scholarly journals Using a process approach to justify necessity for computerization of business processes in institutions of additional education

2020 ◽  
Vol 169 ◽  
pp. 513-518
Author(s):  
Marina Frolova ◽  
Andrey Taranov
Keyword(s):  
Business Processes ◽  
Process Approach ◽  
Additional Education

DIGITAL FUNCTIONALITY OF COMPLEMENTATION OF BUSINESS PROCESSES OF THE HOTEL INDUSTRY

2021 ◽  
Vol 140 (6) ◽  
pp. 99-111
Author(s):  
STOPCHENKO Yevheniia ◽  
BOIKO Margaryta ◽  
KULYK Mariia
Keyword(s):  
Market Share ◽  
Business Processes ◽  
Hotel Industry ◽  
Process Approach ◽  
Effective Functioning ◽  
Qualitative Performance

It has been determined that intensive digitalization of service processes is a condition for the effective functioning of the hotel industry under the influence of the COVID-19 pan­demic. One of its important directions, namely the use of a process approach to management, has been specified. The article proves that the improvement of business processes on the basis of their complementation and defining its digital functionality will enable to improve the quantitative and qualitative performance, will help to increase competitiveness and to maintain market share.

Applying the process approach in setting up the system of internal control in economic entities

2021 ◽  
Vol 20 (12) ◽  
pp. 2313-2323
Author(s):  
Zhanna A. KEVORKOVA ◽  
Natal'ya G. SAPOZHNIKOVA
Keyword(s):  
Control System ◽  
Internal Control ◽  
Business Processes ◽  
Risk Identification ◽  
Process Approach ◽  
Control Practice ◽  
Economic Entity ◽  
Internal Control System ◽  
Theoretical Generalization ◽  
And Control

Subject. The article addresses the organization and implementation of process approach when setting up a system of internal control of an economic entity, which ensures the management of effectiveness of divisions’ activities. Objectives. We aim at investigating the organization of the internal control system of an economic entity, based on its activities, accounting policies, classification of business processes, and risk identification. Methods. The study rests on methods of theoretical generalization, structural grouping, logical analysis, as well as the analysis of scientific and practical literature and accounting and control practice. Results. The analysis of practices revealed a number of problems in the implementation of the process approach in the accounting and control activities of economic entities, in particular, insufficient understanding and unpreparedness of management to implement the process approach, the lack of a system for regulating business processes, the lack of interconnection between the system of control indicators and the created business processes. It is advisable to divide the process of organizing the internal control system into a number of stages, i.e. the definition of activities, typology of business processes, risk identification, testing the internal control system’s quality. Conclusions. The introduction of the process approach in organizing an internal control system involves the systematization of information, depending on the nature of the business process, requiring permanent updating. The emergence of non-standard situations makes it necessary to adjust the boundaries of business processes. The resources of accounting business processes are personnel, software, equipment, and other infrastructure elements.

Evaluation of process performance in companies operating in Slovakia

2018 ◽  
Vol 4 (10) ◽  
pp. 55-63
Author(s):  
Zuzana Papulova
Keyword(s):  
Performance Evaluation ◽  
Performance Management ◽  
Process Improvement ◽  
Process Management ◽  
Business Processes ◽  
Process Approach ◽  
Process Performance ◽  
Organisational Performance ◽  
And Performance ◽  
Measurement And Evaluation

One of the current approaches to performance management is based on examination of organisational performance through measurement and evaluation of the processes. Processes provide an excellent basis for the arrangement of a measurement system and performance management. The application of the process approach in performance management is based on the evaluation of processes rather than on the output results. Based on our research, we bring findings about approaches to process performance evaluation of companies operating in Slovakia. The aim of our research is to assess current approaches for evaluation of process performance in the context of application of process orientation in companies operating in Slovakia. We used questionnaires to collect data. Our sample consists of 137 companies from various sectors, sizes and age to obtain a broader overview. The results show the level of utilisation of process management and approaches to evaluation of process performance towards process improvement. Keywords: Performance measurement, business processes, process performance;

scholarly journals Transformation of Manager Competences in Conditions of Digital Economy

