Business operations depend on the organizational structure. Look for business-like activities such as product design, manufacturing products, or marketing services. Define business processes by identifying activities related to business processes. Outline each business process by listing each of the functional components and describing how they interact to create a business activity.
Business hierarchical or network. Hierarchical companies are moving towards vertical integration and long-term operational efficiency through mass production. Their mass-market strategy leads to functional-based enterprise units. Business processes within functions are located in sectors.
Network businesses are very flexible and have many functional groups that make many autonomous decisions. Business operations need to be differentiated into multiple organizational units and can be distinguished from business functions. Business processes for these companies are located within these functions. The first rule for creating business processes is to determine what type of organizational structure is appropriate.
Once it is clear where business activities are located, all activities performed by the business can be identified within company units or within company activities. For example, a company that issues a license will have an enterprise unit or operating function known as a “license”. Within the licensing process are business processes called “applications for licenses”. There can be many licenses and many processes. The second rule is important for creating business processes, which identify all the functions that a company needs to perform its functions.
The business processes that make up each function can be found by analyzing the functions within the functions. For hierarchical organizations, it is easy to look at related functions within an organizational unit to identify business processes. For network companies, business processes can be viewed by identifying the tasks associated with each business activity.
For the license function of the previous section, some functions related to authorizing the license application process to receive application forms, verify the data and record the issuing of the respective licenses. The third rule for creating business processes is to identify these activities in each business process and the process associated with it.
Once all the business processes in a business process have been identified, a business process structure can be created by listing the related tasks and describing a process for how they work. The final rule for describing business processes is to describe the tasks and tasks required for each process.
Verification of application data related to the licensing function and application process of the previously described work, functions, and activities and the decision to publish the application. The license application process outline describes these functions and functions and how they should be handled.
Burt Maragrave is a freelance writer with a strong background in science and engineering. Recently, he helped organize an online community after starting his own information technology business, where he has written and edited articles as Managing Editor, Business and Economics.
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Your discussion of associations is often of interest to many readers like me. Thanks for the advice. For your recent article about Robert’s rules, I think a short cycle explanation is needed to implement Robert’s rules. I fully agree that we do not want to be involved in these policies. My exception to your comments is to confirm whether one move has gone and the other, etc. This process can be an obsession that is often unnecessary even for a small circle.
Robert’s rules allow small boards to move, especially for small items that no one cares about – minutes and reports are a simple example. The chairman asked if any of the members had any objection to the proposal – and the members were then stopped to raise a concern – concluding the proceedings by declaring “full consent”. “Or” general approval. Any objections can be discussed and result in an absolute resolution or movements. See Robert’s Rules under # 4, “Managing a Movement”.
In addition, small boards do not require a “quiz” to initiate a discussion when a movement begins. In addition, the informal discussion is permitted without agitation – for consensus without voting. In these comforts, the small group can understand whether a movement or a vote is necessary. These and other details include “Boards” and “Process in the Small Game” in Robert’s Rule # 49. The above methods should also be used when zooming. In fact, they make zoom easier to use.
Thank you for these explanations about Robert’s rules and the use of small boards. As I mentioned in my column, Robert’s rules have different procedures for smaller boards, and those rules can be used by condominium and HOA boards to facilitate their meetings. Of course, these policies are permissible, and I found that most of our clients prefer some traditional acquaintances with appropriate Robert rules applicable to large organizations (many of our team members who work in large corporate boards or clubs or charities Are addicted). But I completely agree that there is no need to get stuck in rituals, such as recognizing the minutes the movements take or delaying the meeting.
My general recommendation is that the board should do what is convenient for them, But I also believe that they should not be overly concerned about the parliamentary practice and should continue to advise. A court is unlikely to justify a corporate act because it failed to follow Robert’s rules, eventually acquiring a business, and should not be asserted as an act if it were first billed. Has been narrated an assembly.