Technology Management and Organisational Processes

Management has the option to modify their business processes using technology to increase efficiency and quality. It's not enough to make things easier, faster, and more efficient. The greatest benefits can be felt when processes are improved. Instant benefits can be seen when the technology is integrated into a business's operations. Christensen C.M. explains that business management can instantly get in touch with customers and clients by scanning documents or writing emails. (1999).

A business process model (or flowchart) is a diagram that shows the organization's workflow. Technology can speed up information processing, but it is not enough. Technology allows for the scanning of documents to pdfs. This opens up opportunities to improve the internal processes of incoming mail. Graphical shapes can be used to visualize the various steps in a process. A process can be described in terms of its steps. These include the events that initiate or stop a process, the decisions that are made along the way, and the actions that affect the process. A hospital setup when a patient makes his/her first appointment will require registration. This involves a series of tasks. Dent, E. and Goldberg, S. (1999).

The Business Process Modeling Notation, (BPMN), is gaining popularity among various organizations. It is a product of Object Management Group (OMG). It uses graphics that are both easily understood and familiar to the majority of business users.

Different meanings can be given to the graphics used in the process model. The start of a process may be represented by a circle. Boxes may represent tasks or steps. A diamond may be used to represent a decision point or gateway that causes branching in a process flow. A dotted arrow indicates that a message was sent between the parties. Arrows indicate the direction of flow.

Message flows often contain information or data that can be created, read, updated, deleted, or both. BPMN offers the benefit of allowing extensions as well as the representation of specific data objects. For example, a hospital setup will update the patient database upon registration. Organizations tend to use CRUD reports, where the initials stand respectively for created, read and updated, deleted, Christensen C.M. (1999).

A common saying is that a picture speaks a thousand words. This applies to the business process model. The process diagram can be viewed by multiple stakeholders within an organization to help them understand the overall workflow. The process of creating the model is easy because it provides insight and analysis on how the organization operates. It is much easier to identify areas where optimization can be made by documenting the organization's affairs in a model. Many modeling tools provide visual indicators for process flow and analysis. These metrics can be used to identify factors like where resources should be added or decreased.

Service-oriented architecture (SOA) can be used by organizations to include a mechanism for orchestrating web services that run automated process. BPMN can be converted into execution languages like BPEL (business procedure execution language) from the OASIS consortium. This allows the model to show real-time processes within an organization, thereby ensuring consistency and automation of important workflows, Dent, E., & Goldberg (1998).

Nearly all technology used in an office creates opportunities to improve business processes and increase users ability to compete on the global market. The industrial-age processes will soon be obsolete. Businesses that combine technology and process will be the most competitive. Quinn, J.B. (2006). New business models will emerge.

Many aspects of technology are appreciated within the office. One example is internal mailing. Nearly every company processes mail. Most have an internal sorting and routing process. This mail is usually composed in PDF format and sent to customers, team members and clients. Once a mail has been received, it is usually saved in an Incoming Mail folder. It is then reviewed, scanned, and sent by email. These mails must contain specific dates and tasks that need to be completed. Then, they are saved in an incoming mail folder and scanned. All these processes must be completed regardless of whether the mail arrives electronically, like PDF or on paper.

A digital world allows you to view the same piece of mail from different perspectives. The mail can be handled differently with a document routing coversheet. This covers information like task lists and dates. In the document, the decision maker can also choose the routing method, such as email, fax or mail, Fed Ex, as well as any other options. The routing sheet and hard copy are sent to the decision maker who can then dictate the tasks to be done. The document is sent to Quinn, J.B., (2005) after documentation of the tasks and functions.

The technology used in this example allows for a PDF version of the document to be created. This greatly improves the user's ability to review the document. Routine cover sheets provide a standard structure for all incoming mails. The document's owner can dictate tasks to be done during the review of documents. These are then entered into the company's to-do list. This eliminates the chance of forgetting to do the tasks. This process allows you to prioritise some very important tasks so they can be handled immediately.

A linear production shows an organization's outputs and inputs. Organization outcomes and outputs are necessary to communicate with the outside world. They generate information, products, services, and other resources. They also make performance information accessible, which allows for sustainability of the organisation through knowledge base or organization memory.

On the other hand, inputs to an organization consume resources that are created by the environment. It also receives feedback from the organization about clients' production needs and their needs. Feedback loops are essential to balance chaos and order. The operating organization configuration governs the production processes of organizations. They imitate the environment technologies and control them. Dent, E., & Goldberg S. (1999): This organization configuration is a combination of systems, structures strategies culture, and style.

Organisations can be described as transforming systems. Processes that are designed to transform or convert inputs can change them into desired outcomes. The arrows in the following illustration represent energy flow and activity within the organization. These arrows represent the system's changing nature. Feedback loops are learning occurring within an organization at the system level. There are two types: single-loop learning and double-loop learning. There are two types of learning loops: single-loop and double-loop. Single loop learning is where errors are identified and corrected according to the current organizational configuration and memory.

When configuration and organization memory are challenged, double-loop learning occurs. Management's role in regulating the system is to use organizational memory and configuration to achieve the desired results. Managers must balance the forces of supply and demand. An equilibrium can be achieved when they are equal, Hatch, M.J.

Structure, strategy technology and interconnected processes all have a certain relationship. Companies that fail to make changes will lose their bright future. Implementing this change requires a winning strategy, as both technology and processes require change. Because organization change can be resisted at all levels of the organization, whether it is at the individual, departmental, or system level, this is why so many people resist technology and process changes. Future productivity and wealth will be largely dependent on technology use in both the manufacturing and service sectors.

Organizations must be able to adapt to changing technologies in order to survive. Open systems are those that interact with the environment. They can have inputs like finance, raw materials, new recruits, and outputs like services, products, wages, and dividends. Technology allows inputs to be transformed into outputs through the use of human resources. High technology has many implications for organizations. These could include lost jobs due to automation, productivity, and increased enthusiasm for developing new technologies, Quinn J.B. (2005).

A process model is necessary to implement best practices and improve auditing. A detailed model that outlines best-practice-driven workflows, responsibilities, and roles is one way an organization can achieve its goals. Change is often a barrier to this happening. Therefore, it is crucial that management carefully studies resistance behaviors and develop strategies to overcome them.