scholarly journals PROCESS MANAGEMENT IN RUSSIAN BUSINESS EDUCATION

2013 ◽  
Vol 1 ◽  
pp. 188-195
Author(s):  
Svetlana Korobeynikova ◽  
Ludmila Dukanich
Keyword(s):  
Business Education ◽  
Business School ◽  
Management System ◽  
Process Management ◽  
Business Processes ◽  
Business Schools ◽  
Current Management ◽  
Employee Monitoring ◽  
Recent Establishment

The current management system in Russian business education is predominantly based on the principle of functional management, which in turn does not comprehensively address the emerging objectives and terms of modern-day education providers in Russia. The countries’ business schools are of the particular concern of the issue, considering the factors of their recent establishment and revenue-based financing. Presented in this paper is the outcome of implementation of the process-orientated approach to business education based on the experience of one of the leading Russian business schools. The implementation of the process-orientated approach into the management system of the business school has resulted in an array of advantages: a significant improvement in the speed of the management process; a horizontal and vertical compaction of processes due to employees making independent decisions, reduction in the number of errors, delays and alterations, an increase in the quality of tasks executed by the personnel, a decrease in the need of employee monitoring; reduction of costs associated with employee wages and equipping workplaces; development of the basis for automation of educational and supporting business processes and delegation of particular elements of business processes to external.

Path Mining in Web Processes Using Profiles

2011 ◽  
pp. 896-901 ◽  
Author(s):  
Jorge Cardoso
Keyword(s):  
Data Mining ◽  
Quality Of Service ◽  
Business Process ◽  
Management System ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Data Mining Techniques ◽  
Using Data

Business process management systems (BPMSs) (Smith & Fingar, 2003) provide a fundamental infrastructure to define and manage business processes, Web processes, and workflows. When Web processes and workflows are installed and executed, the management system generates data describing the activities being carried out and is stored in a log. This log of data can be used to discover and extract knowledge about the execution of processes. One piece of important and useful information that can be discovered is related to the prediction of the path that will be followed during the execution of a process. I call this type of discovery path mining. Path mining is vital to algorithms that estimate the quality of service of a process, because they require the prediction of paths. In this work, I present and describe how process path mining can be achieved by using data-mining techniques.

scholarly journals Determining the Level of Maturity of the Business Process Management System on the Example of an Agro-Industrial Enterprise

2020 ◽  
Vol 12 (515) ◽  
pp. 446-454
Author(s):  
Dongcheng Wang ◽  
Keyword(s):  
Business Process ◽  
Management System ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Current Level ◽  
Industrial Enterprise ◽  
Maturity Model ◽  
Characteristic Features ◽  
Four Levels

The article is aimed at determining the level of maturity of the business process management system of an agro-industrial enterprise. The existing common approaches to assessing the maturity of the business process management system are identified, their defining features are determined. A definition of maturity of the business process management system of the enterprise is made. The features of the process and enterprise maturity model (PEMM) developed by M. Hammer are described in detail. Four levels of business processes that form the system according to the Hammer model are characterized. The aspects and directions of research of maturity of the business process management system of enterprise according to the PEMM model by M. Hammer are specified. The scale of assessment of the level of maturity of the business process management system of enterprise according to certain criteria is provided. The procedure for assessing the maturity level of the business process management system of the enterprise under research is described and a scale is provided that helps to determine the current level of maturity of the system from the very low to the very high (five such levels are defined in general). Descriptions of the levels of business processes according to the PEMM model are specified in terms of the aspects of Projecting, Contractors, Process Owner, Infrastructure and Indicators. For each aspect, an assessment of the business process management system of the enterprise under research was carried out. The results are presented both by a separate direction and by each aspect of the assessment of the maturity of the business process management system of enterprise. For each aspect of the assessment of the system maturity, the characteristic features are determined, the main disadvantages and achievements are indicated. On the basis of the determined estimates of the business process management system of the enterprise under research, an assessment of the maturity of the business process management system of this enterprise in view of certain aspects is computed, as well as its current level is defined. To identify the most problematic areas in the business process management system, the existing level of maturity of the system is depicted using a petal chart. The main directions of further improvement of the existing system are defined.

Reweaving the rainbow: qualitative color in business education

2018 ◽  
Vol 26 (3) ◽  
pp. 238-246 ◽  
Author(s):  
David Starr-Glass
Keyword(s):  
Business Education ◽  
Business School ◽  
Business Schools ◽  
Business Students ◽  
First Year ◽  
Content Type ◽  
Central Direction ◽  
Undergraduate Economics ◽  
Personal Insight ◽  
Limited Generalizability

