Management Strategy for Adapting to Process-Oriented Organizations

The same logical question appears over and over again in the management theory and practice: What results should a modern manager accomplish? What is their scope of tasks and responsibilities? How to do it in the best possible way? Besides its vertical structural configuration, process-oriented organization, gains a new, i.e. process-based horizontal dimension. In classic, functionally organized organizations, goals, tasks, and often inadequate norms and standards were the basis for management. Unlike them, process-organized organizations start from the target function of customers, clients or consumers, which represents a fundamentally new approach. With the practice of defining key business processes and determining their performance, organizational structure and management adapt to the modified concept. This article presents new management positions necessary for successful implementation of the concept of business process management, which has been present for a long time in the English-speaking region, such as Business Analyst and Business Process Professional. Implementation of the concept of business process management, where the integrated management system requires new knowledge, new positions and continuous improvement of business processes with the aim of increasing business efficiency, sheds new light on the organization's business strategy.