Management of organization’s activity processes

Organizacijos veiklos rezultatai neatsiranda savaime – jie generuojasi procesinėje veiklos veiksnių (klasikiniu požiūriu – žemės, darbo, kapitalo) sąveikoje. Nuo šios sąveikos procesų kokybės tiesiogiai priklauso organizacijos veiklos rezultatų kokybė. Teorinių tyrimų, kurių pagrindu parengtas šis straipsnis, tikslai buvo šie: identifikuoti pagrindinius organizacijos veiklos procesus bei jų turinį, nustatyti ryšius tarp organizacijos tikslų, funkcijų ir veiklos procesų; apibūdinti veiklos procesų valdymo sistemų funkcijas ir sudaryti šių procesų valdymo grafinį modelį. Organizacijos veiklos procesai – tai jos atliekamų funkcijų, kurios yra tikslų realizavimo išraiška, praktinis rezultatas. Tai rodo, kad organizacijos tikslai, funkcijos bei veiklos procesai yra tampriai susieti ir sudaro grandinę „tikslas – funkcija – procesas – rezultatas“. Pagrindiniai gamybinės organizacijos veiklos procesai yra: produkto gamybos paruošimo procesas, produkto gamybos organizavimo procesas, produkto pardavimo ir apsirūpinimo procesas, finansinės veiklos procesas, socialinių reikmių tenkinimo procesas. Šių procesų valdymo metu vyksta veiksmų, realizuojančių proceso turinį, reguliavimas. Veiklos proceso metu vykstančių veiksmų reguliavimas – tai sprendimų parengimo, priėmimo ir jų įgyvendinimo procesas. Sprendimo parengimo, priėmimo įgyvendinimo veiksmai (sprendimo priėmimas, parengimas, planavimas, organizavimas, kontrolė, koordinavimas ir vadovavimas, motyvavimas) yra veiklos procesų valdymo turinio pagrindas.Results of organization's activity do not emerge by themselves - they are generating within the operational interaction of activity factors (according to classical approach they are: land, work and capital). Quality of the organization's activity results directly depends on the interaction processes' quality. Naturally various aspects of the activity factors' interaction have impact on the quality of results; however, one of the main aspects is to secure the optimal process management. Thus it is obvious that more and more attention is paid to process management questions in management theory as well as in practice. In these latter years some questions concerning management of organizations' activity processes were discussed by J. Gibson, J. Ivanscevich and J. Donnelly (1999), D. Collins (1998), G. Pinchot, E. Pinchot (1996), R. Holl (2001) and others. In Lithuania J. Kvedaravičius (2001; 2004), T. Augustauskas (2002) and B. Melnikas (1995) devoted some of their scientific works to process management. However, it should be admitted that research on process management is fragmentary and the interaction mechanism between activity processes and management processes has been analyzed insufficiently. It evidences that the actual theoretical problem in management science - description of the interaction mechanism and establishment of its parameters - still remains. The aims of the research, basing on which this paper was prepared, were as follows: to identify the main processes of organization's activity and their content, to set links among organization's aims, functions and activity processes; to define the functions of process management systems and to create a graphical model of these processes' management; to set means for realizing management functions, to present the description of these means' actions and operations for application in management practice. While realizing the research aims there have been concluded that: 1. The organization's activity processes is a practical result of its performed functions, which reflect the materialization of the organization's aims. This suggests that the organization's aims, functions and activity processes are closely connected and make the chain "aim - functions - process - result". 2. The main activity processes of a manufacturing organization are: process of product preparation to manufacture, process of organization, process of product sales and provision, financial activity process, process of meeting social wants. During these processes there takes place regulation of activities, which actualize the content of the process. 3. Regulation of activities that take place during the activity process constitutes the process of decision preparation, making and implementation. The base of the activity processes' management content comprises of the decision preparation, making and implementation actions (decision preparation and making, planning, organization, control, coordination and management, motivation)