The process approach involves a focus on the principles of management. Process approach to management. Functions of the control process

Process approach

The essence of the process approach is that each employee ensures the vital activity of specific business processes by directly participating in them. Duties, areas of responsibility, criteria for success for each employee are formulated and make sense only in the context of a specific task or process. The horizontal connection between structural units is much stronger. The vertical relationship "boss - subordinate" is slightly weakened. The employee's sense of responsibility is qualitatively changing: he is responsible not only for the functions that the boss has assigned him, but also for the business process as a whole. The functions and the result of the activity of parallel structural units are important for him. Responsibility for the result of the business process as a whole pushes him to responsibility to his colleagues, the same participants in the business process as himself.

When building a process-oriented management system, the main emphasis is on working out the mechanisms of interaction within the process both between structural units within the company and with external environment, i.e. with customers, suppliers and partners. It is the process approach that makes it possible to take into account such important aspects of the business as focusing on the final product, the interest of each contractor in improving the quality of the final product and, as a result, the interest in the final performance of their work. The process approach to management ignores the organizational structure of the organization's management with its inherent assignment of functions to individual units. With the process approach, the organization is perceived by managers and employees as an activity consisting of business processes aimed at obtaining the final result. The organization is perceived as business process network, which is a set of interrelated and interacting business processes, including all functions performed in the organization's divisions. While the functional structure of a business defines the capabilities of an enterprise by establishing what should be done, the process structure (in the operating system of a business) describes the specific technology for achieving the goals and objectives, answering the question of how it should be done.

The process approach is based on the following principles:

1. The activity of the company is considered as a set of business processes.

2. The execution of business processes is subject to mandatory regulation or formal description.

3. Each business process has an internal or external client and an owner (the person responsible for the result of the business process).

4. Each business process is characterized by key indicators that describe its execution, result or impact on the outcome of the organization as a whole.

The principles of the process approach to management define the basic rules, guided by which it is possible to organize the effective functioning of a business aimed at the final result.

The first principle defines the vision of the company's activities as a set of business processes. It is he who determines the new culture of perception of the organization in the process approach.

The second principle of the process approach, which requires mandatory regulation of business processes, is based on the fact that regulations - this is a document describing the sequence of operations, responsibility, the procedure for the interaction of performers, the procedure for making decisions to improve the business process.

The identification of a business process is always associated with the identification client or a consumer of the result of a process that has a certain value for him. In addition to the client, each business process has owner - an official who has at his disposal necessary resources, manages the course of the business process and is responsible for the results and effectiveness of the business process. The owner of a business process is an official, a formal leader, therefore he has the necessary authority, has the resources required to implement the process, manages the course of the business process and is responsible for its result. These advantages guarantee the high performance of the organization, the management of which has a pronounced process-oriented nature.

Process-oriented management allows you to qualitatively change the activities of the organization at the operational, interfunctional and interorganizational levels of its integration. Functional integration ceases to be a source of difficult-to-resolve cross-functional conflicts. The operational level of integration receives a new vision through the network of business processes of the organization and allows:

a) more effectively delineate the powers and responsibilities of personnel;

b) develop an effective system of delegation of authority;

c) ensure the standardization of requirements for performers;

d) minimize the risk of dependence on an individual contractor;

e) reduce the workload of managers;

e) reduce costs;

g) improve the efficiency of personnel management;

h) identify sources to reduce costs and time for the execution of business processes;

i) reduce the time of acceptance management decisions.

As a result, the manageability of the organization increases, the influence of human factor and the cost of products and services. All this leads to a change in the quality of the organization itself and the formation of a process-oriented organization. , in which the entire team is a conscious participant in the continuous process of activity associated with the final result of the production of products or the provision of services.

The development of the process approach to management has received a wide response, in fact, all the leading organizations in the world have the character of process-oriented organizations.

Based on an understanding of what business processes are performed in an organization, it is possible to build an effective organizational structure for managing them. If the organizational structure has developed traditionally, analysis of its quality can help operating system business.

Thus, the absence of a process approach in management leads to spontaneous results that cannot be relied upon and which cannot be analyzed, since they are difficult to reproduce. It is the process approach that makes it possible to understand that the final product of the company's activity is the result of joint work all its employees, without exception, in addition, it allows you to eliminate gaps at the junction of processes, restoring the connection between them. The process approach does not reject the existing management system in the company, but determines ways to improve it and qualitatively modify it.

In table. 2 outlines the advantages and disadvantages of the process approach to enterprise management.

Table 2 - Analysis of the advantages and disadvantages of the process approach to enterprise management

Advantages	Flaws
A clear system of mutual relations within the processes and in their respective departments; A clear system of unity of command - one leader concentrates in his hands the management of the entire set of operations and actions aimed at achieving the goal and obtaining the desired result; Giving employees greater powers and increasing the role of each of them in the work of the company leads to a significant increase in their impact; Quick response of executive process units to changing external conditions; In the work of managers, strategic problems dominate over operational ones; The criteria for the efficiency and quality of the work of departments and the organization as a whole are consistent and co-directed.	Increased dependence of the results of the organization on qualifications, personal and business qualities ordinary workers and performers; Managing functionally mixed work teams is a more difficult task than managing functional units; The presence in the team of several people of different functional qualifications inevitably leads to some delays and errors that occur when transferring work between team members, but the losses here are much less than in the traditional organization of work, when performers report to different departments of the company

Of course, it is impossible to increase efficiency by formalizing business processes alone, and the process approach is not a panacea for all organizational ills. It allows diagnosing problems of both the entire company and the interaction of its various departments in the performance of a common task. Sterligova A.N. Operational (production) management: tutorial/ A.N. Sterligova, A.V. Fel. - M.: INFRA-M, 2009. - S.32-35.

However contrasting the process and functional approach fundamentally wrong. Functions, as well as processes, are equivalent concepts management activities, and cannot exist in isolation from each other. At the same time, the result of both functional and process approaches is the design at the same time organizational structure(i.e. functional areas) and the order of interaction within its framework (i.e. processes). The difference is only in the starting points of the design: whether to distribute functional responsibilities based on processes or design processes for interaction between functional areas.

In table. 3 shows a comparative analysis of the two approaches to management. The advantages of the process approach over the functional approach described in the table allow us to conclude that in a dynamically developing market, from the point of view of competitiveness, process-oriented management of an organization seems to be more effective.

