堪培拉Assignment代写:提供有效的业务流程

堪培拉Assignment代写:提供有效的业务流程

堪培拉Assignment代写:提供有效的业务流程

在本地和全球市场的竞争,需要不断改进的业务结构和流程。为了保持领先的其他组织,寻找创新的方法来更好地协调和管理他们的“非核心”的业务流程和活动。二十年,公共部门和私营机构已浓缩、集中和共享他们的支持,交易和“非核心”服务。“非核心”服务的管理催生了共享服务的概念。共享服务不仅仅是支持服务的共享。它的目的是为组织增加价值。本研究探讨作为一个价值创造者在一个组织的业务单位的共享服务的有效性。

本章给出了背景信息的问题,并制定了一个问题陈述。本研究的目的,研究的目标和研究问题。假设,研究的格式,一个简短的描述的局限性和结论的章节进行了讨论

由于组织斗争,以保持盈利和创造可持续的股东价值,管理层必须不断满足提供有效的业务流程的挑战。特别是,管理层面临的挑战是确保所有的业务流程和活动为组织增加价值。Michael Porter(1985)介绍了价值链的概念,通过建议组织被分成初级和支持活动。支持活动有助于帮助组织实现其竞争优势的主要活动。瞬息万变的商业环境是这些活动的一个关键管理特权的审讯。Van der Linde(2006:20)指出,随着生产过程的简化,保证节约成本,机构都在寻找“后台”行动,或“支持服务”获得进一步节约成本。

堪培拉Assignment代写:提供有效的业务流程

Competition in the local and global markets necessitates continuous improvement in business structures and processes. In order to stay ahead of the rest, organisations look for innovative ways to better coordinate and manage their “non core” business processes and activities. For two decades now, public sector and private organisations have been concentrating, centralising and sharing their support, transactional and “non core” services. The management of “non-core” services has given birth to the concept of shared services. Shared Services is more than the sharing of support services. Its aim is to add value to the organisation. This study investigates the effectiveness of the Shared Services as a value creator in an organisation’s Business Units.

This chapter gives background information to the problem and formulates a problem statement. The aim of the study, objectives of the study and the research questions are presented. Assumptions, format of the study, a brief description of the limitations experienced and conclusion to the chapter are also discussed

As organisations struggle to remain profitable and create sustainable shareholder value, management must continually meet the challenge of delivering effective business processes. In particular, management faces the challenge of ensuring that all business processes and activities add value to the organisation. Michael Porter (1985) introduced the concept of the Value Chain by suggesting that the organisation is split into primary and supporting activities. The support activities assist the primary activities in helping the organisation achieve its competitive advantage. The ever changing business environment makes the interrogation of both of these activities a crucial management prerogative. Van der Linde (2006:20) states that with production process streamlined to ensure cost savings, organisations are looking at “back-office” operations, or “support services” to gain further cost savings.

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