Organisational Culture as a Determinant of Business Process Management in the Community Offices in Poland

Magdalena Raczyńska,Krzysztof Krukowski

doi:10.3390/admsci9040096

Magdalena Raczyńska, Krzysztof Krukowski

Open Access

https://doi.org/10.3390/admsci9040096

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Abstract

The application of business process management (BPM) in public organizations is determined by multiple factors and, according to numerous studies, organizational culture is one of them. Therefore, the aim of the study presented in the article was to identify the organizational culture factors which occur in community offices in Poland. Subsequently, the identified factors were assessed in the context of their significance in the introduction and development of BPM in the examined entities. As a result of the conducted study, it was possible to indicate not only the factors, which have the potential to stimulate the implementation and extension of the concept in the community offices, but also the elements recognized as its barriers. Among the factors that can be considered as the mentioned stimulants, these were: the possibility of exchanging opinions with one’s superiors and colleagues, the will to learn and to broaden one’s knowledge, good and friendly interpersonal relations, or an orientation towards service quality. And among the elements that can be perceived as barriers, one can identify a lack of positive attitude to change or the formalization arising from the law.

Highlights

Business process management1 is a concept which has proved useful in improving the effectiveness and efficiency of business organization operations
A slightly lower response rate among respondents from the offices of rural type was observed for such factors as: formalization arising from the law (C16—79.7%), professional approach to one’s work (C9—78.7%), good and friendly interpersonal relations (C6—76.8%), cooperation among personnel (C3—69.5%), sharing one’s knowledge (C2—68.5%), self-reliance in one’s actions (C11—66.7%), atmosphere of mutual trust (C7—64.8%), an orientation towards service quality (C12—62%), and flexibility in one’s actions (C13—61.1%)
The most frequent responses concerning the appearance of factors related to organisational culture in the urban-rural offices, in line with the respondents’ opinions, included: formalization arising from the law (C16—89.3% of responses), the possibility of exchanging opinions with one’s superiors (C5—87.5%), the possibility of exchanging opinions with one’s colleagues (C4—87.5%), an orientation towards service quality (C12—85.7%) and good and friendly interpersonal relations (C6—80.4%)

Summary

Introduction

Business process management (process approach, BPM) is a concept which has proved useful in improving the effectiveness and efficiency of business organization operations. For this reason, it has become an object of interest for public organization managers. Process-based operations were initially implemented in the public sector in the early 1990s (Reyes 1998). The possibilities of introducing process approach to public organizations have begun to arouse the interest of researchers. The first papers on business process management in public organizations included those written by G. Linden (Linden 1993), T.

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