流程与职能的思考管理(国外英语资料).doc

流程与职能的思考管理(国外英语资料) In 2005, the U. S. productivity and Quality Center (APQC) business process management research team began to study a topic: functions and processes can coexist? If you can coexist, then what is the most effective way to improve the performance of both? APQCs research found that organizations with best practices do not abandon the concept of functionality entirely; instead, they integrate it into a process architecture that can fall into the ground. This article will briefly describe functional and process thinking, and then show readers the best practice organizations in business process management. The process and function can run parallel Key concepts such as functional organizations, process thinking organizations, process oriented organizations, and process oriented organizations can help an enterprise determine which stage of process evolution they are in. For an enterprise, there is no need to abandon other ways immediately for one way of thinking. A part of the companys business may be more functional, but the whole organization is more prone to process. The pace of switching and transition between the companys capabilities and processes often depends on the scope of implementation of the new organizational structure, and the speed at which cultural ideas change. Functional organizations carry out hierarchical management in practical work and conduct vertical management of people who share the same functions. Such organizations often find themselves unable to respond quickly to changes in the market and consumer demand. Process thinking organizations translate the actions of each group into processes and try to understand how all of the processes in the organization operate and further into products, services, and profits. The result of process thinking leads to the development of process definition and documentation, but process thinking does not implement specific measures. Process oriented organizations combine end-to-end design and man