THE REORGANIZATION OF WORK AND BUSINESS PROCESSES

The reorganization of work and business processes is a great managerial challenge. Optimization of fundamental and supporting business processes and work procedures, abandonment of useless work and the orientation of employee energy into usefull work are needed to be able to dynamically adapt to the business environment.

The consultancy services are focused on the following areas:

• the diagnosis of the various areas of performance of the company (quality, company organization, leadership style, team and project work, the role of employees, communication and information processes, authorizing and substitution, hierarchy relationships),

• defining key fundamental and key supporting processes,

• defining key assignements of a job position  or work area,

• defining the role of process facilitators,

• defining assignements, authorizations and responsibilities of the performers of partial processes,

• constructioning connections between the existent and renewed process organizational arangements.

THE CONSTRUCTION OF PROCESS TEAMS

The construction of process teams strengthens an economic organizations ability to adapt to changes extensively. Process teams represent a lever for the introduction of self-control and self-regulation in work and business processes. Instead of strengthening the hierarchy of superiority, the strengthening of the hierarchy of progression that significantly influences the defining of business objectives of a company and work objectives of employees in a different way, proves to be more effective.

The advising is directed to the following areas:

• construction of process teams,

• creation of matrix organizational structures,

• construction of process objectives and assignments.

THE REMODELLING OF BUSINESS AND WORK PROCESSES

The remodelling of business and work processes represents a lever to achieve the needed organizational changes. After many years of the  »reign« of hiearchic organizational pyramids, processes and values that strengthen independence and creativity of employees are coming to the front. People who best master work processes need to be given a chance to adapt creatively to new conditions.

The advising is directed to the following areas:

• defining the mission of a work and business process,

• defining key business tasks of an economic organization,

• defining useful/useless work assignments,

• defining useful/useless organizational connections,

• defining extra functional knowledge for work,

• defining the skills needed for work.

THE COORDINATION OF BUSSINES PROCESSES

The coordination of business processes is something that we interpret differently – as a system of coordination, as the assignments of leaders, as the activity of performers... Coordination of this kind significantly affects the synergy of the work of employees at planning objectives, performing work processes and dynamic adapting to changes in the business environment of the company.

The advising is directed to the following areas:

• improving the effect of the system of coordination in an economic organization,

• defining connections between all business participants,

• defining the tasks of leaders at coordinating activities in an economic organization and outside it,

• defining the tasks at coordinating project work, at coordinating an innovative activity and other forms of team work.

THERADIALNA SCHEME OF CONNECTIONS^®

A Radial scheme of connections ^® is an organizational model, that allows simultaneous activity of a classical functional company organization and the activity of team and project arrangement. The model was developed for the needs of Slovene organizations during the transition to the dynamic market economy.

The advising is directed to the following areas:

• modernizing the existing functional organizational structures,

• establishing activities of interdisciplinary and inter-functionary expert teams,

• introducing project work,

• defining organizational connections between functions, teams and projects.

THE COORDINATION OF THE ROLE OF PROCESS FACILITATORS AND FUNCTIONAL LEADERS

The coordination of the role of process facilitators and functional leaders is one of the more important areas of the organizational management of a company. The long lasting pattern of leadership in »hiearchial pyramids« has in numerous companies made the transition to more flexible forms of work difficult; especially operative leaders are in most cases not adequately trained for leading people and for prompt adapting to change. The coordination of the desired role of process and functional leaders indirectly contributes to well-regulated authorizing of employees at work.

The advising is directed to the following areas:

• defining the role of process facilitators (key leaders)

• defining the role of functional leaders (top, middle and operative leaders)

• defining the tasks and empowerment of process and functional leaders

• defining a model of  delegation and decentralization of tasks.