Matthew Mercado
07/29/16
BUS 188 (11:00am-3:00pm)
Chapter 7 Outline (2 page minimum)
Aggarwal
Chapter 7 Outline
In any
activity we do, there’s always a certain process that goes into it. Whether
its’ figuring out the best route to school, which workout regiment to do at the
gym, or even how to start your day, there’s always a step by step process. That
is the system we currently live in because without order, everything would be
unbalanced and a mess. Our day-to-day activities are considered structured for
the most part and always follow a guideline. However, say a chef is trying to
open up a new restaurant, but can’t quite figure which location would best suit
it. This is what’s called a dynamic process, its less formal, is flexible, and
often requires strategy. Processes define us because it gives us a criterion to
abide by so that everything goes smoothly. Referring back to figuring out the
best route to school, drivers who are going the opposite way would be facing
traffic and thus, they would try to find an alternate route/contingency plan to
avoid it at all costs. From an organizational standpoint, processes are spread
out into 3 levels: workgroup, enterprise, and inter-enterprise. Depending on
how wide the scope, it could prove challenging because there’s a fine line
between following that process and managing it in its entirety.
Workgroups
is defined as the fulfillment of a purpose or goal when working together in
groups. There’s always a certain process that goes into working alongside
others because, for one, there has to be a designated leader, roles are clearly
defined, issues need to be addressed as a team, and above anything else the
work is accomplished. Certain operations all play a role in the process. For
example, a leader of a group/team paper can designate one or two people to work
on one component while the other members can compile a list of resources used
for that paper. The leader is in charge of instilling responsibility and order
so that the goal can be accomplished correctly and efficiently. Any and all
problems should always be solved and anything overlooked could prove to be
problematic. There’s a variety of workgroups such as: Sales & Marketing,
Operations, Manufacturing, Customer Service, Human Resources, and Accounting.
Each of these workgroups follows a process that abides by a set of functions
that need to allocated and distributed evenly amongst its members.
Enterprises
spread out over an organization into multiple departments. You could say Sony
Corporation is an enterprise because it’s a business that has split itself into
multiple subsidiaries. Everything that helps contribute from various sources is
considered an enterprise. Enterprises have a large amount of members and as an
enterprise, there’s a lot of consistency needed to be maintained to work
together. 3 examples of enterprise information systems include CRM, ERP, and
EAI. An example of an Enterprise would be a hospital. It’s a system of doctors,
nurses, medics, personnel, and patients that work together and support one
another. When performing surgeries, doctors and their assistants have to work
together to ensure that there work is performed efficiently and effectively and
if not, it could be fatal for the patient they’re working on. Much like a
workgroup, the compilation of its members have to ensure that everyone is doing
their group, the work isn’t unburdening, and all problems can be solved so long
as there’s a solution.
Inter-enterprises
are split into two or more independent organizations. Not only is there members
spanning 1000+, but the level of procedure is formalizes, problems have
solution right away, there are multiple organizations, and is more tight
(sturdy) that ever. An example could be the Army, Marines, & Navy – all
work in conjunction with one another to preserve peace for all citizens, thwart
any and all terrorist or inhumane attacks, and maintain the stability of what
our country stands for as a whole. They are all separate organizations, but
they work together for a common goal – the preservation and prosperity of our
country’s wellbeing. It’s a very complex if you think about it, but it’s
difficult to change that kind of system because of its formality – its
structured to the point where it’s impossible to change. Regardless if it’s a
workgroup, enterprise, or inter-enterprise, there are two things processes
quality follows: efficiency and effectiveness.
Efficiency
is defined as ratio of process outputs to inputs while effectiveness is defined
as a measure of how well a process achieves an organizational strategy. Quality
is an important thing to take into consideration because even with a structure
and resources to utilize, if both efficiency and effectiveness aren’t taken
into account, then everything that went forth into the process would be in
vain. To improve the process quality, there are three 3 things to take into
account: Performing that activity, augmenting a human who is performing an
activity, and controlling data quality and process flow. Performance is key to
any process and like all performances, its evaluated, critiques, and observed
to ensure that its 100%. An example of performing an activity is booking a
flight – you have to be able to find the best deal, ensure that you print out
the receipt, and are on time early way before departure. The augmentation of a
human performing an activity is dependent on management. If the human cannot
perform the activity correctly, they have to be augmented so that they’ll learn
and do better on the job. Lastly, controlling data quality and process flow is
based on the data being collected about the human and activity. Both have to be
working on conjunction together so that the data is matching the process
correctly.