Purpose This study aims to reflect on the dominance of a narrowly focused analytical approach within business schools, which provides an artificially fractured and disjointed understanding of the contextual complexities and interconnectedness that students will encounter in the future. This approach unnecessarily constrains sensemaking and inhibits creative response to future social and organizational complexity. As business schools and their graduates come under sustained scrutiny and criticism, it perhaps appropriate to reexamine and reframe their analytical bias. Design/methodology/approach The central direction taken in this study is that of critical reflection on the present author’s practice and experience in teaching undergraduate economics and accounting. Although the analysis may have limited generalizability, it is hoped that it may prove of interest and value to business school educators. Findings The preferential business school reliance on analytical perspectives suggest that they fail to appreciate the nature of business, its embeddedness in broader society and the competencies required by undergraduates and graduates. This study argues that an emphasis on holistic systems, synthetic fusion and an appreciation of complexity – rather than a reductive analytical agenda – might benefit business schools, their graduates and society at large. Originality/value This study provides an original, albeit personal, insight into a significant problem in business education. It offers original perspectives on the problem and presents faculty-centered suggestions on how business students might be encouraged and empowered to see quality as well as quantitative perspectives in their first-year courses.

Business Process Reuse and Standardization with P2P Technologies

2010 ◽  
pp. 516-529 ◽  
Author(s):  
José A. Rodrigues Nt ◽  
Jano Moreira de Souza ◽  
Geraldo Zimbrão ◽  
Geraldo Xexéo ◽  
Mutaleci Miranda
Keyword(s):  
Information Technology ◽  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Human Factor ◽  
Peer To Peer ◽  
Integrated System ◽  
Process Models ◽  
Cultural Changes

Business Process Management (BPM) brings together the idea of effectively managing organizations and properly using Information Technology to fulfill organizations’ needs. For this purpose, BPM systems are largely used nowadays. However, most process models are started from scratch, not having reuse promoted. Sometimes, large enterprises have the same business process implemented in a variety of ways due to differences in their departmental cultures or environments, even when using a unique integrated system. Additionally, although technology plays an important role in actually improving organizations, the human factor is still fundamental, since any improvement attempt goes through cultural changes. In this chapter, a peer-to-peer (P2P) tool is proposed as a way to cooperatively develop business processes models, minimizing the time needed to develop such models, reducing the differences among similar processes conducted in distinct organizational units, enhancing the quality of models, promoting reuse, and distributing knowledge.

Choosing a Management System in a Construction Organization

2020 ◽  
Vol 2020 (3) ◽  
pp. 220-236
Author(s):  
Nikolay Kemaykin ◽  
Aleksandr Markov
Keyword(s):  
Decision Support ◽  
Management System ◽  
Process Management ◽  
Evaluation Criteria ◽  
Enterprise Management ◽  
Management Approach ◽  
Construction Company ◽  
Construction Organizations ◽  
Construction Organization

The subject of the research is management systems used in construction organizations and methods of decision support while choosing the system of management. The purpose of the work is to offer a method of decision support for managing a construction organization when choosing a transition to a process management approach or a project-oriented management approach. The article emphasizes the relevance of improving the quality of enterprise management in construction industry, and provides an overview of domestic and foreign literature on improving management methods. The study substantiates the need for a method to support decision-making while shifting to a new management system. The authors propose a method based on the evaluation criteria obtained through a survey of the company's management. The proposed method helps managers and founders to make a decision concerning the choice of management system and warns against erroneous decisions and losses associated with the introduction of a management system “inefficient” for the construction company.

Learning the PR trade

2016 ◽  
Vol 32 (7) ◽  
pp. 29-31
Keyword(s):  
Case Studies ◽  
Business Education ◽  
Business School ◽  
Design Methodology ◽  
Reading Time ◽  
Business Schools ◽  
Cutting Edge ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Change in business education is effortlessly elusive. No matter how often the great and the good of either the business or business school worlds lament the lack of adequate teaching through Masters of Business Administrations and other programmes, very rarely does anything seem to change. Managers are still put though their paces at business schools; they still read the same “seminal” books and case studies; they still get their blue riband qualification; they still receive a hefty increase in salary after graduation. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organisations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals The Culture of Business Education and its Place in the Modern University

2015 ◽  
Vol 45 (4) ◽  
pp. 229-243
Author(s):  
Russell Alex Evans
Keyword(s):  
Business Education ◽  
Business School ◽  
Personal Experience ◽  
Business Schools ◽  
Transnational Corporation ◽  
Theoretical Knowledge ◽  
Classical Representation ◽  
American University ◽  
Secondary Sources ◽  
The University

Many researchers believe that the modern university is in a state of crisis like never before. One of the main reasons cited for this decline is that the modern university has a closer resemblance to a transnational corporation than to a traditional scholarly institution (Lewis, 2005). This paper attempts to define the term “university” from a classical perspective and to describe the gradual incorporation of vocational pursuits into its scope. Focusing on modern North American university models, it asks whether business schools, in particular, should be operating within academia. An alternative is discussed, which focuses on the vocational attributes of business rather than theoretical knowledge. I draw on secondary sources as well as my own personal experience as a student and researcher to make suggestions on how interdepartmental tension developed and how it can be reduced. The paper finds that the business school does have a place in the modern university; however, the classical representation of the university must be abandoned for it to be fully embraced.  

