PROCESS-ORIENTED MANAGEMENT IN PUBLIC AND PRIVATE SECTOR

Purpose The aim of the paper is to discuss differences between the process-oriented management in public sector organizations and private sector organizations. It is also to present consequences of implementation of this approach and to suggest areas for further research. Design This is a theoretical paper based on literature review. Findings The processes management is based on the assumption that actions should be optimized by taking into account processes, which create the dynamics of an organization. These processes are constituted by sequences of activities, which turn ideas and efforts of members of an organization into an outcome expected by a client. It seems that implementation of the process-oriented management in organizations of the public administration may facilitate following current clients needs and identifying new ones, which are due to changes in needs of citizens or legal requirements. Research limitations/implications The paper is theoretical and the presented ideas need further empirical investigation. Practical implications The findings can be used to enhance process-oriented management systems both in the public and private sector. Originality/value The paper gives an account of process-oriented management approach and consequences of its implementation in public sector organizations. It also discusses the obstacles to the process-oriented management implementation, primarily in public sector