Business Process Management
An assessment of Saudi Arabian organizations
This journal article is about how the organizational processes are managed. Business Process Management (BPM) has become progressively common among in organizations across many different industries. There has not been a lot of research performed on the application of business process management in Saudi Arabia. The purpose of this paper provides practical valuations for selected Saudi Arabian organizations from a wide range of businesses. The article finds that there are notable variables of business process management perception inside of the active groups of the organizations that were selected for research. Organizations with a holistic business strategy and resilient management procedures showed more loyalty to business process management practices than organizations that use functionally driven business processes. The journal article states that technological developments over the last decade have driven businesses to irregularly create new business models that would keep them atop of the leaders in the marketplace. In order to deal with important business changes, many companies have begun to embrace a new concept that is popular in today business world called business process management (BPM). The article recalls studies that showed BPM has become a very important criterion of success for business professionals and managers. Business Process Management is looked at as a pivotal method for keeping the business process in control by applying constant examination, growth and development activities to make the organization’s goals more visible to the shareholders’ and receive better performance from an operational standpoint. This journal article details how managers’ need to be trained to adjust the current processes to ensure they are staying current with the organization’s goals.
References:
Alshathry, O. (2016). Business process management: A maturity assessment of Saudi Arabian organizations. Business Process Management Journal,22(3), 507-521. doi:10.1108/bpmj-07-2015-0101
