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Article

Open Access

Process-Oriented Management in Public and Private Sector

Author(s)

Liliana Hawrysz, Katarzyna Hys

Full-Text PDF Download XML 512 Views

DOI:10.17265/1537-1514/2013.09.006

Affiliation(s)

Liliana Hawrysz, Ph.D., Doctor of Social Science (Economics), Faculty of Economy and Management, Opole University of Technology.
Katarzyna Hys, Ph.D., Doctor of Social Science (Economics), Faculty of Production Engineering and Logistics, Opole University of Technology.

ABSTRACT

The aim of the paper is to discuss the differences between the process-oriented management in public sector organizations and private sector organizations. It is also to present the consequences of implementation of this approach and to suggest areas for further research. The process management is based on the assumption that actions should be optimized by taking into account processes, which create the dynamics of an organization. These processes are constituted by sequences of activities, which turn ideas and efforts of members of an organization into an outcome expected by a client. It seems that the implementation of the process-oriented management in organizations of the public administration may facilitate the following current clients needs and identifying new ones, which are due to changes in needs of citizens or legal requirements. The paper gives an account of the process-oriented management approach and consequences of its implementation in public sector organizations. It also discusses the obstacles to the process-oriented management implementation, primarily in the public sector. The paper is theoretical and the presented ideas need further empirical investigation. The findings can be used to enhance process-oriented management systems both in the public and private sector.

KEYWORDS

private sector organizations, process-oriented management, public sector organizations

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