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96 Strategic Business Process Management for Organisational Effectiveness Colin Armistead, Jean-Philip Pritchard and Simon Machin Setting the Scene Business Process Management in one form or another has become a feature in the language if not the actions of many organisations.
Large organisations in particular have now had exposure to general quality improvement methodologies.
Many large organisations have used the quality models proposed by the European Foundation of Quality Management (EFQM)1 or the Malcolm Baldrige National Quality Award (MBNQA) in the States.
Some may have adopted Business Process Re-engineering (BPR). Manufacturing companies or those which are part of a materials supply chain will also have used performance improvement activities, such as ‘‘lean manufacture’’ and ‘‘concurrent engineering’’ or ‘‘justin-time’’.
All of these approaches are of course based mainly on a notion of process.
However much of this activity has been firmly based at an operational level and we have contributed previously to the literature.2,3 The purpose of this article is to explain a more strategic view of Business Process Management.
We do this very much in the context of the models of the kind used by the EFQM.
These espouse a broad view of quality to the extent that in some organisations it has become known as a Business Excellence model. Models of this kind incorporate (Business) Processes as an integral and important aspect.
Indeed proposed developments of the EFQM model4 appear to highlight even more the issue of processes.
Our recent research has involved mainly organisations who are members of the EFQM and who have considerable experience of Business Process Management.
They would be considered by many as being exemplars of - Pergamon PII: S0024–6301(98)00130–7 This paper examines Business Process Management (BPM) as a strategic management tool based on case study research.
It seeks to clarify some of the uncertainties and ambiguit...

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