Table 3 - Comparative analysis functional and process approaches to management

System elements	functional approach	Process approach
Control object
Definition of Approach	Management of an organization with division into structural elements according to a functional basis	Management of business processes as a set of activities that, according to a certain technology, transforms inputs into outputs that are of value to the consumer
Consumers	The functional manager acts as a consumer of the results of the department's activities, i.e. satisfaction of the need goes up in the direction of the levels of the hierarchy	The next process in the chain acts as a consumer of the process results, i.e. satisfaction of needs goes along the enterprise towards the end consumer
Suppliers	The supplier is an employee or department head of an enterprise who provides processing resources to employees of another department, which limits the ability of performers to directly influence the characteristics of the materials provided. At the same time, employees of another department are not interested in meeting the requirements of colleagues from other departments, if these requirements do not come directly from the functional manager	The supplier is the previous process in the chain, which allows you to directly put forward and agree on the requirements for the materials provided. The previous process is interested in meeting the requirements put forward
Distribution of responsibility	Responsibility is fragmented, distributed among functional managers, limited to the sphere of influence of a separate function and concentrated to a greater extent at the highest levels of the hierarchy. Thus, the responsibility for the final result of the enterprise's activities fully rests only with the top management of the enterprise, which has the ability to influence the activity only after problems arise.	Responsibility is clearly distributed and assigned to the "owner" of the process, which controls all stages of the process, is empowered to make decisions and, accordingly, has the ability to quickly influence the course of the process. Thus, the responsibility for the results of the process is closer to the specific performers of the work.
Top management functions	Coordination of the goals of various departments of the enterprise, resolution of problems arising between functional departments contentious issues and conflicts, making decisions on current issues often does not leave time for solving strategic problems	Exemption from operational management through the delegation of responsibility and authority allows top management focus on performance analysis and strategic issues
Competence and career growth of employees	Consolidation of employees of functional departments contributes to professional growth. Career determined by promotion through the levels of the hierarchy	Consolidation of employees by processes reduces opportunities for professional growth. The desire for a "flat" organizational structure with a minimum number of hierarchical levels hinders career prospects

At the same time, the opposition between functional and process approaches to management is not justified. The result of both approaches is the simultaneous design of the organizational structure (functional areas) and the order of interactions within this structure (processes). These approaches, to a certain extent, should be applied in parallel. The object of management should be a single system of interrelated business processes that create value for the consumer, and functional areas that combine similar functions within various business processes. These two approaches have a significant similarity in their basic assumptions: both approaches postulate an initial set of typical processes / functions, which is further detailed and tied to a specific enterprise. The functional approach answers the question "What to do?", the process one "How to do it?". There should be no contradictions between the two approaches - they not only complement each other, but to a certain extent should be applied in parallel.

Summarizing the above, we can conclude that a process-oriented control system, along with the advantages of a functionally-oriented system, has a number of advantages where the latter has obvious disadvantages. The need for the application of process-oriented management in recent years has been more and more clearly recognized by Russian society. Process-oriented management will allow transformations to be carried out faster and with fewer errors, since with this approach it is easier (in comparison with the functional approach) to determine what exactly needs to be changed and in which departments. Many domestic enterprises have already begun to work on improving their business processes within the concept of process-oriented management, which increases work efficiency; without increasing staff, reduce customer service time, reduce costs. However, it should be remembered that a process-oriented management system will suit and bring tangible benefits to such organizations that exist in a dynamic, actively developing market with healthy competition. It is advisable to implement such a management model in organizations that are characterized, for example, by mass operations with individuals, a large flow of the same type of operations. For organizations where each contract or transaction is individual, and business processes are constantly changing for each specific order, process-oriented management will not only not bring benefits, but also significantly complicate the workflow.

Based on the foregoing, we can conclude that the construction of process-oriented systems allows the organization to better understand the relationship of individual aspects of the activity and increase its efficiency.

The process approach to management is the basis of all modern systems management, both regular activities and development. The lack of a clear and structured description of the "Process Approach to Management" system leads to a large number of misconceptions among Russian managers and even consultants and, as a result, disappointment in the process approach after unsuccessful attempts to implement it.

Let's first define what we mean by the term "management approach". The approach to management is a way (method) of delegation of authority and responsibility. In management, there are three approaches to management: functional, project, process. Really in practical work manager, almost always, the superposition of these three approaches to management is used. For example, a widely used tool for implementing a functional approach to management is a budgeting system (delegation of authority and responsibility through a nested system of financial responsibility centers (FRCs)). In turn, budgeting management requires the application of a process approach to management. And for the introduction of budgeting, it is necessary to apply a project approach to management. Let's describe all three approaches to management.

Functional approach to management- delegation of authority and responsibility through functions. Function - a subsystem of the organization, identified on the principle of similarity of work performed by employees. There are four main functions in the organization (option): marketing, production, personnel, finance. In addition, a number of auxiliary functions can be distinguished, for example, security, legal support. Accordingly, within the framework of the functional approach to management, the system (organization) is divided into functions, which are headed by functional managers, endowed with authority and responsibility for their management. Then the functions are divided into subsystems - subfunctions (divisions), which are headed by managers who have the authority and responsibility to manage the units entrusted to them, and so on. Thus, a system of delegation of authority and responsibility is created that permeates the entire organization as a whole. The functional manager is responsible for the most effective and efficient activities of the unit entrusted to him. This approach to management is used to manage regular (recurring) activities.

Project approach to management– delegation of authority and responsibility through projects, where the project is a “one-time” activity, for the implementation of which a cross-functional team is created, one of whose members is appointed project manager, the other is the chief project engineer (if necessary). The authority and responsibility related to the achievement of the project goals (efficiency and efficiency) are delegated to the project manager. In this case, the project team members fall under dual management: the project manager (project, “one-time” activity) and the functional manager (regular activity), a matrix organizational structure is created associated with the implementation of two approaches to management simultaneously.

For design organizations everything is a little more complicated, they have a “stable” function of project managers and chief project engineers, although the general approach does not change.

Process approach to management– delegation of authority and responsibility through Business Processes, where a Business Process is a sustainable (repeated) activity that transforms resources (INPUTS) into results (OUTPUTS). As part of the Process approach, it is supposed to single out a problematic Business Process and its participants, appoint one of the participants in the Business Process as the Owner and delegate authority and responsibility for managing this Business Process to him. A matrix structure arises in the management of regular activities. The Business Process Participant reports to the functional manager and the owner of the Business Process, which is associated with the simultaneous use of two approaches to managing regular activities: functional and process. Which, by the way, does not exclude triple subordination if he (the employee) is also a member of the project team (not a regular activity). Creating optimal conditions for the interaction of the three approaches to management is a separate topic that is beyond the boundaries of this material.

What is the “highlight” of the process approach and why is it needed? Why, in some situations, the management of regular activities cannot be managed only with a functional approach?