2021 ◽  
Vol 18 (2) ◽  
pp. 142-151
Author(s):  
Yu. V. Syaglova ◽  
T. P. Maslevich
Keyword(s):  
Decision Making ◽  
Business Models ◽  
Business Processes ◽  
Business Environment ◽  
Complex Model ◽  
Process Approach ◽  
Digital Transformation ◽  
Managerial Decision ◽  
Commercial Activity ◽  
Digital Platforms

Today digital economic environment penetrates deeply in different spheres and industries of economy. Now doubt that digital transformations deal not only with outer environment of company functioning but also with their internal business-processes. The outer elements of digital transformation include such business-spaces, which in their essence were born as global, i. e. they are not connected with geographical location or specific segment of buying audience. We mean the development of the so-called digital platforms – ecosystems of digital business, where participants of different profiles or lines of commercial activity can be present, such as logistics, production, finance, marketing, sales, etc. Due to active emergence of outer aspects of digital transformation internal businessprocesses in such digital spaces are also subjected to transformations. These transformations in some cases are inevitable because of rising competition among companies inside one industry on the level of product range being sold and among related industries on the level of services that determine the company value for customers. In the digital business environment classical process approach undergoes serious changes due to transformation of business-models of business running, altered information opportunities, emergence of new digital competences of experts and technological breakthrough. The goal of the research is to develop a competence model of manager for decision-making in conditions of digital environment with regard to factors influencing the process of decisionmaking and advanced methodologies of management, such as Agile. The article shows conditions of digital transformation penetration in the business environment of present day companies, identifies factors of digital transformation impact on decision-making in management within the frames of the process approach, substantiates opportunities and threats of business-process digitalization in managerial decision-making and demonstrates new competences necessary for efficient functioning of business-processes. The authors put forward a complex model of decision-making in digital business environment, which gives an opportunity for companies to make the most effective managerial decisions.

scholarly journals Modeling of the System of Evaluation of Retail Enterprises on the Basis of KPI and Process Approach

2021 ◽  
Vol 4 (519) ◽  
pp. 66-72
Author(s):  
O. S. Podskrebko ◽  
◽  
N. O. Ivanchenko ◽  
V. V. Tkachenko ◽  
◽  
...  
Keyword(s):  
Environmental Conditions ◽  
Performance Indicators ◽  
Business Processes ◽  
Process Approach ◽  
Retail Trade ◽  
Financial Indicators ◽  
Key Factors ◽  
Modeling And Forecasting ◽  
Retail Enterprise

The article proposes a model for evaluating the activities of retail enterprise, which is based on five stages and allows determining ways to increase the efficiency of functioning, which will improve the adaptive properties of the economic object. The analysis of types of KPI is carried out, process and functional approaches are identified as the main ones for the direct development of key performance indicators, as well as the characteristics of the evaluation of effective marketing at enterprises, including those that function in the sphere of retail trade, are determined. The authors considered how modeling and forecasting of key financial indicators of an enterprise contribute to the creation of strategies for its development. The article notes that for the initial evaluation of a retail enterprise focused on long-term success, it is mandatory to conduct an audit aimed at assessing the efficiency of the economic object and defining how quickly the enterprise adapts to dynamic environmental conditions. The carried out analysis allowed to identify the key factors that contribute to an improvement of the enterprise’s operation. Also, on the example of the Isikawa diagram, the ratio of KPI, strategies and understanding of business processes was considered in order to set, control and analyze the achievement of goals.

REENGINEERING OF BUSINESS PROCESSES OF A HEALTH RESORT ORGANIZATION

2020 ◽  
pp. 219-224
Author(s):  
Евгений Николаевич Коровин ◽  
Марина Викторовна Кривоносова ◽  
Маргарита Анатольевна Сергеева ◽  
Светлана Александровна Слинчук
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Innovation Management ◽  
Innovation Process ◽  
Process Approach ◽  
Process Reengineering ◽  
Health Resort ◽  
Business Goals ◽  
Time Required

