2 Business Processes Name Course Subject Date Introduction Interrelated processes drive organizational

2

Business Processes

Name

Course

Subject

Date

Introduction

Interrelated processes drive organizational success. A business process involves completing tasks to help the business achieve its goals and objectives. The tasks are the daily routines that all the shareholders in the business work on to accomplish the business mission. When the processes are efficient, the business gains a competitive advantage (Ajay Das, 2016). These processes must fulfil specific requirements such as transparency, agility, and repeatability. Transparency allows for tracking from the start to the final product. Agility means they can adapt to various emerging situations that a business might encounter (Ajay Das, 2016). While being repeatable means they can be redone throughout the running of the business, such as purchasing raw materials and paying employees. The success of any business is tied to its core, management, and supporting processes.

Core Processes

This is the organization’s backbone. They provide value that the organization provides to its clients. They are the primary processes that dictate the generation of revenue. Additionally, they change with business market demand, making the business adapt to be more efficient. These processes aim for the entire organization’s success, not just one department. This process includes creating the product or service the business initially objected to offering customers (Ajay Das, 2016). This also means developing the product or service to meet customer demand. Another process is making marketing plans for the product or service. The primary goal of these processes is to satisfy the customer’s needs. Therefore, this category encompasses all processes catering to customer needs, including contact, handling, and resolution (Ajay Das, 2016). This increases the credibility of the organization.

Management Processes

For these core processes to function smoothly, they require management and monitoring. The management processes adhere to initiating, planning, execution, and controlling. The overall monitoring process is known as the management process. A business would fail to function without overseeing any task or process in the business lifecycle. These processes are mandated to strategize, plan, and measure any threat that develops in each process throughout the other processes (Ajay Das, 2016). Without the management process, creating strategic change in the core process becomes ineffective. However, these processes are not aimed at directly adding to the organization’s revenue; rather, they prioritize the revenue-generating processes to support the organization. Examples of these include the management of routine tasks, training employees, and strategies managers take to launch and market new products.

Support Processes

These processes only exist to ensure the organization is running efficiently. They do not generate any revenue for the organization but help smooth the core process’s performance. Their core purpose in the organization is to oversee or ensure that the revenue-generating and management processes are performing their mandate. These supporting processes include the finance, human resources, IT, and accounting departments (Ajay Das, 2016). An example is having an IT department that helps or supports the core process, such as the production department running its computer systems for various production processes. Additionally, the IT department makes sure the networks are running smoothly for communication between departments and customers so they can reach the organization or run the core processes.

Conclusion

For any organization to function, its processes must align with its goals. Each of the three processes; core, management, and support, is essential for the business to meet its desired organizational goals. All the processes are dependent on one another for the benefit and validity of the organization’s ability to meet its client’s needs.

References

Ajay Das. (2016). An introduction to operations management: the joy of operations. New York Routledge.