BazEkon - Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie

BazEkon home page

Meny główne

Autor
Szelągowski Marek (Vistula University, Poland)
Tytuł
The Necessity of Redefining the Principles of Process Management
Źródło
Business and Non-profit Organizations Facing Increased Competition and Growing Customers' Demands, 2017, vol. 16, s. 249-269, rys., tab., bibliogr. 38 poz.
Słowa kluczowe
Zarządzanie procesami biznesowymi, Zarządzanie wiedzą, Zarządzanie procesami
Business Process Management (BPM), Knowledge management, Process management
Uwagi
summ.
Abstrakt
The rapid development of process management and its practical uses stems from the changing conditions of business, which are the result of overlapping and mutually stimulating changes in business culture, social conventions, the development of information and communication technologies, as well as the process of globalization and changes in the principles of competition themselves. For several years now it has become apparent that practical methodologies and IT systems supporting the implementation and use of process management in organizations are developing at a much more rapid pace than their theoretical underpinnings. The 3rd wave of development of process management, which has been initiated around the year 2003, is becoming increasingly less responsive to the requirements of modern business. The first aim of this article is to stress the need for further theoretical reflection on traditional process management, which due to changes in the paradigms of the knowledge economy may be used in the case of a mere 20%-30% of the processes within the organization. The second aim of the article is to showcase the direction and the characteristics of the 4th wave of process management, which mostly stem from practical solutions. The article presents the development of BPMS and CMS systems and the implementation methodologies which use them, showing how both are becoming closer to one another, or rather, how both are turning in the direction brought about by the needs of the clients. This development has a fundamental significance for practitioners dealing with the preparation of tools and the implementation of methodologies pertaining to process management and knowledge management within organizations, by defining the direction of further development for both their systems and services. At the same time, it allows scholars researching process management to analyze and, if the need arises, introduce corrections to the concept of the 4th wave of BPM, as well as make insights into the effects of the change, which, for all intents and purposes, is ongoing. (original abstract)
Pełny tekst
Pokaż
Bibliografia
Pokaż
  1. Abell, D. (2000). Dualizm w Zarządzaniu. Dziś i Jutro Firmy. (Managing with Dual Strategies. Mastering the Present. Preempting the Future). Warszawa: Poltext.
  2. Armistead, C., Pritchard, J., & Machin, S. (1999). Strategic business process management for organisational effectiveness. Long Range Planning, 1(32), 96-106.
  3. Belaychuk, A. (2011). ACM: Paradigm or Feature? Retrived from http://mainthing.ru/item/401/
  4. Bitkowska, A. (2009). Zarządzanie Procesami Biznesowymi w Przedsiębiorstwie. Warszawa: Vizja Press & IT.
  5. Bitkowska, A. (2013). Zarządzanie Procesowe we Współczesnych Organizacjach. Warszawa: Difin SA.
  6. Champy, J. (2003). X-engineering Przedsiębiorstwa. Przemyśl Swój Biznes w Erze Cyfrowej. (X-Engineering the Corporation. Reinventing Your Business in the Digital Age). Warszawa: Placet.
  7. D`Aveni, R. (1994). Hypercompetition Managing the Dynamics Of Strategic Maneuvering. New York: The Free Press.
  8. Davenport, T., & Short, J. (1990). The new industrial engineering: Information Technology and Business Process Redesign. Sloan Management Review, 31(4), 11-27.
  9. Davenport, T. (1995). The fad that forgot people. Fast Company Magazine 1, 70-74. Retrieved from https://www.fastcompany.com/26310/fad-forgot-people
  10. Davenport, T. (1996). Some principles of knowledge management. Strategy & Business, 1(2), 34-40.
  11. Deming, W.E. (1982). Quality, Productivity and Competitive Position. Cambridge: Massachusetts Institute of Technology, Center for Advanced Engineering Study.
