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Procesowe zarządzanie organizacją

Piotr Grajewski
ISBN: 978-83-208-2019-5
Pages: 144
Publication date: 2012
Place publication: Warszawa
Publication: I
Binding: paperback
Format: 162x237
12.00 €
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The Author of the book encourages enterprises to apply and maintain processual management of organization. In presenting the arguments in favor of this, he focuses, among other things, on the following:
·  premises for processual approach to management of an enterprise;
·  designing of organizational processes;
·  processual maturity and life-cycle of an organization;
·  organizational aspects of processual management of knowledge;
·  the culture of processual organization;
·  structures that support the implementation of dynamic systems of management.
The book is addressed to a broad circle of experts in the field of processual management of organization and to managers carrying out project-and-implementing tasks in the area of processes, as well as to students in the faculties of economics and participants of training courses for managers.

 


Excerpt
The main objective of this book is to present the concept of processual management as an answer to the quest for new and next generations of management of organizations in the processual mode. The transformation of the management system from functional to processual is no longer sufficient as a measure to make the operation of an enterprise more flexible. Nowadays it becomes necessary to further and constantly improve the processual organizational system through introduction within its structure of new, more dynamic solutions than what has become the standard until now. This should happen in relation with the quest for new sources of success in the progress of organizations onto higher levels of processual maturity.
Meeting the challenges brought by contemporary business world consists in introducing, to mechanisms along which organizations operate, of new solutions that feature better and better systemic intelligence. Traditional systems — basing on an assumption that it is possible to develop solutions best suited to any situation — no longer work under conditions and realities of contemporary practice.
Accordingly, organizations have to develop systems that are not only capable of performance of specified tasks and of achieving the objectives set, but also to modes of self-organization that proactively precedes expected challenges. The dynamism of operation of contemporary organization stems from the need to reduce the time needed between the emergence of a problem and the reaction to it. Developing intelligent, fast-response organizational systems means that — much in the same way as the environment in which they are meant to operate — they have to form a turbulent interior. As a result, the processes of management of such an organization, practically in all its facets, become more and more complex. The aim of this book is to throw light upon the complexity of such problems and to attempt to identify potential measures that support the application of systemic solutions within an organization featuring a superior level of processual maturity.
Contemporary organizations are constantly in search for new systemic solutions as they strive to acquire the potential of stable operation under conditions of conventions of market play based upon less and less stable rules. New phenomena are emerging in this context, correcting the hitherto-existing manner of perceiving the reality of economy and, more generally, civilization. This generates the need to create new paradigms through which serious dilemmas of contemporary business world might be solved much better. The rate of changes generates a situation in which there is less and less time left for searching, and even less for the application of a new generation of solutions. Under such conditions, putting these new systemic solutions in the field of management into practice has to take place in parallel with regular operation of an organization, without shutting down or interrupting its routine activities. This means it is necessary to achieve the condition of the system in which the change, including its preparation and implementation, have to occur concurrently with activities performed by the system as it is at present, and at the same time the change has to lead to prompt evolution of the system. Considering the present level of professional competence and experience of most members of an organization, it should be reckoned that such a challenge can be met.
This book contains a collection of reflections, observations and proposals formulated on the basis of the Author’s experience gathered during his practice of implementing of processual solutions in organizations.

Spis treści
 
Wprowadzenie
 
Rozdział 1. PRZESŁANKI PODEJŚCIA PROCESOWEGO DO ZARZĄDZANIA ORGANIZACJĄ
1.1. Elastyczność jako wyzwanie dla współczesnej organizacji
1.2. Przyczyny i przejawy kryzysu we współczesnej organizacji
1.3. Procesowe podejście do projektowania działań w organizacji
1.4. Perspektywy postrzegania przydatności procesowej konwencji działania organizacji
1.5. Procesowe konwencje zarządzania
 
Rozdział 2. PROJEKTOWANIE PROCESÓW W ORGANIZACJI
2.1. Identyfikacja procesów
2.2. Modelowanie procesów
2.2.1. Modelowanie procesów metodą ARIS
2.2.2. Modelowanie procesów w systemach workflow
2.2.3. Zrównoważona karta wyników w modelowaniu i zarządzaniu procesami
2.2.4. Pomiar i modelowanie procesów biznesowych według metody six sigma
2.3. Mapowanie procesów
2.4. Klasyczne i współczesne parametry procesów — etyczny wymiar procesów
2.5. Cykl życia procesu
 
Rozdział 3. ZARZĄDZANIE ORGANIZACJĄ POPRZEZ KREATYWNE KSZTAŁTOWANIE PROCESÓW
3.1. Koncepcja zarządzania dynamicznego
3.2. Inteligencja procesów biznesowych
3.3. Zarządzanie poprzez określanie granic swobody kształtowania procesów
3.4. Dynamizm procesów organizacyjnych
3.5. Zasady dynamicznego zarządzania procesami
 
Rozdział 4. ORGANIZACJA PROCESOWA I JEJ DETERMINANTY
4.1. Urynkowienie wewnętrzne
4.2. Rachunek procesowy kosztów
4.3. Pomiar wyników procesów
4.4. Dojrzałość procesowa organizacji
 
Rozdział 5. ZARZĄDZANIE WIEDZĄ W ORGANIZACJI PROCESOWEJ
5.1. Wiedza jako element kompetencji organizacji
5.2. Pracownicy wiedzy w organizacji procesowej
5.3. Organizacyjne aspekty zarządzania wiedzą
5.4. Procesy a praktyczne aspekty pracy opartej na wiedzy
 
Rozdział 6. KULTURA ORGANIZACJI PROCESOWEJ
6.1. Istota kultury organizacji i jej poziomy
6.2. Zmiana kultury — kierunki i uwarunkowania
6.3. Kulturowe uwarunkowania organizacji procesowej
6.4. Zachowania organizacyjne generowane przez konfiguracje procesowe
 
Rozdział 7. STRUKTURY WSPIERAJĄCE WDRAŻANIE DYNAMICZNYCH SYSTEMÓW ZARZĄDZANIA PROCESAMI
7.1. Struktura organizacji procesowej
7.2. Przykład struktury wspierającej dynamizm procesów
7.3. Strategie wdrażania zmian w kierunku dynamiki procesów w organizacji
 
Zakończenie
Bibliografia

Piotr Grajewski
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