Процессный подход рассматривает медицинскую деятельность как заданную цепочку действий (или процессов). Итогом такой деятельности должно стать достижение определенного клинико-экономического результата. Принятие процессного подхода подразумевает внедрение новых подходов в системе менеджмента, когда в основу заложен процесс предоставления услуги потребителю. Чтобы оптимизировать налаженные бизнес-процессы в медучреждении, необходимо решить сразу несколько задач: спроектировать модель будущего процесса, алгоритмизировать действия всех участников процесса, разработать требования и стандарты для нового процесса, внедрить инновации по двум основным направлениям: социальному и медико-технологическому. Реализация всех перечисленных выше действий позволит впоследствии произвести грамотный реинжиниринг и адаптировать текущие процессы к новым условиям. После этого можно переходить к внедрению в обновленную структуру информационных систем. Реинжиниринг, как метод управления инновациями, относится к инновационному процессу, направленному как на создание новых продуктов и новых операций, так и на их применение, продвижение и распределение. Учитывая, что конечной целью реинжиниринга является инновации, то реинжиниринг в лучшем понимании - это реинжиниринг инноваций. Реинжиниринг представляет собой инженерно-консультационные услуги по реструктуризации предпринимательской деятельности на основе производства и реализации инноваций. По определению основоположников реинжиниринга М. Хаммера и Д. Чампи реинжиниринг бизнес-процессов (BPR - Business Process Reengineering) - это "фундаментальное переосмысление и радикальное перепроектирование бизнес-процессов для достижения конкретных улучшений в основных показателях деятельности предприятия". Целью BPR является системная реорганизация материальных, финансовых и информационных потоков, направленная на упрощение организационной структуры, перераспределение и минимизацию использования различных ресурсов, сокращение сроков реализации потребностей клиентов, повышение качества их обслуживания. Таким образом, речь идет о формировании совершенно новых деловых целей с использованием последних достижений информационных технологий The process approach considers medical activity as a set chain of actions (or processes). The result of such activities should be the achievement of a certain clinical and economic result. The adoption of a process approach implies the introduction of new approaches in the management system, when the process of providing services to the consumer is based on. To optimize the established business processes in a medical institution, it is necessary to solve several tasks at once: design a model for the future process, algorithmize the actions of all participants in the process, develop requirements and standards for the new process, and introduce innovations in two main areas: social and medical-technological. The implementation of all the above actions will allow you to subsequently perform competent reengineering and adapt current processes to new conditions. After that, you can proceed to implementation in the updated structure of information systems. Reengineering, as a method of innovation management, refers to the innovation process aimed at creating new products and new operations, as well as their application, promotion and distribution. Given that the ultimate goal of reengineering is innovation, reengineering in the best sense is the reengineering of innovation. Reengineering is an engineering and consulting service for the restructuring of business activities based on the production and implementation of innovations. According to the definition of the founders of reengineering M. hammer and D. Champi business process reengineering (BPR - Business Process Reengineering) is "a fundamental rethinking and radical redesign of business processes to achieve concrete improvements in the company's core performance indicators." The goal of BPR is a systematic reorganization of material, financial and information flows aimed at simplifying the organizational structure, reallocating and minimizing the use of various resources, reducing the time required to meet customer needs, and improving the quality of their service. Thus, we are talking about creating completely new business goals using the latest advances in information technology

Adaptation of project management methods and models to the improved PDCA

2021 ◽  
pp. 42-48
Author(s):  
E.P. Kunakov ◽  
◽  
P.A. Lontsikh ◽  
A.V. Koksharov ◽  
A.E. Gulov ◽  
...  
Keyword(s):  
Project Management ◽  
Business Processes ◽  
Process Approach ◽  
Basic Principles ◽  
Pdca Cycle

This article discusses the possibility of adapting existing project management methods to improve the Deming PDCA cycle and analyzing their effectiveness in comparison with their classical application. This study is relevant, since the application of project management methods almost always implies the use of a process approach, and the improvement of their basic principles can reduce costs and increase the return on the organization’s business processes.

