What is the orientation of process management?

What is the orientation of process management?

What is the orientation of process management? Process management is something we will encounter everywhere. The leap that process management has brought to enterprises is revolutionary, which realizes the seamless connection between departments and even between companies and external units. What are the following positions in process management?

Process Management 1 What are the job responsibilities?

1, leading the combing and design of process architecture, driving business process optimization and change with architecture, and improving the company's operational efficiency;

2. Responsible for the construction and implementation of the company's business process system, including the process management system and methodology, and the implementation of the process management responsibility mechanism and cultural construction;

3. Participate in and assess various functional business areas, lead the team to complete the promotion of process optimization projects, guide the process architecture design in one or more areas and evaluate the rationality of specific business process design;

4. Communicate with the it department according to the needs of the business department, realize the transformation of business needs in time, analyze the specific situation of each process, and find risks in time.

5. Empower business departments and operators with professional knowledge such as process, including but not limited to flow chart system construction, process classification, process design and flow chart drawing;

Qualifications:

1, related process management for more than 2 years. Participated in process-oriented organizational change projects, familiar with Huawei management system is preferred;

2. Skillfully use common process management tools, such as Visio.

3. Have good logical thinking ability, communication and cooperation ability, strong pressure resistance, open mind and sense of responsibility, and be willing to deeply understand the business and continuously diagnose and optimize outstanding process problems.

What is process management? 2. A boss who doesn't know the process will be a management disaster.

In China's enterprises, the confusion of management is not that there is no system, but that there are a lot of system processes that cannot be implemented. The pain of the supervisor is not that the employees can't control it, but that the boss can't control it; It's not that the system is unreasonable, but it's always destroyed by the boss, even though these systems were originally formulated or promulgated by the boss. From this perspective, it is always said that the boss must be the one who breaks the system and does not follow the process. This behavior of bosses is particularly prominent, and it is also the most obvious sign of Chinese management.

That day, the boss of a perennial consulting company told me that he recently invited several directors to come over and let me have a look at them when I am free. After meeting these supervisors, I asked the personnel manager a few questions. First, have all these people taken up their posts? Has the personnel order been officially announced?

Second, how do these newly recruited "directors" of production, quality and technology divide their work with the managers of these departments now? The personnel manager's answer is: these people are recruited by the boss himself. Now they have been on the job for more than half a month and have not been formally appointed, but they all know that they are here as directors. The boss has greeted all the department managers, but they haven't made a specific division of labor.

God, it turns out that as long as they know they're here to be directors. Later, I called a meeting of the managers of these departments. I found that everyone was a little abnormal compared with usual. When discussing problems, they are not as active, secretive and hesitant as before. After repeated questioning, I found out the reason. It turned out that it was all caused by the recruitment and trial of these directors.

Here, let's not question the ability and quality of these directors, and don't question whether they can integrate into this team. First of all, if the boss doesn't make clear the division of labor and responsibilities according to the personnel operation process, it will artificially create internal contradictions in the manufacturing department and lead to various speculations. This kind of internal friction will definitely weaken the overall combat effectiveness. Secondly, this sheep-herding way of employing people will also make newcomers feel at a loss, which is tantamount to leaving people in the department to fend for themselves.

Thirdly, this is also an unclear employment behavior, which will also cause internal panic and disrupt the normal work order, thus reducing the efficiency of the whole team. What's more serious is that it is a kind of destruction to avoid all personnel processes because all the directors are recruited. It will also make these people pretentious and have a special feeling, and may even look down on the factory team and become the target of public criticism, so that they can't get the help they deserve in the team and even cause the disaster of the team.

When I first entered a foreign company, I was very respectful to the company. If the boss is late for the meeting, he will pay 200 yuan cash and put it on the table, while the system stipulates that he will only be fined 100 yuan; As long as the boss is in the factory, he takes the lead in wearing factory clothes every day, so the phenomenon of not wearing factory clothes rarely happens; The boss also goes through the prescribed process to apply for a car, so he has never violated the rules. The implementation rate of other systems and processes of the company is almost 100%. Enterprises with more than 5,000 employees are in good order and efficient. In less than a few years, the enterprise has re-purchased 200 mu of land to build a new factory, and the development speed of the enterprise is amazing! At that time, I thought, I can't blame others for such a big thing. But these are almost luxuries for private enterprises. In the subsequent consultation and training process, I also contacted a large number of domestic enterprises and bosses, but so far no one has been found to be able to do it.

