Process Management and Organizational Process Maturity: Economic and Non-Economic Organizations

Introduction

According to the study performed by ICAN Research for Macrologic SA4 in 2016, only every fifth Polish company decided to implement a process approach, which indicates low knowledge and low confidence in this management model. To confirm this thesis, we can also cite the 2017 Webcon and Computerworld study, in which as many as 30% of directors of Polish enterprises, employing over 250 people, claimed that they had no needs in the field of the process management. The remaining 70% of directors pointed to such main challenges and barriers to the process management (Kuchnio, 2017):

 the lack of staff and competences (34% of responses),

 the lack of support from the management for the organization perception through the processes

(20% of indications),

 the necessity to adapt processes to constant changes in the organization and its environment

(18% of responses),

 difficulty in proving the profitability of investments in the process reorganization (e.g. ROI values, 18% of indications),

 extensive and powerful hierarchical relationships in the area of knowledge, information and decision flows (so-called information silos, 18% of responses),

 high complexity of the structure of particular processes (15% of indications).

The above clearly shows that it is necessary to know the methods, techniques and tools supporting process management in the organization. It should be emphasized that the needs for this support largely depend on the type of organization. This monograph presents these issues in terms of economic organizations (production and service enterprises) and non-economic organizations (public administration). The proposed approach is based on adapted, four-stage Deming cycle, which delivers all key stages of the process's life cycle in the organization - from modeling to perfection, but also allows ongoing updating and adaptation to the ever-changing needs of the organization (Figure I.1). Process management in an organization has an impact on the improvement and development of whole organization, measured by process maturity models. This approach to process management allows to capture the problem from the perspective of the entire organization and its functioning on the market, and not just from restricted perspective within the organization.

Considering the research results, it should be stated that the barrier to the correct and complete implementation of process management in organizations is on the one hand the lack of competence and understanding on the part of the management, but on the other hand it is high complexity and multidimensionality of the issue. To meet these needs, this monograph presents and organizes concepts and problems in the field of process management, but also indicates supporting tools assigned to each of the four basic stages of the process life cycle.

The monograph highlights the possibilities, conditions and effects that can be obtained at the each stage of the adapted version of the PDCA cycle. At the same time, the combined approach in the field of production enterprises and public administration ensures the versatility of this approach and the possibility of its use in various types of organizations. The monograph ends with a presentation of selected models of the organization's process maturity as tools enabling objective and comparable measurement of development and process improvement from the point of view of different goals and expected effects.

The value of this monograph determines the comparison of two perspectives - economic and noneconomic, as well as the comprehensive view of process management through the prism of the improvement and development of the entire organization. The presented solutions, methods and approaches have been largely developed during the performs of research and R&D projects in which the authors have partici