Subject-Oriented Business Process Management by Albert Fleischmann Werner Schmidt Christian Stary Stefan Obermeier & Egon Börger

Author:Albert Fleischmann, Werner Schmidt, Christian Stary, Stefan Obermeier & Egon Börger
Language: eng
Format: epub
Publisher: Springer Berlin Heidelberg, Berlin, Heidelberg

Own responsibilities in the process: Each subject carrier needs to know his duties within the given process and be able to assess his contribution for completing the process.

Communication partners: Each subject carrier must know its communication partners in process execution.

Business objects: Each subject carrier must know the range of business objects available to him for task accomplishment.

Process skills for the business trip application process means in this sense that the employees know the purpose of an application and its procedure: What do I have to do myself, what do others do for me? To whom do I send my application? What happens with it? Which form do I use?

In such simple processes, it is usually sufficient that the Organization Department is in possession of a freely accessible process documentation, which contains the aforementioned information and makes the procedures transparent. For complex processes, additional in-house training and training-on-the-job are required so that participants can acquire process skills.

Tool Skills

In order to perform their tasks, stakeholders involved in the process are provided with information and communication technology tools, e.g., to edit and share business objects (see Chap.​ 10). These may be office applications, ERP systems, e-mail, telephone, or workflow management systems.

In terms of efficient task completion, the employees need skills for the appropriate use of these tools. For dealing with software and devices, e.g., they need to be adequately trained in time. In particular, software functionality should not only be taught in an isolated fashion, but also in the context of daily work routines along the process, otherwise process stakeholders may develop their own (partial) solutions with end-user tools, such as Microsoft Excel. These solutions are often defective and difficult to integrate into the overall process execution.

Communicative Competence

Each process is characterized by communication between the individually assigned subject carriers. This means that the people involved in the process need to exchange messages with each other. For each human interaction, a proper communication channel and partner has to be identified. Business communication, including e-mail or electronic forms, needs to meet minimum requirements for appreciation, clarity, style, and communicative behavior. A business trip request of an employee such as “Wonna fly to London next week!” is not very likely to be approved by the supervisor, not only due to serious flaws in the specification but also due to the choice of words.

Social Skills

A process model can be considered as a template for procedural specifications. However, during its implementation and execution, there may be interventions and disturbances, which need to be clarified. Social competence is particularly required when external disturbances need to be eliminated. In such cases, all involved process parties have to cooperatively adopt appropriate measures to nevertheless achieve the desired process result. All participants need to be willing to resolve conflicts and to hereby apply the necessary social skills (e.g., conflict resolution and ability to work in a team). They should be willing to share responsibility and to think and act in terms of the overall team perspective.

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