流程管理、信息化与企业竞争力（Process management, information technology and enterprise competitiveness）.docVIP

流程管理、信息化与企业竞争力（Process management, information technology and enterprise competitiveness） Problems and confusion of enterprise In the process of the person in charge of communication with customers and some enterprises, often hear them feel brain injury and trouble on a variety of issues that exist within the enterprise. Most of these problems concentrated in the construction of personnel management, organizational change, market development and competitiveness of enterprises. But recently the person in charge of the enterprise response problems are more concentrated in the coordination and process management departments, to highlight the performance of each department work are good, but the overall effect is not good, often between delivery is not timely, the service is not in place, information departments closed, blaming each other and complain. Up often hear the person in charge of the enterprise reaction in the following areas: Each 1. functions are very good, but the lack of coordination between the various departments, poor coordination; 2. hope the information software, but there is still confusion and chaos; The business operation of 3. enterprises in a certain extent still remain in the management mode, has not been fully realized process management; 4. of the existing process system, lack of clear and normative planning, description and analysis, has not formed the process management system; 5. because of the lack of process management, the various departments lack of coordination, reported on a minding mentality to carry out the work, lack of consideration and concern for global business; 6. of the companys overall business process does not form a closed loop, the process management can not achieve the expected goal of the company; The information system of isolated 7. enterprises, the formation of information barriers, the various departments of their own system, there is no unified and coordinated information sharing form; 8. although each functional d