In the middle of the last century, management began to actively apply the principles of a systematic approach, which considers the world around us as a set of interacting components. One of the basic laws of the system approach: the point of "optimal operation of the entire system" does not correspond to the "sum of points of optimal operation of subsystems". A functional approach to management involves maximizing the effectiveness and efficiency of all individual participants in the Business Process. In such a situation, the overall Business Process will be far from maximum efficiency and effectiveness. Consider a company that makes and sells felt-tip pens. For maximum effectiveness and efficiency, the company's salespeople need to have a very large number of marker colors produced and sold, and the more the better (to meet the widest demand). And for the production department, maximum efficiency and effectiveness is achieved when producing felt-tip pens of the same color (no losses for reconfiguration and washing of equipment, simpler accounting and storage of raw materials). And the best cumulative result of the work of the entire enterprise will most likely be at the point of seven colors. It turns out that if production workers and salespeople work “a little” not optimally, then the cumulative result will benefit from this. The process approach involves setting the non-optimality of sub-processes to achieve maximum optimality of the Business process as a whole.

The system of process approach to management assumes the presence of the following subsystems:

1. Dedicated business process - a control object with the definition of the boundaries of the system (context - the external environment; subsystems and components included in the system; consumed resources and results, etc.)
2. Key Indicators Efficiency (KPI / KPI), including a system for their planning and control - a system measurable indicators reflecting the effectiveness and efficiency of the Business Process used to manage the Business Process (planning, control, motivation)
3. Business Process Owner - a participant in the Business Process who is delegated the authority and responsibility for managing the Business Process
4. The Business Process Regulation is a description of the control object to the extent necessary for all interested parties. First of all, for participants in the Business Process, its Owner and controllers
5. The system of motivation of participants in the business process to achieve its results

At this point, I want to draw the reader's attention to the following: the development and implementation of a process approach to management is a rather complicated and resource-intensive task! Therefore, it should be used only for a limited number of the most problematic Business processes!!! Even a simple description of all the company's business processes is not a realizable task; Moreover, it is impossible to apply the process approach to all processes of the company. It is usually beneficial for dishonest consultants or company employees who are materially interested in such a large-scale project to introduce the idea of ​​describing all business processes in the head of the company's management. When deciding on the application of the Process Approach, we must always correlate the effect obtained with its cost.

Let us now analyze each subsystem of the process approach in more detail.

The first designated subsystem of the process approach is the Dedicated Business Process. Selecting a business process to which the process approach will be applied is not such a simple task as it might seem at first glance. It is necessary to select exactly those Business Processes in which there are problems in the implementation of the Business Process “OR” setting up the suboptimality of the activities of subsystems in order to obtain the maximum optimality of the Business Process as a whole.

Consulting practice (2014):

R-OPTICS company (one of the major players in the medical equipment) invited me to carry out work to improve the effectiveness and efficiency of the Business Process “Purchase, storage and shipment of equipment”. Initially, the client set the task: to describe the Business Process and implement the tools of the process approach for it. In the course of the systemic analysis of the problem (analysis of the problem and the system, causal analysis, classification of causes according to the level and degree of intervention required), it was revealed that the causes of the problem lie not in the systemic context, but in the behavioral one. In other words: The business process is stable and its effectiveness and efficiency is not in doubt, but there are intergroup behavioral problems - a group of employees does not perform the functions assigned to them to transfer information in the right amount and the right quality to their internal information consumers. The application of the Process Approach was considered unreasonable. An action plan was developed to eliminate this problem using the "organizational mirror" technique. This is a fairly common mistake when a problem is started to be solved not with its diagnosis, but with the “directive appointment” of a tool for solving it.

Consulting practice (2001):

JSC "Tomsk Tool Plant". Project for crisis management. Problem formulated by the client: Too long term for acceptance of raw materials (silver steel) in terms of quantity and quality. In the course of the systemic analysis of the problem (analysis of the problem and the system, cause-and-effect analysis, classification of causes according to the level and degree of intervention required), it was revealed that the main causes of the problem:

• improperly organized business process,
• lack of a business process update system,
• lack of a system for planning and monitoring the results of the business process,
• inefficient interaction of participants in the business process,
• over-optimization of its work by the Quality Control Service of Raw Materials

For such a case, the use of the process approach is more than justified, and in the future we managed to solve the indicated problem with its help - to reduce the acceptance period by five times while improving the quality of the process.

After determining the list of Business Processes, the problems of which will be solved using the process approach, it is necessary to "localize" these Business Processes - to determine the boundaries of each Business Process. If the boundaries are set unreasonably narrow, then within the allocated boundaries we will not solve our problems. If the boundaries are set unreasonably wide, then in the process of further work we will spend extra resources on studying and analyzing areas of the Business process that do not affect our problem. I emphasize once again that the problem to be solved determines the choice of the necessary boundaries of the Business Process. In the process of defining the boundaries of the Business Process, as a rule, there is a clarification and rethinking of the problem being solved, which leads to a change in its formulation, with the need to adjust the boundaries of the Business Process again. The process of clarifying the goals of the analysis (formulation of the problem to be solved) and defining the boundaries of the business process is iterative! After a little "torment", we sooner or later must come to an exact correspondence between the problem being solved and the boundaries of the Business Process. I constantly encounter this problem of not matching the boundaries of the System (in our context of the Business Process) and the problem being solved. Inattention to this issue is the main mistake in managing complex organizational changes. Qualitative study of this stage can significantly increase the likelihood of finding a good solution.

The second designated subsystem: Key Performance Indicators (KPI/KPI), including the system of their planning and control. It is a business process management tool. There are many options for classifying KPIs. But first of all, it is necessary to classify KPIs into two types: performance indicators and performance indicators. The former measure the ability to "do the right thing." That is, to create a result for the consumer in the required volume, required quality, at the required time. The second measures the ability to "do things right." That is, to achieve the result obtained with the optimal use of resources. For example, for the Recruitment Business Process, you can use the following indicators:

• Efficiency – Number of selected personnel, Quality of selected personnel,
• Efficiency - Recruitment cost

Efficiency and Efficiency usually come into conflict with each other. For example, if you want to increase the quality of the result (Efficiency), this will most likely lead to a decrease in Efficiency, since additional resources will be required to provide additional quality. And attempts to increase Efficiency (reducing the cost of the result) can lead to a decrease in the quality of the result (performance). KPI is a set of criteria (what we measure and how we measure it (calculation formula)) and indicators (target value) that reflect the effectiveness and efficiency of the Business Process. At the moment, in management, the term KPI is used not only to evaluate a selected Business process, but also other managed systems (for example, a department, a project). It must be realized that in this case we are trying to evaluate the effectiveness and efficiency of a whole set of Business processes occurring in a dedicated system.

