Abstract
This article focuses on describing the main aspects and reasons for implementing Business Process Management in Czech companies, and was based on original results of the quantitative research evaluating aspects of process management in the context of company strategies in Czech enterprises which was carried out in 2006 with regard to the extension of its further utilization. Following the interest of professionals in practice, the research continued and was re-implemented in 2012, having the interviews completed in 2013. I have described an evaluation of a process segmentation typology in this article too. The analysis showed that managers have more options regarding process segmentation to choose from. In terms of practicality and ease of use, the method of process segmentation most frequently used (managerial, main and supportive) comes directly from the requirements of ISO 9001.
Highlights
Business process management, or process management, can be defined as a methodology for evaluation, analysis and improvement of key business processes based on customersneeds and desires
The strategy is directly connected with the other definitions, this time defined by the authors Jeston and Nelis (2008) who characterize process management as the achievement of strategic goals of organization through improvement, management and control of key business processes
4.1 The Main Reasons for Implementing Business Process Management (BPM) in the Czech Republic The Evaluation of specific questions in my questionnaire contributes to a better clarification of opinion on how process management is perceived by managers
Summary
Process management, can be defined as a methodology for evaluation, analysis and improvement of key business processes based on customersneeds and desires. A question arises whether management is an art or a science Concerning this topic, it is possible for BPM to state that it is the art and science about how we do things and how we can do things even better (Lehmann, 2012). ▪ identify critical areas of value conception for customers faster than in the case of hierarchical functional structures;. ▪ identify the relationship between the strategic goals of the enterprise, business processes and performance of sources connected with the activities stated. The strategy is directly connected with the other definitions, this time defined by the authors Jeston and Nelis (2008) who characterize process management as the achievement of strategic goals of organization through improvement, management and control of key business processes. ▪ Enterprise is viewed as an open system with inputs, processing and output. ▪ It ensures alignment with strategic goals. ▪ Feedback is valued for improving the processes. ▪ It focuses on integrating the activities and their inter-relationships. ▪ It goes beyond the functional silos, enabling a full image of the organization and processes to be constructed
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