Abstract
This article describes process segmentation typology during business process management implementation in Czech companies. Process typology is important for a manager’s overview of process orientation as well as for a manager’s general understanding of business process management. This article provides insight into a process-oriented organizational structure. The first part analyzes process segmentation typology itself as well as some original results of quantitative research evaluating process segmentation typology in the specific context of Czech company strategies. Widespread data collection was carried out in 2006 and 2013. The analysis of this data showed that managers have more options regarding process segmentation and its selection. In terms of practicality and ease of use, the most frequently used method of process segmentation (managerial, main, and supportive) stems directly from the requirements of ISO 9001. Because of ISO 9001:2015, managers must now apply risk planning in relation to the selection of processes that are subjected to process management activities. It is for this fundamental reason that this article focuses on process segmentation typology.
Highlights
That is the reason why this paper focuses only on evaluating of the process segmentation typology in the context of company strategies in Czech enterprises
The main goal of this article is only one: Evaluate which process segmentation is preferred by the company and to highlight the process areas in which the rated companies hides their imperfections
The comparison of these findings allows identifying some interesting trends in business process management in Czech companies for the past 6 years
Summary
Traditional – functional management model is based on a hierarchical decomposition of the organizational structure It resulted into a division of the enterprise into individual departments, sections and individual functional sites. The main goal of this article is only one: Evaluate which process segmentation is preferred by the company (i.e. for example segmentation according to ISO 900X, BSC, Porter or others) and to highlight the process areas in which the rated companies hides their imperfections Hypothesis of this part of research: H0: „The size of the company according to number of employee (and turnover) is not linked with the fact what kind of process segmentation it is used in company”.
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