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Relevant bibliographies by topics / Management and process improvement

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Journal articles

Academic literature on the topic 'Management and process improvement'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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Journal articles on the topic "Management and process improvement"

1

Łuczak, Ja. "Improvement of enterprise activities based on process management." Economics, Entrepreneuship, Management 2, no. 2 (2015): 33–38. http://dx.doi.org/10.23939/eem2015.02.033.

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2

Kim, Jeong-Ah, and Seung-Yong Choi. "Process Management Environment for Process Improvement." KIPS Transactions:PartD 14D, no. 1 (2007): 45–56. http://dx.doi.org/10.3745/kipstd.2007.14-d.1.045.

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3

Sousa, Eduardo Da Silva, Carlos Eduardo Machado Pires, Simone Borges Simão Monteiro, and Ana Carla Bittencourt Reis. "It change management process improvement." Revista Singular - Engenharia, Tecnologia e Gestão 1, no. 1 (2019): 21–26. http://dx.doi.org/10.33911/singular-etg.v1i1.12.

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IT became an indispensable structure for organizations, whether public or private. Although it is considered a support area, IT plays a strategic role in organizations, its procedures must be systematically conducted. This article addresses best practices in IT Service Change Management and compares these practices with current implementation in a court of law. The purpose of this comparison is to verify the adherence of the implemented process and to suggest adjustments that can guarantee quality of services. For that, a review of the pertinent bibliography and a case study of the processes implemented and executed by the court was carried out. The preliminary comparative analysis demonstrated that the court’s IT services change management activities have opportunities for improvement both in the process and for implementation of control mechanisms, which were suggested by the researchers.

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4

Henry, Regina A., and Marietta P. Stanton. "Case Management Process Improvement Protocol." Lippincott's Case Management 10, no. 5 (2005): 234???239. http://dx.doi.org/10.1097/00129234-200509000-00005.

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5

Hindle, John. "Process improvement and information management." Health Manpower Management 23, no. 5 (1997): 184–86. http://dx.doi.org/10.1108/09552069710175481.

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6

Gelders, Ludo F. "Process management to quality improvement." European Journal of Operational Research 94, no. 2 (1996): 421–22. http://dx.doi.org/10.1016/0377-2217(96)82392-7.

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7

Nadarajah, Devika, and Sharifah Latifah Syed A. Kadir. "Measuring Business Process Management using business process orientation and process improvement initiatives." Business Process Management Journal 22, no. 6 (2016): 1069–78. http://dx.doi.org/10.1108/bpmj-01-2014-0001.

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Purpose Past research examining Business Process Management (BPM) mainly focussed on either process alignment, business process orientation (BPO) or process improvement initiative (PII) constructs. However, based on the definition of BPM by Zairi (1997) and Lee and Dale (1998), BPM comprises all the elements of process alignment, BPO and PII. Hence, the purpose of this paper is to present a total view of measuring BPM through combining BPO and PIIs. Design/methodology/approach Quantitative research technique was applied for this study. The study was carried out in Malaysia. Close-ended survey instrument was administered to a large number of organisations. Findings The findings revealed that the elements of BPM cover both process management as well as process improvements. Originality/value The findings from this study is important for practitioners to regard continuous improvement as a component of BPM practice.

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8

Middleton, Peter, and Barry McCollum. "Management of process improvement by prescription." Journal of Systems and Software 57, no. 1 (2001): 9–19. http://dx.doi.org/10.1016/s0164-1212(00)00113-8.

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9

Freeman, Paul Anthony, Erica Bayless, and Kelly Terrell. "Transitional Care Management Guiding Process Improvement." Biology of Blood and Marrow Transplantation 23, no. 3 (2017): S466—S467. http://dx.doi.org/10.1016/j.bbmt.2016.12.552.

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10

Baporikar, Neeta. "Business Process Management." International Journal of Productivity Management and Assessment Technologies 4, no. 2 (2016): 49–62. http://dx.doi.org/10.4018/ijpmat.2016070104.

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In today's business environment it is impossible for one or one group of people to fully know or understand all the dynamics associated with the operational business processes within an organization. This is why it is essential that companies map, monitor, analyze and collaborate on process knowledge and management improvement. It is here that organizations are looking towards Business Process Management (BPM), which would help to maximize the bottom-line impact of process improvement efforts through effective communication. It supports all elements of business processes - from modeling and documentation, communicating, measurement and analysis, to continuous process management and improvement. BPM is the orchestration of various business systems into identifiable and controllable systems. This paper through in depth literature review and keen observation attempts to look at what BPM means, what it includes and how it would be strategically advantageous if the organizations adopt it.

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