Organizational Process

An Organizational Process is a process in an organization.

• AKA: Org. Workflow.
• Context:
  • It can (typically) be supported by an Organizational Capability.
  • It can (often) be modeled by a Organizational Process Model.
  • It can range from being a Management Process, to being an Operation Process to being a Supporting 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 be changed by a Organizational Process Reengineering Project.
  • It can be supported by an Workflow Management Application.
  • …
• Example(s):
  • Public Relations Process.
  • Financials Management Process.
  • Product Lifecycle Process.
  • Organizational Planning Process, such as an organizational budgeting process.
  • Service Management Process.
  • …
• Counter-Example(s):
  • a Personal Practice.
  • a Household Routine.
• See: System, Culture.

---

---

References

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).

---