lifecycle measure, supported by product lifecycle capability).
  • a Service Management Process (measured by service management measure, supported by service management capability).
  • an IT Process (measured by IT process measure, supported by IT process capability).
  • a Front-End Process (supported by a Front-End capability and measured by a Front-End measure).
  • a Back-End Process (supported by a Back-End capability and measured by a Back-End measure).
  • a Core Process (supported by a core process capability and measured by a core process measure).
  • A Customer Support Process, which handles customer inquiries and issues.
  • A Supply Chain Management Process, overseeing the flow of goods from suppliers to customers.
  • A Human Resources Management Process, from recruiting and hiring to employee development and retention.
  • A Sales and Marketing Process, which drives business growth and customer engagement.
  • A Quality Assurance Process, ensuring the products or services meet certain standards.
  • …
• Counter-Example(s):
  • a Business Event, ...
  • An Organizational Structure, which refers to the arrangement of entities within the organization, rather than the processes they perform.
  • A Individual Habit, which is a personal routine unrelated to organizational goals.
  • A Community Practice, which refers to collective actions within a communal setting, not necessarily aiming at business objectives.
  • a Household Routine.
• See: System, Culture.

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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. The benefits of using business processes include improved customer satisfaction and improved agility for reacting to rapid market change. 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, 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 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).

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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