I would like to note that in order to determine the criteria, including the formulas for their calculation, it is not at all necessary to know in detail what the Business Process consists of and how it proceeds. It is enough to fix the boundaries of the Business process and get a general idea about it. For a Business process of any complexity, developing criteria for assessing its effectiveness and efficiency (what we measure and how we measure it) is a task for 1-2 hours of work for a group of key participants in the Business process. Determining the target value requires a thorough study of the Business Process. The sequence of work, the level of automation, the technology used, the qualifications of the performers significantly affect the values ​​that will be considered optimal for a particular system. In addition, the presence or absence of statistical data on the results of the Business Process and their reliability has a significant impact on the speed of obtaining the result. The process of setting a target value for a KPI can take anywhere from a few hours to several months. AT this case we can apply both the "from scratch" approach and the "from scratch" approach.

The SAGA company (the largest distributor of Motorola in the CIS). In the process of implementing the project for the development, implementation and automation of the management system, it was necessary to develop a performance KPI for the Business Process "Acceptance of equipment by quantity and quality" within the boundaries: the beginning of the process - the goods were delivered from customs to the warehouse and the end of the process - the goods were accepted in terms of quantity and quality . The answer to the questions “what we measure” and “how we measure” was received working group within 20-30 minutes.

KPI (Performance only):

• volume accepted cargo per day / matrix: weight and number of assortment items
• timeliness and quality of data entry in 1C / entry deadline, according to the Business Process standard and the absence of errors

But in order to determine the target value of the first indicator, it was necessary to apply the “Delphi method”, since there were no relevant statistical data. Three experts were involved, each of whom offered a reasoned answer to the question: how much cargo can the warehouse accept depending on the number of assortment items (matrix: weight and number of assortment items). After successive acquaintance of each expert with the opinion of other experts, an agreed result was developed, which was taken as a basis. This work took several hours and was extended over three days. In fact, a "from scratch" approach was used.

KPI planning and control system. When creating a system, it is necessary to maintain a balance of interests accounting system Process approach and other subsystems of management accounting.

If we take the classifier of management accounting subsystems proposed by Anthony and Riess, then the following correspondence arises between Management approaches and Management accounting subsystems: the functional approach to management is “supported” by accounting for financial responsibility centers, the project approach to management is based on differentiated costs, and, accordingly, the process approach approach - taking into account the full cost. Based on this classification, the system for planning and monitoring the results of the Business Process should be built into the full cost accounting subsystem (AC, DC, SC, ABC).

The third designated subsystem is the Business Process Owner. The owner of the Business Process is a participant (I emphasize again - a participant!!!) of the Business Process, to which the rights and responsibility for the effectiveness and efficiency of the entrusted Business Process are delegated.

How to select a Business Process Owner from the list of participants? To answer this question, the participants in the Business Process are assessed according to the following criteria:

1. Proximity to EXIT Business process. This criterion is guided, first of all, when there are problems in ensuring the Effectiveness of the Business Process. It is assumed that the closer the participant of the Business Process is to the result, the clearer the needs of the consumer are for him, and from his position he will be able to effectively fight for the effectiveness of the Business Process.
2. The amount of resources consumed under management this participant in the considered Business process. This criterion is guided, first of all, when there are problems of ensuring the Efficiency of the Business process (ensuring the optimal use of resources).
3. Formal level in the hierarchy of the functional management system of a Business Process participant. The importance of this factor is especially high at the stages of implementing the process approach, when the organizational culture counteracts the matrix management structure created when using the process approach.
4. General managerial qualifications of participants in the business process. The Business Process Owner will have to manage a multifunctional team.

This moment is the most difficult for Russian companies. The absence of a unified leadership, and even in regular activities, is very difficult to imagine. Moreover, it usually has to be “imagined” against the backdrop of a fairly authoritarian management style. And all sorts of tricks begin, significantly reducing the effectiveness of the process approach. Half of the companies (from my experience) divide business processes along the boundaries of functional divisions and appoint the head of this division as the owner, which significantly limits the boundaries of using the tool's capabilities and does not allow solving cross-functional problems. The second half of the companies simply refuse to create the institution of Business Process Owners, which, in my opinion, is better than the first option. In the second case, we can still solve the problems of cross-functional interaction here and now. We will not have a body responsible for the Business Process and keeping it up to date, but this problem can be partially solved through the institution of controllers (owners of Business Processes with greatly reduced functions). It's better to have a functionally stripped-down Process Approach than a Process Approach to stripped-down (usually non-corresponding problems) Business Processes!

Consulting practice (2003):

Managed a group of consultants for AXION CONSULTING in a project to reengineer the management system of OAO Yuganskneftegaz. It is impossible not to note the very high level of effectiveness and efficiency of the Yukos management system, but the Process Approach declared by the company was not fully implemented. In fact, all subsystems of the process approach were created, except for the institution of Business Process Owners. Its implementation was hindered by an organizational culture based on an authoritarian management style, which did not allow the creation of matrix management structures in regular activities. However, even a "stripped down" Process approach made it possible to effectively manage a company with its very complex Business Processes. The most complex business process that I have encountered in my practice is the “Planning of oil production” business process - a very large number of participants and parameters agreed iteratively (production, injection, “victim” pumps, etc.)

The fourth designated subsystem of the process approach is the Business Process Regulation.

The Business Process Regulation is a document that answers the following questions:

1. The purpose of the system activity (Business process). The answer to the question: “Why does this system exist?”
2. System boundaries (Business process). Answer to the questions: Where is the beginning and end of the Business process; Who are the participants in the business process; Where is this process located in the scheme of all processes in the system.
3. Model boundaries (Business process regulations). The answer to the question: “In what limits can this model be applied (the boundary between questions that can be asked to the regulations and which cannot)”.

Consulting practice (2007):

LLC "PEK" (the largest carrier of groupage cargoes). Project for the development and implementation of a control system, automation operating activities(1C:8 "PEGAS") and accounting. As part of the project, a regulation on the selection of personnel was created. When describing the business process, there were difficulties associated with the multivariance of its course. It was decided to “set the boundaries of the model” - to separately describe the process for different situations(borders): TOP managers (Moscow) "recruiting", TOP managers (Moscow) "headhunting", TOP managers (branch), middle managers (Moscow), middle managers (branch), line personnel (Moscow), line personnel (Branch). The correct setting of the model boundaries allowed to significantly increase the effectiveness and efficiency of the regulation development process. Usually, it is easier to describe several options for the flow of a Business Process in different models than to describe all the options in one model!

