SMEs’ PROCESS MANAGEMENT DIFFERENCES WITHIN VARIOUS BUSINESS SECTORS - Polish Journal of Management Studies

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SMEs’ PROCESS MANAGEMENT DIFFERENCES WITHIN VARIOUS BUSINESS SECTORS

Abstracts > Vol 6

SMEs PROCESS MANAGEMENT DIFFERENCES WITHIN VARIOUS BUSINESS SECTORS
Dalíková P., Doležalová V.

Abstract: World economy is continuously driven by changes that influenced also small and medium sized enterprises management. These business types represent the vast majority of economy all over the world and simultaneously, are the fundamental driving force for European Union economy. The current business trend is to be focused on planning and monitoring so called process management. The systematic approach is to make an organizations workflow more effective, more efficient and more capable of adapting to a variable and unstable environment. The aim of the paper is to analytically describe process management in practice of small and medium sized enterprises in South Bohemia region in the Czech Republic within various business sectors. On the examined sample was performed quantitative-qualitative research funded by grant project GAJU 068/2010/S. The obtained data were statistically analysed within core business sectors. Furthermore, based on results were suggested certain advices for more effective process management.

Keywords: sm
all and medium sized enterprises, process management, business sectors, effectivity

Introduction

There is no doubt that small and medium sized enterprises are currently driving the whole European economy. They are Europe and domestic largest employer and their prosperity is the main source of crisis-torn European economies recovery. Kotlárová [7] states, that share of small and medium sized enterprises within European Union represents more than 99% and provides more than 60% of working places. For the Czech Republic it is confirm by Report on the development of small and medium sized enterprises, which says that the share of small and medium sized enterprises was 99,84% in 2011 (1 066 787 entrepreneurs) from total number of enterprises operating in this area. The share of employees working in small and medium sized enterprises was 60,85% (1 865 000 employees) from total number of employees working in private sector in Czech Republic, as it states Ministry of industry and trade of the Czech Republic (2011).
The trend in today changing global environment is systematically going to managing processes. The vast majority of organizations are already using some elements of process management. Truneček [12] states the positive phenomena
obvious shift of Czech enterprises towards process oriented management. More than 60% of enterprises are focused on integrated process management instead of managing each process separately. Small and medium sized enterprises, which will not change in a process driven organization, will be  the exception rather   than the rule in the near future. Economy is entering a period in which the processes will clearly dominate in the world of managing organizations [9, 13]. ...


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Summary

The aim of this paper was to analytically describe the process management within small and medium sized enterprises in terms of key processes, sub processes, indicators and their characteristics based on the differences between various business sectors in which the enterprises operate. There were find out four main processes; marketing and business, production, human resource management and financial. Within these processes were pointed out key sub processes with most important indicators and theirs characteristics with regards to differences between business sectors of construction, production, trade and service.
In conclusion, it is appropriate to summarize that the most important process is financial followed by production, human resource management and marketing and business. The process of marketing and business is most advanced and exploited in the sector of trade followed by construction, service and production. In the process of production there is the same order, which is quite curious because enterprises involved in production sector have less advanced this process in comparison to enterprises in other sectors. Human resource management process is most advanced and used in the sector of trade followed by construction. Enterprises from trade area has also dominant position in the financial process, where are followed by enterprises operating in production, construction and service.
Process management is overall most advanced within enterprises involved in trade followed by enterprises operate is construction, production and service. It is important to point out that the difference between process management in trade enterprise and enterprise offering services is very significant. This research will continue in more detailed analysis and proposed model. In the end it is high time to repeat that this research was funded under the grant project GAJU 068/2010/S
“Process management and possibilities of its implementation in SMEs”.


RÓŻNICE W PROCESIE ZARZĄDZANIA MŚP W RÓŻNYCH SEKTORACH GOSPODARKI


Streszczenie:
Gospodarka światowa jest stale napędzana przez zmiany, które wpłynęły również na zarządzanie małymi i średnimi przedsiębiorstwami. Przedsiębiorstwa te stanowią zdecydowaną większość gospodarki na całym świecie, a jednocześnie, są podstawową siłą napędową dla gospodarki Unii Europejskiej. Aktualnym trendem jest koncentrowanie się na planowaniu i monitorowaniu procesu zarządzania tzw. zarządzaniu procesowym. W systematycznym podejściu do danej organizacji jest cel bardziej skutecznego przepływu pracy, bardziej wydajnej i zdolność przedsiębiorstwa do dostosowywania się do zmiennego i niestabilnego otoczenia. Celem artykułu jest analityczne opisanie procesu zarządzania w praktyce małych i średnich przedsiębiorstw w regionie South Bohemia w Czechach, w ramach różnych sektorów biznesu. W badanej próbie przeprowadzono badania ilościowo-jakościowe, finansowane przez dotacje projektów 068/2010/S GAJU. Uzyskane dane poddano analizie statystycznej w sektorach biznesowych. Ponadto, na podstawie wyników zaproponowano pewne rady w celu bardziej efektywnego zarządzania procesami.

Słowa kluczowe
: Małe i średnie przedsiębiorstwa, process zarządzania, sector biznesu, efektywność


Reference

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