ECONOMIC MANAGEMENT OF A HIGH-TECH COMPANY USING PLANNING AND A PROJECT-PROCESS APPROACH

2021 ◽  
pp. 110-117
Author(s):  
Igor O. Zharinov
Keyword(s):  
Economic Performance ◽  
Business Processes ◽  
Process Approach ◽  
High Tech ◽  
Smart Contracts ◽  
Internal Environment ◽  
Economic Management ◽  
Innovative Company ◽  
Operational Activities ◽  
Contractual Obligations

The task of organizing the economic management of an innovative company, which field of activity is related to high-tech business, is studied. A system of economic management is proposed, which is based on the function of planning the company's operational activities and a project-process approach to regulating the company's microeconomic indicators. The indicators characterize the effectiveness of the implementation of business projects and business processes, jointly controlled in the internal environment of the company and recalculated into the integral economic performance of the company. The controlling function is assigned to smart contracts that track the fulfillment of the company's contractual obligations to consumers. The management subjects in the system are defined as managers of various levels of the hierarchy who are influenced by productivity challenges. The company as an object of economic management in the system is subject to the influence of market challenges. The control system is built according to a closed circuit that adaptively responds to external and internal calls through local and global feedbacks.

scholarly journals A CONCEPTUAL MODEL AND PROCESS MANAGEMENT METHOD OF THE PLANNING AND MONITORING OF THE WORKLOAD IN THE EDUCATIONAL ENVIRONMENT

2021 ◽  
pp. 11-32
Author(s):  
S. Biloshchytska ◽  
A. Biloshchytskyi ◽  
S. Omirbayev ◽  
A. Mukhatayev ◽  
A. Faizullin ◽  
...  
Keyword(s):  
Conceptual Model ◽  
Process Management ◽  
Business Processes ◽  
Structural Model ◽  
Educational Environment ◽  
Process Approach ◽  
Educational Process ◽  
University Management ◽  
Procedural Components ◽  
The University

The article formulates the aims of HEI's activities, as well as approaches to managing all actions that ensure the achievement of the stated aims. The process approach is defined as the main one in the university management system. It is shown that the main directions of improving the activities of the university are the transition to the application of the process approach to the management of HEI and its informatization. On this basis, it is necessary to develop new, more modern university management systems that meet the contemporary requirements for the governance of multifunctional facilities and implement them in the form of process systems. We propose a conceptual model of the implementation of the functions to plan the educational process. The effects on planning functions are presented and the interrelation of these functions in the traditional form of planning is described. The tasks are formulated that need to be solved for modeling and optimizing business processes of planning and monitoring the academic workload to create an effective information technology for automating the functions of information processing. We propose a structural model for the implementation of information and procedural components of IT for planning and monitoring the educational environment. The implementation of this model in software provides the calculation of the optimal planned workload of students and teachers, considering the conditions in which the educational process is implemented.

scholarly journals The introduction of personnel control in processing organizations: features of the process approach

2020 ◽  
Vol 81 (4) ◽  
pp. 226-230
Author(s):  
E. V. Endovitskaya
Keyword(s):  
Personnel Management ◽  
Business Processes ◽  
Process Approach ◽  
Theory And Practice ◽  
Simultaneous Increase ◽  
Control Functions ◽  
Management Processes ◽  
Employee Relationships ◽  
Processing Organizations ◽  
Personnel Control

The innovative methods of personnel management are gradually being mastered in production organizations. However, personnel control tools are not enough estimated. In some cases, during the implementation and use of personnel controlling techniques, emphasis is placed on its control functions to the detriment of ways to motivate the manifestation of staff creativity. To overcome the contradictions in the perception of personnel management technologies and personnel control, in particular, regarding the theory and practice of introducing the latter in processing organizations, it should be considered as a system of methods and tools that radically change management processes based on the realization of the creative potential of managers. Based on the methodological dialectical installation of the transition of quantity into quality, The possibility of two directions of introducing personnel controlling technology into the structure of a processing organization has been proved: 1) reorientation of managerial processes in the existing personnel management; 2) the creation of a special controlling subsystem. Taking into account the opinions of specialists regarding the development of personnel controlling as an existing structure, a choice has been made in favor of activating process managerial influences in the "bottom-up" direction while changing the structure of the processes themselves in the "top-down" direction and, on this basis, mastering new rules for "employee-employee" relationships worker. The application of the knowledge gained made it possible to justify the feasibility of using reengineering processes for the implementation of this project. The distinctive advantageous features of the proposed form of personnel controlling reengineering are the simultaneous increase in the level of creative staff competencies, simplification of the development of management decisions and optimization of the personnel management structure itself. The implementation of the idea of a process approach logically becomes productive if the economic activity of processing organizations is considered as a system of business processes.

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