1. Business Process Owner – a person responsible for managing the Business Process and keeping its regulations up to date.
2. KPI - criteria and indicators for planning and monitoring the results of the Business Process, both at the stage of execution and final control.
3. Description of the Business Process - I strongly recommend describing the Business Process both in text format (for example, a table: Entry / Exit / Management / Performers / ...), and using graphic standards. The ability to describe (model) business processes using graphic standards (schemes) is one of the key skills that is necessary for the development, implementation and operation of a process approach to management. A drawing is always better than a thousand words said about this drawing. There are three very important concepts in business process modeling:

Consulting practice (2012):

TransTeleCom, a provider of integrated telecommunications solutions, invited me to conduct training on the Process Approach to Management. When conducting express diagnostics to clarify the learning objectives, a problem was identified: a poor-quality description of Business processes. The causes of this problem were identified as:

• Use not suitable standard to describe Business processes
• Insufficient qualifications of the Company's Business Analysts (the "Authors", SADT) in applying the Business Process Description methodology and standards
• Insufficient qualification of key participants in Business Processes (“Readers”, SADT) in the ability to read diagrams

In the process of training, the necessary skills were developed, which made it possible to significantly increase the effectiveness and efficiency of the process of describing Business processes and the formation of regulations. In general, I always face such a situation. Before implementing the Process Approach, it is necessary to develop the skills of creating and reading models of analysts (Authors) and key participants in Business Processes (Readers) to the required level.

1. The procedure for amending the regulation is the process of making changes to the described document to ensure its continued relevance.

The above is the minimum required list sections of the regulation, which, if desired, can be expanded.

The fifth designated subsystem of the process approach is the Motivation System.

The motivation system should encourage the participants of the Business process to achieve the target KPI values. Indicators for motivation can be selected both from the KPI of the Business Process for which we implement the Process Approach, and from the KPI of the Business Process with wider boundaries. Let me explain with an example. Let's take the Recruitment Business Process within the boundaries: a vacancy arose / the selected candidate went to work. Performance indicators (productivity, efficiency are not considered here) of this process: the number of selected personnel, the quality of selected personnel, etc. We can motivate the participants of the Business Process to the above KPIs, or we can expand the boundaries of the Business Process and consider the Business Process “Personnel Recruitment and Adaptation” within the boundaries: a vacancy arose / the candidate passed the adaptation (or did not pass). Performance indicators (productivity, efficiency are also not considered) of this process: the number of employees who have successfully passed adaptation, the quality of adaptation results, etc. And we can motivate the participants of the “Personnel Recruitment” Business Process to the indicators of the “Personnel Recruitment and Adaptation” Business Process, as they make a significant contribution to the results of this Business Process. Only in this case, a high-quality monitoring system and analysis of the causes of deviations will be required so that corrective actions have the proper result.

As noted above, the development and implementation of a process approach is a rather resource-intensive task. Do not try to implement the Process Approach for a large number of Business Processes at once. This is the main mistake of most projects - to implement the Process approach for "all" Business processes. In addition, the main reason for not implementing the Process approach in full is the unwillingness of companies to build a matrix management system - to introduce the institution of cross-functional business process owners, which is in conflict with organizational culture and management style of the majority Russian companies. With the introduction of other subsystems of the process approach, there are no special problems. In general, project management for the implementation of the process approach to management is a separate topic for discussion, which will be disclosed in the second part of this article "Process approach to management (continued): theory and practice of implementation."

It must be understood that the introduction of even not all subsystems of the process approach significantly increases the effectiveness and efficiency of the management system. Also, in the process of describing and analyzing the Business Process, information is exchanged between its participants, and it becomes possible to form a correct, shared understanding of the Business Process and solve most systemic and behavioral problems, which is an indisputable advantage of the process approach.

This article describes the main subsystems of the process approach, taking into account my consulting practice of its implementation. I would like to emphasize once again that it is necessary to take a balanced approach to the issue of whether or not to apply the process approach, and to what extent this should be done.

Literature

1. Hammer M., Champy D. “Corporate reengineering. Revolution Manifesto in Business"

Rhys J., Anthony Robert. "Accounting: Situation and examples". Publisher: Finance and Statistics, 2001

David A. Marca, Clement McGowan, "SADT Structural Analysis and Design Methodology", M. Metatechnology 1993

One of the most important achievements of the modern doctrine of achieving quality is the principle of a process approach to the performance of work. The developers of the latest version of the international standards for certification of the quality system of the ISO 9000 series emphasize that the main achievement of this version is precisely the process approach to achieving quality.

ISO 9001 - Quote: “This International Standard advocates the application of the “process approach” principle to the development, implementation and improvement of the effectiveness of a quality management system in order to increase customer satisfaction by meeting customer requirements.

To be successful, an organization must define and manage numerous interrelated activities. An activity that uses resources and is managed to transform inputs into outputs can be seen as a process. Often the output of one process directly forms the input of the next.

The application of a system of processes in an organization along with their identification and interaction, as well as their management of processes, can be considered a "process approach".

The advantage of the process approach is the continuity of control that it provides at the junction of individual processes within their system, as well as in their combination and interaction.

When applied within a quality management system, this approach emphasizes the importance of:

• understanding the requirements and compliance with them;
• the need to consider processes in terms of adding value;
• achieving results in process performance and efficiency;
• continuous process improvement based on objective measurement.

What is the process principle of achieving quality? If to speak plain language- this is the consideration of actions for the manufacture of products as a continuous technological process in which many people participate - workers, each of whom makes his labor contribution to the product, and the overall result of the work depends on the contribution of all participants without exception. That is, we can say that a mistake in the work of even one participant in the process can seriously affect the overall result of the entire process and nullify the efforts of all other participants.

Prior to the advent of mass production according to the F. Taylor system, work was mainly of a handicraft guild character. How did such labor process? The work was done by teams of artisans, in which all the workers knew all the elements of the technological cycle quite well. The product was processed in one place, and until the current technological transition was completed, the next one did not begin. Many transitions were performed by the same master. In this type of production, the process approach was fully implemented. This type production made very high-quality products, but had low labor productivity.

F. Taylor, having proposed the idea of ​​mass machine production, destroyed the idea of ​​a process approach. His system involves the division of the entire technological process into separate operations (the principle of differential production), which are performed by permanently assigned workers, and the operations can be performed in parallel (simultaneously) and in different places. With this type of production, very high labor productivity is obtained. But the process approach is lost - each employee performs only one operation, which he is trained in and does not know at all why he performs it and does not see ready product. Employees being in different places (workshops) may not even be familiar with each other, the parts they produce are assembled by another employee who is also not familiar with them. It turns out that everyone does his part of the work for which he is responsible, and does not care at all about the overall result of the work of all participants in the process. As the great satirist A. Raikin said: “Buttons are sewn by one, sleeves by another, pockets by a third, and no one is specifically responsible for the quality of the entire jacket.”

In an era of total growth in quality, it became necessary to return to the process approach while maintaining the achieved high productivity. Consider the basic principles of introducing a process approach into the work of a modern organization.

