10.5937/sjm9-6376 = The level of process management principles application in SMEs in the selected region of the Czech republic

Ladislav Rolínek,Jaroslav Vrchota,Monika Svárová,Jana Kubecová

doi:10.5937/sjm9-6376

Ladislav Rolínek, Jaroslav Vrchota + Show 2 more

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https://doi.org/10.5937/sjm9-6376

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Abstract

This paper presents a methodology for calculating the indicators of the implementation of process management in SMEs (MPP) and the analysis of results of process management principles use based on the number of employees. The data based of a questionnaire survey in 2011, of 187 small and mediumsized enterprises operating in the South Bohemian Region of the Czech Republic, was taken for the purposes of the research. The level of process management implementation in enterprises can be determined using the evaluation application of its principles (Trunecek, 2003; Rolinek et al., 2012). Designed composite indicator MPP reflects the degree of implementation of the principles of process management. MPP is made up of the sum of the points that have been assigned to individual principles of process management, with the maximum score 21. Enterprises that were rated 16-21 points are considered as process managed, 6-15 points for partially managed, less than 6 points gained is procedurally unmanaged business. Process management principles are based on the findings of this indicator and MPP is applied to most medium-sized enterprises, while the least in micro-enterprises, which implies that the number of employees increases the utilization of the principles of process management. Results were adopted by Chi-square test of goodness of fit and correlation coefficient.

Highlights

Process management is a systematic process of identification, visualization, measurement, evaluation and continuous improvement of business processes using methods and principles, which are based on the process approach and aim to secure the effectiveness of the company (Burlton, 2001; Závadský, 2005). Hammer (2002) sees the DOI:10.5937/sjm9-6376L.Rolinek / SJM 9 (2) (2014) 203 - 217 process management as assurance that processes operate at the highest possible level of their potential, while there is a search for opportunities leading to their improvement and subsequent implementation of these opportunities into reality
The aim of this paper is to present the definition of composite indicators of the process management implementation and its use to analyze the application level of the concept of process management in SMEs in the selected region of the Czech Republic, focusing on the size of enterprises
Process management principles defined by Truneček (2003) allow us to identify whether the enterprise is managed by process management

Summary

Introduction

Process management is a systematic process of identification, visualization, measurement, evaluation and continuous improvement of business processes using methods and principles, which are based on the process approach and aim to secure the effectiveness of the company (Burlton, 2001; Závadský, 2005). Hammer (2002) sees the DOI:10.5937/sjm9-6376L.Rolinek / SJM 9 (2) (2014) 203 - 217 process management as assurance that processes operate at the highest possible level of their potential, while there is a search for opportunities leading to their improvement and subsequent implementation of these opportunities into reality. Process management is a systematic process of identification, visualization, measurement, evaluation and continuous improvement of business processes using methods and principles, which are based on the process approach and aim to secure the effectiveness of the company (Burlton, 2001; Závadský, 2005). The essence of process management can be expressed by using the following definitions:. „Business process management (BPM) is a systematic approach to making an organization's workflow more effective, more efficient and more capable of adapting to an ever-changing environment. The essence of process management can be expressed using the model of its phases (Figure 1). These phases provide, at their appropriate implementation, the necessary steps in the design (or description) implementation, automation and the process performance determination (Buech et al., 2012)

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