  12. Deming, W.E. (1986). Out of the Crisis. Cambridge: Massachusetts Institute of Technology, Center for Advanced Engineering Study.
  13. Di Ciccio, C., Marrella, A., & Russo, A. (2012). Knowledge-intensive Processes: An Overview of Contemporary Approaches? 1st International Workshop on Knowledge-intensive Business Processes (KiBP 2012) June the 15th, Rome, Italy Retrieved from http://ceur-ws.org/Vol-861/KiBP2012_paper_2.pdf
  14. Drucker, P. (2000). Zarządzanie w XXI wieku. (Managements Challenges for the 21st Century). Warszawa: Muza S.A.
  15. Gartner. (2015a). Magic Quadrant for BPM-Platform-Based Case Management Frameworks. Retrieved from https://www.gartner.com/doc/reprints?id=1-2BV6A6W&ct=150317&st=sb&elqaid=898&elqat=2&elqTrackId=6b69b353233e4857a882fc4975fdf794
  16. Gartner. (2015b). Magic Quadrant for Intelligent Business Process Management Suites. Retrieved from https://www.gartner.com/doc/reprints?id=1-2BYYFBE&ct=150319&st=sb
  17. Gartner IT Glossary. (2016a). Business Process Management (BPM). Retrieved from http://www.gartner.com/it-glossary/business-process-management-bpm
  18. Gartner IT Glossary. (2016b). Dynamic Business Process Management (BPM). Retrieved from: http://www.gartner.com/it-glossary/dynamic-business-process-management-bpm
  19. Gierszewska, G., & Romanowska, M. (2003). Analiza Strategiczna Przedsiębiorstwa. Warszawa: Polskie Wydawnictwo Ekonomiczne.
  20. Hammer, M. (1990). Reengineering work: Don`t automate, obliterate. Harvard Business Review July/August, 104-112.
  21. Hammer, M., & Champy, J. (1993). Reengineering the Corporation: A Manifesto for Business Revolution. New York: Collins Business Essentials.
  22. Hammer, M. (1999). Reinżynieria i Jej Następstwa - Jak Organizacje Skoncentrowane na Procesach Zmieniają Naszą Pracę i Nasze Życie. (Beyond Reengineering. How the Process-Centered Organization is Changing our Work and our Lives). Warszawa: Wydawnictwo Naukowe PWN.
  23. Handy Soft. (2012). Dynamic BPM - The Value of Embedding Process into Dynamic Work Activities: A Comparison Between BPM and Email. Retrieved from http://bpm.asia/dynamic-bpm-the-value-of-embedding-process-into-dynamic-work-activities-a-comparison-between-bpm-and-email.html
  24. Kemsley, S. (2009). Hidden costs of unstructured processes. Retrieved from http://column2.com/2009/10/hidden-costs-of-unstructured-processes-gartnerbpm/
  25. Murray, P., & Myers, A. (1997). The Facts About Knowledge. Special Report, 11.1997.
  26. Pande, P., Neuman, R., & Cavanagh, R. (2003). Six Sigma. Warszawa: K.E. Liber S.C.
  27. Płoszajski, P. (Ed.). (2005). Przerażony Kameleon. Eseje o Przyszłości Zarządzania. Warszawa: Fundacja Rozwoju Edukacji Menedżerskiej SGH.
  28. Porter, M.E. (1985). Competitive Advantage. New York: Free Press.
  29. Pucher, M. (2010). Gartner Group 2020: The De-routinization of Work. Retrieved from http://isismjpucher.wordpress.com/2010/11/12/the-future-of-work/
  30. Smith, H., & Fingar, P. (2003). Business Process Management - The Third Wave. Tampa: Meghan-Kiffer Press.
  31. Swenson, K. (2010). Mastering the Unpredictable: How Adaptive Case Management Will Revolutionize the Way That Knowledge Workers Get Things Done. Tampa: Meghan-Kiffer Press.
  32. Szelągowski, M. (2014). Konsekwencje dynamic BPM. E-mentor 4(56), 61-68.
  33. Retrieved from http://www.e-mentor.edu.pl/artykul/index/numer/56/id/1126
  34. Taylor, F.W. (1911). The Principles of Scientific Management. New York: Harper & Brothers.
  35. Tofler, A. (2003). Zmiana Władzy. (Power shift). Poznań: Zysk i S-ka Wydawnictwo.
  36. Ukelson, J. (2010). Adaptive Case Management over Business Process Management. Retrieved from http://it.toolbox.com/blogs/lessons-process-management/adaptive-case-management-over-business-process-management-40002 [22.03.2017]
  37. Workflow Management Coalition. (2010). Comparison: ACM vs. BPM. Retrieved from http://www.xpdl.org/nugen/p/adaptive-case-management/public.htm [22.03.2017]
  38. vom Brocke, J., Zelt, S., & Schmiedel, T. (2016). On the role of context in business process management. International Journal of Information Management 36(3), 486-495.
Cytowane przez
Pokaż
ISSN
2543-540X
Język
eng
Udostępnij na Facebooku Udostępnij na Twitterze Udostępnij na Google+ Udostępnij na Pinterest Udostępnij na LinkedIn Wyślij znajomemu