To achieve the best result, the respective resources and the activities in which they are involved should be considered as a process.

The process model of an enterprise consists of a set of business processes, the participants of which are structural units and officials organizational structure of the enterprise.

A business process is a set of various kinds activities that together create a result that has value for the organization itself, the consumer, client or customer. Typically, the following types of business processes are used in practice:

• the main one, on the basis of which the performance of functions for the current activities of the enterprise for the production of products or the provision of services is carried out;
• servicing, on the basis of which the provision of production and management activities of the organization is carried out.

Business processes are implemented through the implementation of business functions.

When applying the process approach, the enterprise management structure includes two levels:

• management within each business process,
• management of a group of business processes at the level of the entire organization.

The basis for managing a separate business process and a group of business processes are performance indicators, among which are:

• business process costs
• calculation of time for the implementation of a business process,
• business process quality indicators.

For a deeper understanding of the process approach, it is necessary to apply the Deming-Shewhart "Plan - Do - Check - Act" (PDCA) cycle. It is "plan - do - check - act". Using this cycle allows you to put into practice continuous improvement processes aimed at improving the efficiency of the organization.

Based on the process approach, the organization must define the processes for designing, manufacturing and delivering a product or service. Through process management, customer satisfaction is achieved. As a result, the management of the results of the process passes into the management of the process itself. ISO 9001 also proposes to introduce some other processes (management review, corrective and preventive actions, internal quality system reviews, etc.)

The next step in achieving quality is to optimize the use of resources in each dedicated process. This means strict control over the use of each type of resource and the search for opportunities to reduce the cost of producing products or providing services.

For the effective implementation of the process approach, it is very important to have an optimal workable organizational structure of the enterprise, to choose the right type of employee management. As you know, two main types of management are currently used - hierarchical and organic. The first type is adjacent to the army control structure with a rigid vertical control system with permanently assigned responsibilities for each element of the system. The second type is highly adaptable to working conditions, there are more horizontal management links, and the responsibilities of the participants in the process can change quite often. Both control systems have their pros and cons, it is necessary in each case to look for your own version of the control system that combines elements of both types, but it is believed that the organic system is more preferable in modern conditions.

After determining the structure of the enterprise and its management system, it is possible to single out all the business processes that take place here.

Figure 1 shows an example structure manufacturing enterprise. All activity of any organization consists of a set of processes. A competent enterprise management structure allows you to keep a good track of all the processes occurring in it, determine the responsibility for each process, fully document all processes, constantly monitor the process, and take corrective and preventive measures in a timely manner.

Picture 1.

Based on the above diagram, it is possible to single out all the processes necessary for efficient operation enterprises. Figure 2. shows a diagram of the processes taking place at the enterprise. It consists of 4 levels. Enterprise processes (level 1) consist of main, auxiliary and supporting processes (level 2), which in turn consist of production, design, sales and financing processes, personnel process, the process of logistical, documentary and information support(level 3). At the 4th level are directly the functional processes of the enterprise.

Figure 2.

P1 - production;

P2 - technological preparation of production;

P3 - preparation of equipment;

P4 - tool preparation;

P5 - preparation of equipment;

P6 - metrological control;

PC1 - current design work;

PC2 - development of promising projects;

PC3 - research work, determination of development directions;

SB1 - sales of products;

SB2 - marketing research;

SB4 - development of pricing policy;

SB5 - determination of the financial policy of the enterprise, the formation of production and financial plans;

SB6 - regulation of financial flows and their distribution;

K1 - formation human resources organizations;

K2 - vocational training service;

K3 - retraining and advanced training;

K4 - social and domestic issues;

K5 - educational questions;

MT1 - supply of production with materials;

MT2 - supply of production with components;

MT3 - supply of production with equipment, tools and equipment;

MT4 - supply of production with spare parts for equipment and tooling;

MT5 - power supply;

MT6 - supply of production with water, air, steam;

D1 - organization of a single information network of the enterprise, supply of scientific, technical and regulatory literature;

D2 - organization of workflow, control of execution, registration and storage of documentation;

D3 - informatization of external and internal consumers and partners about the activities of the organization (information in the media, its own newspaper, website, etc.).

It is necessary to determine the responsibility of each structure of the enterprise, each responsible person for a specific process, therefore, a responsibility matrix is ​​compiled, a graphic diagram that shows who is responsible for what.

Now, having a list of all processes, it is possible to solve the issues of their regulation, that is, to fully describe the actions for the implementation of the process, which must be documented for public familiarization and use. This documentation includes job descriptions, route and flow charts, procedures, etc.

The ISO 9001 standard requires the compilation of 6 mandatory and optional procedures. The document - the procedure - is precisely the materialized object of the quality system, confirming the application of the process approach in work.

Can recommend following list procedures for production organization, table 1 (some similar business processes are combined into one procedure, we enter the abbreviation of the enterprise into the designation of the procedure, for example, the Alfa plant - AL).

Table 1.

№№	Buisness process	Procedure	Procedure name
1	P1	P-AL-01	Production
2	P2, P3, P4, P5	P-AL-02	Technological preparation
3	P6	P-AL-03	Metrological control
4	PC1	P-AL-04	Current project work
5	PC2, PC3	P-AL-05	Development of promising projects
6	SB1	P-AL-06	Sales of products
7	SB2, SB3	P-AL-07	Advertising and marketing work
8	SB4, SB5	P-AL-08	Formation of financial policy
9	SB6	P-AL-09	Regulation of financial flows and their distribution
10	K1, K2, K3, K4, K5	P-AL-10	Formation of human resources of the organization
11	MT1, MT2, MT3, MT4, MT5	P-AL-11	Supply Processes
12	D1, D2, D3	P-AL-12	informatization processes
13	Mandatory Procedures	P-AL-13	Documentation management
14		P-AL-14	Quality records management
15		P-AL-15	Conducting internal audits
16		P-AL-16	Management of nonconforming products
17		P-AL-17	Corrective actions
18		P-AL-18	Preventive actions

Consider the structure of an organization providing services, for example, higher educational institution(university). A modern university is a very complex organization in terms of structure, solving rather complex problems. The management structure of the university is shown in Figure 3.

Figure 3

The educational process in the university can be represented as the following four-level functional diagram, Figure 4.