Everyone is equal before the system and procedure. The correct way is: the personnel department should first design the job responsibilities, first clarify the job requirements, then apply for the post according to due process, and then put it in the ordinary job for training, and try to observe it from all directions. In case you can't get off the stage in the future, slap yourself. After the trial evaluation, we will decide which position to take charge of. Those who have the ability should also issue personnel orders in accordance with proper personnel procedures to stimulate their sense of responsibility and establish their management authority.

The boss is the biggest management resource of the company, and of course it is also the biggest destroyer. The success or failure of internal management depends entirely on the boss. If we can set an example, any system and any process will be thoroughly implemented, otherwise, it will be a disaster for enterprises!

What is the orientation of process management? 3 Four basic principles of process management for small and medium-sized enterprises

Managers all know a famous saying: the system is in charge of people and the process is in charge. In other words, people are bound by the system, and everything can be regulated through the process. This management logic has indeed made many Fortune 500 companies. This management mode has also attracted many enterprises and managers to pursue and follow suit.

However, when the institutional process is slowly formed and the culture has settled down, it is not difficult to find that many enterprises that had developed at a high speed at the beginning could not get rid of the shackles of dogmatism and bureaucracy, and their performance became low, and large enterprises were terminally ill, unable to get rid of the shackles of the process, thus losing the opportunity and courage to innovate and facing management reform and process reengineering again. At this time, it may not be as easy and simple as when they changed it.

As small and medium-sized enterprises, they may not have so many management resources for process design and planning, and there is no need to make internal processes as complicated as those of large enterprises, but also to prevent the occurrence of "big enterprise diseases" caused by this "process culture". Therefore, when implementing process management, designing and planning internal management processes, we must follow the following basic principles according to our actual conditions and resources to avoid repeating the same mistakes.

The first is the principle of "simplification". Due to the limitation of scale, the internal personnel relations of small and medium-sized enterprises are not complicated, so the process should be as simple as possible, and its process is generally divided into three levels. Among them, the first-level process is the "organizational process", which is the overall strategic plan to straighten out the personnel relationship on the one hand and the basic principle needed for the daily operation of enterprises. It is the basis of all the processes of an enterprise, and it has a strong principle and cannot be changed at will. The design and operation of all other processes cannot surpass it.

Its characteristic is scientific. The secondary process is the main business process of an enterprise, which is mainly based on the functions of the department and breaks the restrictions and constraints of the department wall. Its function is to standardize the trading procedures of different functions, simplify the trading procedures and improve the sense of cooperation. Its characteristic is standardization, which is mainly reflected in the "control procedure". Three-level process is a specific operation process, and the operating standards for specific post affairs at each point are mainly reflected in specific operating specifications and operating standards. In fact, it must be more operable.

Secondly, the principle of "taking into account". Effective management must be the harmonious unity of point, line and surface. Therefore, the first-level process must be designed according to the strategic objectives of the enterprise, and the internal resource constraints should be considered to guide the second-level and third-level processes, so as to play a scientific guiding role, otherwise the second-level and third-level processes may not be effectively designed and planned. The secondary process must be a link between the preceding and the following, must be based on the primary organizational process, must play a controlling role, and must ensure its standardization and effectiveness.

Although the three-level process is based on one point, it must cover the basic requirements of the first-level and second-level processes, and must take into account the basic principles and control procedures. Otherwise, it will not be implemented at all.

Once again, it is the principle of "personalization". There are no exactly the same enterprises in the world, and any enterprise is full of its own personality, characteristics and culture. Therefore, in process design, never copy the process documents of other enterprises. Although the Internet provides a lot of convenience for copying, it can only be used as a basic reference. As far as the management failure enterprises we see are concerned, most of them are caused by the failure to implement the system flow, mainly because managers like to copy other people's things.

Finally, the principle of "change". Nothing is constant. The only constant in this world is change. The management process also needs to be changed and adjusted in time according to customer needs and market changes. First, this change and adjustment is timely adjustment. When the process is found to be poor and inefficient, managers must make adjustments immediately. Moreover, the internal system flow must be checked once a year to find out the place that is contrary to the enterprise strategy and make overall adjustment and reconstruction.