The process organization covers the durable structuring of working processes under the objective to provide the demanded process result as efficiently as possible. (Train-to-live 2002, S.57) in a process organization an enterprise is organized after continuous business processes. It is thus a system of activities, which are linked with one another over a constant achievement river and in a clearly defined subsequent relationship to each other. The processes align themselves at the customer, in order to be worth-drawing for the customer and the enterprise - customer-oriented Rundumbearbeitung. On the one hand thereby the co-ordination is improved - fewer interfaces lead to fewer errors with the temporal and material tuning of part deliveries. On the other hand the motivation rises, since achievements are independently furnished and customized process teams to be added to be able.

Introduction

Contrary to the vertical hierarchical aspect the central element is in the view of process the horizontal holistic view of the enterprise. The horizontal view hands the suppliers beyond the enterprise borders and refers beside the customer, also also. The organizational structure is moved by the perspective change into the background and the focus on the sequence organisation is put. This concentration makes possible to recognize an enterprise its creation of value processes and purposefully to restrukturieren (see Business Reengineering). Efficient process management helps to reach thereby an optimal process organization and can the enterprise crucially from the competition differentiate, there the customer-oriented processes, is with difficulty imitatable.

Reasons for process organization

• Higher market dynamics require flexibility and adaptability
• strongly increasing competition
• more intensive focusing of the customers and customized offers

Theoretical bases

First the Kontingenztheorie describes that in dynamic Umwelten rather a Prozessorganistion develops. Therefore it assumes this then is more efficient. The transaction cost economics argues somewhat more exactly with the thought. Here mainly a development path is described for process organization, if the environmental condition become more dynamic. The transaction costs rise in this case during a specialized division of labor strongly. Additional factors for the height of the transaction costs are specificity, the frequency and the strategic meaning. With quite undynamischen Umwelten in any case should be held to the tayloristischen principles, since their advantages overcompensate the disadvantages in the interface problems. To hold it is that both theories can give only tendencies. A specification - e.g. the scaling - starting from when which organization form is more meaningful, it cannot is derived. Additional large research arrears are to be determined regarding the structure and the sequence organisation. Usually both is detached from each other regarded, although both belongs together.

Structure of the process organization

A process orientated enterprise is organized after constant, function-spreading processes, which reach from the customer to the supplier. The individual processes consist of coherent activities, which are combined into visible units. They are to a large extent autonomous and pursue the goal of fulfilling customer needs efficiently. At the beginning of the process organization it is important, the structured processes after its meaning for the enterprise to weights. Here it, an accurate separation applies between

• customer-oriented Kernprozessen and
• supporting support processes

to make.

Around interfaces the processes a process responsible person will avoid subordinated. This task is noticed by its own high-level personnel, who is responsible for the results and which co-ordination takes over within the processes and between these. The coworkers determined process teams assigned, which care for a process from the beginning to the end. Ideally it comes to a self organization of the teams and thus to a flattening of the hierarchy.

Advantages

The advantages of a process organization are in

• the concentration on the worth-creative and thus by the customer honored activities.
• the summary of the processes to clear organizational units, whereby a simplification is made possible for the administration and co-ordination.
• the better control of the operational sequences
• the dynamic process thinking and the break of the static problem solution identification
• high transparency and in the concentration on the worth-creative processes
• the function-spreading character, which results from the distribution of the processes over several divisions. This characteristic offers a varied activity to the coworkers and works motivating.

Further advantages are

• the visible number of interfaces, which leads to a reduction of the tuning and co-ordination problems.
• the clearly defined responsibility, whereby sources of error can be reduced to a minimum and the turn-around times of the processes to thus shorten.
• the high flexibility regarding constantly and rapidly changing environment. Experiences made clear that with changing requirements of the market, fast and customer-orients process orientated enterprises to react to be able.

Disadvantages

• A fundamental reorientation of the entire enterprise is required by the perspective change from a vertical to a horizontal view, which in high costs of team educational measures and trainings reflects itself.
• The process organization and the constant optimization of the process cycles lead to a high co-ordination expenditure, in particular with the process steps, which must be assigned to several worth-drawing processes.
• If during management the fear exists, can authority to lose it to conflicts and protection against new organization come.
• Often also the identification of the Kernprozesse can fail problematic and time-intensively and lead to cost-increasing changes.
• Through a concentration on the process - in place of a concentration on the function - efficiency advantages of the tayloristischen division of labor and specialization are lost.

Application

The statements for process orientation are rather tendencies and recommendation for action, as concretely specified guidelines. They must to be interpreted enterprise and situation-specifically and not be able thus on each special enterprise situation to be put down. A ideal-typical process organization is reached only very rarely in the reality. In the long run one can only try to fulfill the requirements of process orientation as well as possible.

Literature

• Thilo Knuppertz, franc Ahlrichs: "“Controlling of business processes. "” Poeschel (May 2006) convert process orientated enterprise control ISBN 3791024965
• Manfred training to living: Organization. 3. Edition. Vahlen, Munich 2002, ISBN 3-8006-2825-2
• Helmut Kasper, Wolfgang Mayrhofer (Hrsg.): Personnel management, guidance, organization. 3. Edition. Lime tree publishing house, Vienna 2002, ISBN 3-7073-0430-2
• Rudolf William: Process organization. Oldenbourg, Munich Vienna 2003, ISBN 3-4862-7412-0
• Hammer M., Champy J.: Business reengineering. 7. Edition. Campus, Frankfurt 2003, ISBN 3-59335017-3

Related links

• http://www.bpm-expo.com - content portal for Business Process management
• http://www.bpm-guide.de - Tutorials and expert contributions to the business process management
• http://www.refa-mv.de/htm/aopm.pdf - list of the necessary knowledge to the process orientated Labour Organization

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