Figure 4

U1 - pre-university education (college), work in secondary schools;

U2 - higher professional education(bachelor's, master's);

U3 - postgraduate education (postgraduate, doctoral studies);

U4 - additional education(second higher education, advanced training);

VM1 - development of standard programs for disciplines;

VM2 - development of work programs for disciplines;

VM3 - development of a passport for specialists;

VM4 - organization and planning of the educational process;

VM5 - formation and staffing of teaching staff;

VM6 - preparation and release of educational and methodical literature;

VM7 - ​​formation and updating of the library fund of educational literature;

VM8 - organization and holding of methodological conferences, trainings, master classes, open classes and lectures;

ВН1 - research work on international and state programs;

ВН2 - research work on commercial contracts with organizations;

VN3 - intra-university research work, involvement in scientific work students;

BH4 - organization and conduct scientific conferences, seminars and meetings;

ВН5 - preparation and publication of scientific literature;

ВН6 - patent-licensed work;

ВН7 - formation and updating of the library fund of scientific and patent literature;

ВН8 - preparation and defense of dissertations;

BB1 - self-knowledge courses;

ВВ2 — work of curators and advisors;

BB3 - organization and holding of creative evenings and sporting events;

ВВ4 - student amateur performance;

ВВ5 - student thematic associations;

ВВ6 - holding competitions among students (the best group, according to the professional level, KVN, etc.);

BB7 - social work with students;

ВВ8 - formation and updating of the library fund of art and educational literature;

OM1 - providing educational, methodological, research and educational processes with material resources and consumables, computer technology, the creation of a network of supply of stationery;

OM3 - catering for students and staff;

OD1 - organization of a unified information network of the university;

OD2 - organization of workflow, control of execution, registration and storage of documentation;

OD3 - informatization of external and internal consumers and partners about the activities of the university (information in the media, its own newspaper, website, etc.).

It seems that having identified the necessary business processes, appointing those responsible for them, writing procedures, we can assume that the implementation of the process approach has been successfully done, but in practice it often happens that the organization, having fulfilled these requirements, does not have a real process approach in its work. All the necessary papers are there, but the employees practically do not use them. What's the matter?

To introduce the principle of the process approach, it is necessary to carry out a number of activities of an objective and subjective nature, directly related to human workers.

Objective activities:

1. Goal-based management needs to be put into practice. This means through constant goal setting the achievement of the overall goal of the enterprise. For each level of the enterprise, each department, division, each individual employee, a goal should be set, and the goals should be both long-term and current. Such management allows each employee to understand exactly what he is doing, why he is doing it, and more accurately evaluate his actions in terms of approaching the goal. Achievement of the goal is determined by obtaining a specific result. You need to work for results. Upon reaching the set result, a new goal and the result that determines its achievement are set. Moreover, labor motivation focuses precisely on achieving the goal, both current and long-term.

2. In without fail implement internal customer-supplier relationships. It is necessary to create a single process in which each employee would feel responsible not only for his area of ​​work, but for the entire process as a whole. The basis of such a process is an internal chain: process - client - supplier. Each employee in the process is the supplier of the work-product to the next employee-client in the chain. At the same time, the same worker is a client of the previous worker in the chain. Workers hand each other work, and everyone contributes to it. Everyone is both a customer and a supplier at the same time. This model is based on the following principles:

• each activity is a process at the end of which there is a product, and the product: these are not only material objects - parts, machines, etc., but also information, messages, etc.;
• the recipient of these products is the client, that is, each product in the enterprise has its own recipient who works with it further;
• supplies are needed for every activity. A provider is one whose product finds a customer-recipient. The supplier is obliged to act in such a way that the recipient-client is satisfied;
• there is an exchange of information between clients and suppliers regarding the wishes and results of work;
• every activity is influenced by the environment or instructions given;
• the relationship "client-supplier" flow in both directions;
• wishes and comments of internal customers should be taken as well as wishes and comments of external customers.

subjective activities. It is necessary to create a friendly and benevolent atmosphere in the team, each member of the organization should feel like a big family. To this end, all employees involved in technological process, must know each other well, know the nature of the work of their colleague, etc. For this, it is very effective to create quality circles, general meetings outside the working environment, etc.

Having completed all of the above activities, one can hope that the organization will actually start working with a process approach that will undoubtedly raise the quality of work.

Process inputs are elements that undergo changes during the execution of actions. As inputs, the process approach considers materials, equipment, documentation, various information, personnel, finances, etc.

The outputs of a process are the expected results for which actions are taken. The output can be both a material product and various kinds of services or information.

Resources are the elements needed for a process. Unlike inputs, resources do not change in a process. The process approach defines such resources as equipment, documentation, finances, personnel, infrastructure, environment, etc.

Process owner- the process approach introduces this concept as one of the most important. Each process must have its own owner. The owner is a person who has at his disposal the necessary amount of resources and is responsible for the final result (output) of the process.

Each process must have suppliers and consumers. Suppliers provide inputs to the process, while consumers are interested in receiving outputs. A process can have both external and internal suppliers and consumers. If the process has no suppliers, then the process will not be executed. If a process has no consumers, then the process is not in demand.

Process indicators necessary to obtain information about its work and make appropriate management decisions. Process indicators are a set of quantitative or qualitative parameters that characterize the process itself and its result (output).

Advantages of the process approach

Due to the fact that the process approach creates horizontal links in the work of the organization, it allows you to get a number of advantages in comparison with the functional approach.

The main advantages of the process approach are:

• Coordination of actions of various departments within the process;
• Orientation to the result of the process;
• Improving the effectiveness and efficiency of the organization;
• Transparency of actions to achieve the result;
• Increased predictability of results;
• Identifying opportunities for targeted process improvement;
• Elimination of barriers between functional divisions;
• Reducing unnecessary vertical interactions;
• Exclusion of unclaimed processes;
• Reducing time and material costs.

Improvement of activities based on the process approach

The process approach underlies several popular and quite effective concepts for improving the work of organizations. To date, there are four areas that use the process approach as the main approach to improve performance.

These areas include:

Total Quality Management(TQM). This is a concept that provides for the continuous improvement of the quality of products, processes and management systems of the organization. The basis of the organization's work is customer satisfaction;

Process approach

This concept, which became a major breakthrough in the development of management, is of great importance to this day. The idea of ​​a process approach was originally proposed by the management school, which sought to describe the functions of a manager. However, she, as a rule, considered these functions independently of one another, and the process approach considers them as closely interconnected.

management is considered process because working to achieve goals with the help of other people is not a one-time action, but a series of continuous interrelated activities. All these activities, each of which is a process in itself, are very important for the success of the organization. That's what it is managerial functions . The management process is the sum of all these functions.

The author of this concept, Henri Fayol, believed that there are five initial functions. According to him, “management means to predict and plan, organize, command, coordinate and control”. Other theorists made their lists. AT contemporary literature you will find mention of the following managerial functions: planning, organizing, supervising, motivating, directing, coordinating, controlling, communicating, researching, evaluating, making decisions, recruiting, representing, and negotiating or closing deals. In fact, almost every management textbook offers a feature list that is at least slightly different from the others.

