A Soft and Hard Systems Approach to Business Process Management

Abstract

Globalization is placing pressure on firms to gain competitive advantages. As firms become agile, it is important that they become agile quicker than other firms. More sooner have firms improved processes and gained efficiencies and so have other firms. Firms are in a race to be better or are at risk of becoming less competitive. Firms have embarked on business process management (BPM) initiatives to gain competitive advantages. BPM initiatives have received much attention, however little work has been done in attempting to make the BPM initiatives themselves efficient. When firms invest in resources such as people, time, money, newer technologies, etc., they expect to see returns on these benefits in realistic time periods; however in most cases, BPM initiatives have been criticized to take too long. A hybrid soft and hard systems approach is proposed to allow early extraction of critical business process, which when improved, will lead to quicker benefits. Copyright © 2011 John Wiley & Sons, Ltd.

PROJECT MANAGEMENT ASSESSMENTS (PMAs): AN EMPIRICAL STUDY

“…Some firms (buyers) expect firms (sellers) to become more competitive than other firms (other suppliers) in the production of goods and services. Siriram [2] Given the need to link business strategy to projects and to competitive advantage, Young, Young, Jordaan and O'Connor. [14] point out deficiencies in the way projects are currently selected and managed, thereby limiting the capability to realise strategic goals.…”

“…Some firms (buyers) expect firms (sellers) to become more competitive than other firms (other suppliers) in the production of goods and services. Siriram [2] …”

“…The demographics of the firms are shown in Table 1. Step [2]: Collection of project management assessments (PMAs). Seventy-five PMAs were collected across four firms.…”

Considerations Regarding the Redesign of Management System of an Organization

“…[10] Organizational restructuring means the company analysis and redesign activities in line with the new objectives and strategies of the company: -the company's organizational structure, review in terms of hierarchical levels, responsibility centres, productive centres and support centres; -redesigning the number and personal policy, wage policy; -development of controlling departments for monitoring, analyzing, assessing financial and commercial performance of the business and the granting of any information management team in order to elaborate strategies and policies of the company; [11] The financial restructuring is aimed at maintaining profitability and business financial equilibrium, through continuous monitoring of revenues and costs and receipts and payments with third parties. To achieve this objective, the following should be considered: -measures and identification/elimination of areas that generate cash losses: production, sales support; range of products or services; -reducing costs and optimizing their structure according to the volume and value of sales; -development and follow-up monthly income and expense budget-level company and centre of responsibility for compliance with the limits established by the budget and premises for anticipating and reducing losses;…”

Perspectiva sistémica en los procesos de capital humano en PyMEs orientadas al servicio de hospedaje

“…Autores como Anthony et al (1993), Boxall (1996) Liquidano (2006), Ríos et al (2010), Siriram (2012), De Florio et al (2013 MacEvoy y Buller (2013) y Rok y Mulej (2014) han abordado la gestión del capital humano generando aportaciones en las que destacan aspectos como: la necesaria unificación entre estrategias funcionales y de negocio para diseñar una global para retroalimentar la gestión el capital humano, considerar al capital humano como componente Perspectiva sistémica en los procesos de capital humano en pymes orientadas al servicio de hospedaje…”