Business Process Management Report: KPIs, Vision, and Structure

This report delves into key aspects of Business Process Management (BPM). It begins by defining Key Performance Indicators (KPIs) and their role in measuring a company's success across different organizational levels, emphasizing their impact on performance improvement. The report then explores the significance of vision statements as roadmaps guiding a company's objectives and strategic decision-making. Functional management is examined, highlighting its structure and role in specialized work execution. The report also discusses BPM groups, their processes, and how they differ from program management, along with matrix management and its application in managing individuals with multiple reporting lines. The report references various academic sources to support its analysis.

Running head: BUSINESS PROCESS MANAGEMENT
BUSINESS PROCESS MANAGEMENT
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Key performance indicator
Key performance indicator is a value which can be measured to describe how a
company is achieving its principle business objectives (Carbon 2014.). Companies use the
KPI to get information about the target meeting and efficiency of the company at different
stages of hierarchy (Parmenter 2015). KPIs of higher levels concentrate on the overall
performance and efficiency of the organization where as KPIs implemented at lower level
focuses on departments like marketing, sales, customer service (Bai and Sarkis 2014). A KPI
influences actions to be taken by a company to enhance its performance. The industry
standard KPI may not work for every organization because the operations of the various
departments are not identical.
Vision statement
A road map for the company is known as vision statement which describes the
objective and company’s intension and required changes it will make in conventional system.
Vision statement does not undergo many changes throughout the time period of business
(Gulati et al., 2013). The main objective of the vision statement is to help in the decision
making process for development the broader strategy plan. The success of the vision
statement depends on its ability to motivate the existing employee and making the other
possible job seekers to be attracted to the job profile of the company. The vision statement
helps to determine its long term goals.
Functional management
One of the significant types of organizational management is functional management.
An organization has different segments, which performs different kinds of work.In functional
management there is only one manager responsible and it simplifies the process of decision

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making. Most of the companies consist of several functional units (Camilleri and Stanghellini
2013). Small companies generally make their structure into departments. Large organizations
divide the functional units into divisions and then further divisions into departments. The
main objective of functional management is to execute the domain specific work are based
on the specialized function and needs special administration and leadership (Qian, Cao and
Takeuchi 2013). The managers, who have the responsibility to carry out the functional
operations, are knowledgeable enough to carry out the task.
BPM group
BPM is a discipline of operations management that does the discovery, to analyze the
improvement and optimization of business process by using automation. A BPM group
reflects an emphasis on management. A Process Excellence group suggests process redesign
and improvement projects, and a Business Process Automation group suggests an IT
emphasis (Rosemann 2015). It is different from program management in some aspects.
Program management is related to management of inter related projects. BPM group has a
total of six processes involved.BPM process involves the analysis and understanding the
different services, value added products those are delivered to the clients by the organization.
Matrix management
Matrix management can be described as the process of managing individuals which
has more than one line of reporting. In this organizational structure groups of people with
similar skills are gathered for doing the tasks under more than one manager (Galbraith 2013).
The presentation of matrix management can be expressed as lie reports or traditional business
organizational charts. For example, individual engineers can be assigned to the different
segments of the same project, they may have to report to the different segment managers for
the work for compilation and reporting of the job.

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Reference
Bai, C. and Sarkis, J., 2014. Determining and applying sustainable supplier key performance
indicators. Supply Chain Management: An International Journal, 19(3), pp.275-291.
Camilleri, M. and Stanghellini, V., 2013. Current management strategies and emerging
treatments for functional dyspepsia. Nature Reviews Gastroenterology and
Hepatology, 10(3), p.187.
Carbon, L., 2014. KEY PERFORMANCE INDICATORS.
Galbraith, J.R., 2013. Matrix management: structure is the easy part. People &
Strategy, 36(1), pp.6-7.
Gulati, R., Mikhail, O., Morgan, R.O. and Sittig, D.F., 2016. Vision statement quality and
organizational performance in US Hospitals. Journal of Healthcare Management, 61(5),
pp.335-350.
Parmenter, D., 2015. Key performance indicators: developing, implementing, and using
winning KPIs. John Wiley & Sons.
Qian, C., Cao, Q. and Takeuchi, R., 2013. Top management team functional diversity and
organizational innovation in China: The moderating effects of environment. Strategic
Management Journal, 34(1), pp.110-120.
Rosemann, M., 2015. The service portfolio of a BPM center of excellence. In Handbook on
Business Process Management 2(pp. 381-398). Springer, Berlin, Heidelberg.