The authors of this book have chosen an approach based on grouping the main types of management activities into several categories that apply to all modern organizations: planning, organization, motivation and control. These four primary functions combine the linking processes of communication and decision making. Management (leadership) we consider it as an independent activity associated with influencing individual employees and groups in order to achieve their common goals, which is very important for the success of any organization. We will discuss all these concepts in their respective chapters, and now we propose to briefly consider managerial functions.

Functions of the control process

The management process includes four interrelated functions: planning, organization, motivation and control(Fig. 2.2).

Rice. 2.2. Control functions.

Planning

In Chapter 1, we defined an organization as a group of people whose activities are consciously coordinated to achieve a common goal or goals. Planning function is concerned with defining the goals of the organization and what its members must do to achieve them. Essentially, it aims to answer three fundamental questions.

1. Where are we currently? Managers must analyze the strengths and weak sides organizations in important areas such as finance, marketing, manufacturing, Scientific research and labor resources, and evaluate its real strength.

2. In which direction do we want to move? By evaluating environmental opportunities and threats (competition, customers, laws, political and economic factors, technology, supply chains, social and cultural change), managers determine the more specific goals of the organization and what might prevent it from achieving them.

3. How are we going to do it? Managers need to decide, both broadly and specifically, what the members of the organization must do in order to achieve the intended goals.

In the planning process, managers seek to develop general guidelines for the direction of efforts and decisions that will ensure unity of purpose for all members of the organization.

Organizational planning is not a single, one-time activity, for two reasons. First, although there are organizations that cease their activities immediately after achieving the goal, most of them strive to exist as long as possible. Having reached the initial goals, they assign new ones.

Secondly, the future is always uncertain. Due to changes in environment or errors in judgment, events may not unfold as planned, therefore, plans constantly have to be revised to take into account changing real conditions.

Organization

To organize means to create a certain structure. In order for an organization to achieve its goal, it is necessary to transform many elements into structure, including work, i.e. specific tasks organizations (building houses, assembling radios, life insurance, etc.). Industrial Revolution It began precisely with the realization that the organization of work in a certain way allows a group of workers to achieve much greater results than the results they would achieve without it.

Since all work in an organization is performed by people, another important aspect of the organization's function is to determine who exactly should perform specific tasks in the organization, including managerial ones. The manager helps people complete assigned tasks by giving them the appropriate authority or rights to use the organization's resources. At the same time, employees take responsibility for the successful performance of their duties, that is, they formally agree that they will be accountable to their manager. As you will learn, delegation is a powerful tool that managers use to get other people to get work done. The concept of systematic organization of work and personnel can be extended to the creation of an organizational structure as a whole (we will discuss this issue later).

Motivation

The manager must remember that the very best organization plan and structure is meaningless if someone in the organization does not actual work. A task motivation functions namely, that all members of the organization fulfill their duties in accordance with the existing plan.

Managers have always, consciously or unconsciously, tried to motivate subordinates. In ancient times, this was done mainly with a whip and threats, in rare cases - with valuable rewards. From the end of the 18th century until almost the middle of the 20th century, it was believed that people necessarily will work better if they have the opportunity to earn more. Motivation was treated as a simple task, reduced to the offer of an appropriate monetary reward for the efforts made.

Behavioral research has shown the failure of this purely economic approach. Managers learned that motivation, i.e., the creation of an internal incentive for action, is the result of a complex set of constantly changing needs. Today we know that in order to effectively motivate employees, a manager must identify their true needs and provide them with the opportunity to satisfy these needs through good work.

Control

Almost everything a manager does is about the future. He plans to achieve the goal at a specific moment of the day, week, month, year, or in the more distant future. During this period, many things can go wrong. Employees may refuse to perform their duties in accordance with the plan; there may be new laws prohibiting the approach chosen by management; a new one can enter the market strong competitor or just one of the employees, performing their duties, will make a serious mistake.

All this causes the organization to deviate from the previously planned course. And if managers cannot identify and correct such deviation before serious damage is done to the organization, then the achievement of its goals and, possibly, its very survival will be jeopardized.

Control is the process of ensuring that an organization actually achieves its intended goals. That is why in Fig. 2.2 you see an arrow going from the control function to the planning function. There are three aspects managerial control. The first - setting standards i.e., the precise definition of goals to be achieved in a specific time period. This activity is based on the plans developed during the planning process. The second aspect is grade results actually achieved during the specified period, and comparison these indicators with the expected ones. If both of these phases are completed correctly, then the manager knows not only that there is a problem, but also about its source. This is necessary for successful completion the third phase, which is taking action necessary to correct serious deviations from the original plan.

Connecting processes

All the managerial functions described above have two common elements: they are all decision-making and require communication both to obtain the information necessary to make the right decision and to clearly communicate this decision to all members of the organization. These two elements, which unite all managerial functions, are often called bridging processes.

Making decisions

Management activities are mainly intellectual. It resembles an attempt to put together a complex pattern from separate fragments of a mosaic, dumped by someone into a box and related to five different subjects. To find right action for a given organization at a given time and place, managers have to go through numerous combinations of potential options. In fact, for an organization to work clearly and coherently, they need to make a series of right choices from a range of alternatives. And the choice of one of the alternatives is the decision. Thus, we can say that decision-making in general is the main direction of management activity.

A necessary requirement for making an effective objective decision, and even simply for understanding the true extent of the problem, is the existence of a sufficient amount of accurate information, and the only way to get it is through effective communication.

Communication

The ability to convey abstract ideas to others is one of the most important characteristics of a human being. Communication is the process of exchanging information and meaning between two or more people. The strength and quality of any relationship between people (whether friends, family members or colleagues) primarily depends on the clarity and honesty of their interpersonal relationships and communications. And since the organization is a structured model of human relationships, its success is also determined to a large extent by the quality of communication.

Obviously, if communication is not effective, people will not be able to agree on a common goal, which is a sine qua non for the existence of an organization as such. Information in the process of communication is transmitted not only in order to make informed decisions, but also so that they are implemented. If managers are able to clearly justify their decisions to subordinates, this greatly increases the chance of their successful implementation. While employees do not know what remuneration they will receive for really Good work they will not be motivated to do their best. Communication is also important for the control function. To properly assess whether an organization has achieved its goals, managers need information about the actual results of its activities.

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From the book Business Process Management. A Practical Guide to Successful Project Implementation by Jeston John

Iterative Approach At first glance, the phased approach seems to move forward, as the previous one is completed before the next phase begins. But a closer study of the stage reveals connections both with the next and with the previous one, and two

From the book Practice and Issues of Business Process Modeling the author of All E And

Process analysis The concept of process Process analysis involves the study of one or many business processes of the organization as a whole. The options for defining the process are as follows.? A process is a set of internal activity steps, starting with one or more