scholarly journals A Pillar For Successful Business School Accreditation: Conducting The Curriculum Review Process A Systematic Approach

2011 ◽  
Vol 4 (5) ◽  
pp. 39-48 ◽  
Author(s):  
David E. Gundersen ◽  
Susan Evans Jennings ◽  
Deborah Dunn ◽  
Warren Fisher ◽  
Mikhail Kouliavtsev ◽  
...  
Keyword(s):  
Business School ◽  
Business Schools ◽  
School Administrators ◽  
External Validation ◽  
Quality Standard ◽  
Business Programs ◽  
Curriculum Review ◽  
Affinity Group ◽  
Wide Range

The Association to Advance Collegiate Schools of Business (AACSB) describes their accreditation as the hallmark of business education. According to information at BestBizSchools.com (n.d.), AACSB accreditation represents the highest standard of achievement for business schools worldwide. Being AACSB accredited means a business school is able to continuously pass a strict set of standards that ensure quality. As of December 2010, only 5%, or 607, of the academic business programs globally were accredited by AACSB. This number represents schools in 38 countries where the majority of programs incorporate both undergraduate and graduate education covering business, accounting, or both. An institution must be a member of AACSB in order to apply for accreditation. It is important to note, however, that membership does not imply that the program is accredited (The Association to Advance Collegiate Schools of Business, n.d.-a). Recent emphasis demanding external validation on the quality of Business Schools has resulted in the promotion of AACSB accreditation as the de facto quality standard. Earning this quality seal of approval, business programs can verify they have met the 21 AACSB standards that cover strategic, participant, and assurance of learning achievements and processes. Programs with AACSB accreditation are encouraged to promote the standard using it to externally validate their quality and to market their programs to external groups including students, employers, and contributors (The Association to Advance Collegiate Schools of Business, n.d.-b). Despite established standards, no single approach to meeting standards for accreditation is suggested by AACSB. Rather, varying approaches to meeting standards should be developed to fit individual programs of institutions (Bryant & Scherer, 2009). This position by AACSB underscores its recognition of the diversity across accredited programs and allows educators wide latitude in developing and implementing approaches to excellence. Small programs are not disadvantaged so long as their students, faculty, graduates, and the employers who hire them receive the quality outputs that help them meet the external competitive requirements (Olian, 2007). In recognition of member institutions diversity, the AACSB has established the Affinity Group program where school administrators from schools sharing similar characteristics can interact, exchange ideas, and present views on a wide range of issues (Olian, 2007). This allows AACSB member schools, who have varying missions and constituents, to find and link with other programs of a similar nature where creativity and synergy can more easily occur. The AACSB wants the accreditation process to help facilitate creativity in designing business school strategies rather than being viewed as an impediment to a programs push to quality (Romero, 2008).

Globalization and Its Impact on Business Education in Emerging Economies: A Case of India

2019 ◽  
Vol 6 (2) ◽  
pp. 278-291 ◽  
Author(s):  
Shweta Malhotra Bhatia ◽  
Sigamani Panneer
Keyword(s):  
Emerging Economies ◽  
Business Education ◽  
Management Education ◽  
Business Schools ◽  
Indian Government ◽  
Managerial Roles ◽  
Education In India ◽  
Education Market ◽  
The Impact

The article reviews the impact of globalization on the quality of contemporary business education in India. When the Indian government liberalized the business education market in the 1990s, it was assumed that creation of business schools would automatically lead to employment-ready individuals, especially in managerial roles. On the contrary, certain trends suggest that business schools have been producing suboptimally skilled individuals for the industry, leading to an incessantly widening skill–employability gap. The article discusses the plausible reasons for this gap. The article also argues for integrating emotional intelligence (EI) as a key behavioural skill in management education framework.

Business Process Reuse and Standardization with P2P Technologies

2010 ◽  
pp. 518-531
Author(s):  
José A. Rodrigues Nt ◽  
Jano Moreira de Souza ◽  
Geraldo Zimbrão ◽  
Geraldo Xexéo ◽  
Mutaleci Miranda
Keyword(s):  
Information Technology ◽  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Human Factor ◽  
Peer To Peer ◽  
Integrated System ◽  
Process Models ◽  
Cultural Changes

Business Process Management (BPM) brings together the idea of effectively managing organizations and properly using Information Technology to fulfill organizations’ needs. For this purpose, BPM systems are largely used nowadays. However, most process models are started from scratch, not having reuse promoted. Sometimes, large enterprises have the same business process implemented in a variety of ways due to differences in their departmental cultures or environments, even when using a unique integrated system. Additionally, although technology plays an important role in actually improving organizations, the human factor is still fundamental, since any improvement attempt goes through cultural changes. In this chapter, a peer-to-peer (P2P) tool is proposed as a way to cooperatively develop business processes models, minimizing the time needed to develop such models, reducing the differences among similar processes conducted in distinct organizational units, enhancing the quality of models, promoting reuse, and distributing knowledge.

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