by Effie Moore Salem

Created on: June 24, 2010   Last Updated: August 03, 2011

 Business Process Management improves on efficiency and efficiency brings in profits. How well a company goes about their day to day activities whether saving time and money or losing time and money is what efficiency is all about. Process management is is a carefully thought out plan to address the concerns of management, and how not to let conflicts and other problems slow the business.

Although the process of successful business management, as a marketing tool, has been around, in some form,  since the first business was started, it has only recently been analyzed. And now that it has, it is now being critically acclaimed as something new and as such, it now has its own kind of rhetoric, that when analyzed,  often falls short of being much more than that, rhetoric. It need not be that, however.
 
The economy needs more in-depth studies, but studies aligned with real needs benefiting all, not a few.  Essentially what comprises  process management is methodology by which all aspects of a business is seen as relating to one another. And when the need is well understood, all sections should work together toward better and more efficient production. In other words, process management is nothing more than a company trying to get the most out of the time, effort, and experience of its work force in an effort to become more efficient, and more productive.

Routine task are one example:  How can these routine, day by day, often boring, always repetitious, duties be made more viable and creative. How, BMP analysts might ask, can areas of low concentration be made more aware of the importance of what they do? If they fall short and do not keep up with the more productive sections, then a lag and a weakness occurs in the whole operation. Time will be wasted and money will be lost.

Process management leaders might decide a reshuffling is in order and will consider the work ethic, personality, and abilities and entrepreneurial spirit of each and attempt to get them in areas where they can better perform. That, in essence, is only a possibility of ways a company can process their way of not only doing business, but how they think about it.

Departments must not remain entities unto themselves but must bring their own staff up to accountability. When this is done, then each department must relate their efforts to each other. Examples would be a department store that sells dry goods. One department sells shoes, another clothes, another personal grooming supplies, and yet another section household appliances. For better business, each should remain aware of how to help each other.

Examples would be a suggestion as to how a buyer might be able to find that perfect pair of pair of shoes for that dress in their shoe department. There will be no need for a sales pitch, but along the party dress the perfect shoe is also displayed. Of course the customer would have to buy the shoes from the other department, but the idea would be planted that the next stop would be the next floor down to check out those shoes.

In process management, the above ideas would be rampant throughout the store. The idea being that the company, like the buyer being served, is a complete whole and is not a series of little businesses apart under one roof.

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