ORGANISATIONAL STRUCTURE AND PROCESS MANAGEMENT
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Twitter The organizational structure is a basic tool that tells about the organization ‘s arrangement of resources. In a process management organisation, the organisational structure is subordinate to the processes and ensures that people are divided into organisational units so that they can cooperate as much as possible in the execution of the processes and do not have to deal with unnecessary administrative and control tasks when passing through several organisational units.
GRAPHIC DESIGN OF THE ORGANISATIONAL STRUCTURE
It is a tradition in virtually all organizations that the organizational structure is displayed graphically. The so-called spider is often created in various graphic programs and laboriously redrawn with every organizational change. Information about the contents of the individual boxes of the spider is then scattered throughout various directives, job descriptions and other documents. Each organizational change may then involve a review of all related sub-documents for updating. In the conditions of an integrated management system, we already have different ideas about the creation and management of the organisational structure. It should be a dynamic system that automatically links information from processes, project objectives and indicators, competency models and other system elements to the relevant fields of the “spider”. It then provides this information at the click of a button, for example in the form of reports on job descriptions, training requirements or reports on the involvement of organisational units in processes.
The interconnection of the organisational structure with other elements of the integrated management system also significantly improves the efficiency of the preparation and implementation of organisational changes.
ATTIS fulfils all the above requirements. It supports job systemization, allows the use of process roles and has many other features.
What does job systematisation mean in practice?
The aim of job systematisation should be, first and foremost, the effective use and management of human resources – their capacities and skills in relation to the current and future performance of the organisation. In the systemisation, jobs and the roles that make them up are arranged to match the requirements of the organisation’s processes, to facilitate the organisation’s ability to respond to change and to significantly streamline the organisation’s people assessment and development processes. ATTIS includes a modular integrated job management system linked to all other elements of the integrated management system.
Work roles and their use
Roles in the organisation are an important part of the systematisation of job descriptions and their link to the processes and projects of the organisation. Roles involve specific activities in processes that are performed consistently by a specific group of people in the organisation. For example:
The role of “Employee”:
defines the common responsibilities of all employees, whether they are rank and file or senior managers.
The role of “Manager”:
defines the common responsibilities of all managers in planning, people management, etc. Each role includes a basic definition of responsibilities and authorities and links to the processes that are carried out within the role. Competency models are created for the roles. When a job description is created, the appropriate roles are assigned to that job. When a role or the processes to which it is attached are changed, these changes are automatically reflected in all jobs that contain the role being changed.
ATTIS fully supports working with roles when creating job descriptions and linking them to processes.
In a well-managed organisation, the organisational structure must include matrix elements – i.e. the assignment of people to process and project teams.
Workplace and job description
It should be in the interest of every organisation to make it as easy as possible for every employee to have access to all the information that describes their job. This information includes:
- relations of superiority and subordination,
- organisational integration, powers and responsibilities,
- the necessary knowledge and skills,
- the internal regulations that apply to the job, as well as details of the employee’s involvement in the organisation’s processes and projects,
- targets and an overview of their achievement.
It is virtually impossible to maintain a comprehensive job description that also dynamically responds to changes in the organisation in text form. Integrated management system support tools, such as ATTIS, allow job descriptions to be generated and maintained automatically as all system elements are set up and changed.
Use of matrix structures
In a developed process or project management environment, people are assigned to different work teams and groups with different leaders. The employee is thus assigned to one line organisational unit but is used in multiple executive groups or teams.
ATTIS supports job management using work teams and groups.
Functional management and the importance of the organisational unit
Functional management is an approach to management that is based on a fixed definition of functions within the hierarchy of the organisational structure. Work practices are based on vertical supervisor-subordinate relationships, with minimal direct horizontal cooperation. An alternative is horizontal approaches to management that focus on the smooth flow of activities across the organisation – process and project management.
ATTIS enables a smooth transition from functional to process or project management, or a combination of all these approaches if the nature of the organisation requires it.
What is the relationship between processes and organisational structure?
Processes are organized activities that flow seamlessly across an organization to create and deliver the output expected by a specific customer. The organisational structure creates an arrangement of the organisation’s resources that enables the processes to be executed smoothly and efficiently. Thus, the organizational structure is a tool that supports process performance.
ATTIS systematically links the organizational structure and process model of the organization. It thus makes a significant contribution to optimising processes in the organisation.