Business processes are an integral part of any organization’s endeavors, allowing for accomplishing maximum output. To further increase the enterprise’s efficiency and record the ongoing activities, multiple corporations document their operations, ensuring that all necessary procedures are performed correctly. In many cases, a business implements particular techniques aimed at registering the activities completed by the personnel (Nadarajah & Kadir, 2016). The established processes are usually named in a simple and understandable way; for example, payment reception techniques might be labeled using the verbs “register,” “transfer,” or “confirm” (Butleris et al., 2016). Thus, it is possible to explicitly state an activity to be performed and provide additional guidance regarding the intended action.
The significance of maintaining working processes is detrimental to the future success of a business. Any organization, regardless of its size and number of employees, requires the registration of the occurring events and activities to govern its development properly. Such crucial areas as order processing, accounting, and product improvement, which inevitably exist in every company, necessitate careful documentation (Nadarajah & Kadir, 2016). A business becomes impossible to handle without recording the ongoing operations and risks of subsequent failure.
Given the importance of business processes for an enterprise’s existence and the complications connected to sustaining such documentation, some organizations prefer to automate their procedures. Nevertheless, although process automation is beneficial for the overall workflow, there are some significant activities that cannot be automated due to the demand to maintain human involvement (Mendling et al., 2018). Therefore, while some tasks, namely back-office processes, documentation management, and accounting, might be automated, particular procedures, for instance, human resources management, hiring, and product development, should remain manual (Mendling et al., 2018). As human communication and creativity are highly regarded in these areas, automating these procedures can negatively affect results.
References
Butleris, R., Mickeviciute, E., & Nemuraite, L. (2016). Improving BPMN2 business process model to SBVR business vocabulary and business rules transformation with BPMN2 event naming patterns. Information Technology and Control, 45(4), 443–451.
Mendling, J., Decker, G., Hull, R., Reijers, H., & Weber, I. (2018). How do machine learning, robotic process automation, and blockchains affect the human factor in Business Process Management?Communications of the Association for Information Systems, 43(1), 297-320.
Nadarajah, D., & Kadir, S. L. (2016). Measuring Business Process Management using business process orientation and process improvement initiatives.Business Process Management Journal, 22(6), 1069–1078.