Abstract: At present, the mainstream process modeling method focuses on the description of the activities, the process changes corresponding to the adjustment of the activity and its logic, but the role positioning and coordination relationship of the participant pays not enough. Re-examining the process model and its change management from the surface of the tissue role and its coordination relationship. Role-Driven Process Change Management
Zhao weidong
. But The Activity-Based Process Description Pays Less Attention To The Fact That A Process IS Goal-Oriented, Depending On The Coorporation of Many Roles. From the persftive of roles and their coordination, role-driven process models and its change management is.
Key Words: Process, Role, Change Management
Key words process, role, model, change management
1. Introduction Modern management emphasizes the management model for people and processes. Process change management involves awareness of the essence and operational law of process. The process is an organic aggregate of the participant, resources, objectives, information, and organizational rules. Based on the center of expression, there are currently several different process modeling methods: activity-based models, models for products, facing Agent's model and a decision-oriented model, etc. Among them, the activity-based model is a process modeling method for more widespread use. It treats the process as a collection of activities and its logic relationships, and focusing on the commitment between activity relationships rather than roles. The character positioning and reasonable configuration pay attention is not enough [1], resulting in the change of the process is often limited to the adjustment of the active itself and the relationship, and the main role of the process and its relationship is insufficient. From the requirements of the customer's needs, the basic composition elements of the process are roles and their coordination relationships, and are a customer-service chain consisting of multiple characters. Activity and its logic relationships are only an external performance of role behavior and its relationships. The process model for role-oriented is analyzes the way each role cooperation completes process goals, and more emphasizes the synergy of the goals and capabilities, not the decomposition of the function. The role here is a hierarchical concept, which is a package of attributes and behaviors such as the goals, capabilities, responsibilities, constraints and protocols of process participants [2], which are recombination of traditional functions.
This paper re-recognizes the process and its change from the perspective of organizational factors of constituent processes. This recognition fuses the static and dynamic factors that embed the process of the process-described process-described process.
2, the role-driven process model process can be considered as multiple relatively independent roles to complete common target interaction collaboration, where relevant participants convert resources to higher value products or services, need to interaction between them, Coordination and communication. From the perspective of the role, the process is to connect various relationships of the role in the organization to complete the organizational goals in a certain logic order and rule, and the process-oriented organization is a dynamic composition of the self-similar basic unit-role organization.
The process itself is a capacity carrier. From the perspective of value chain, organize customers to create value, need to purchase, production, finance, sales, service, research and development and human resources, etc., this is the ability to diversify, and the process exhibits modularity. Different processes contain different capability modules, which are also different. The ability to cooperate and extent, which determine the performance of the process. From an organization, the process often spans each capability module - role. This makes the process as a certain capacity module combination and hierarchical, and there is a relatively "customer service" relationship, which can request a service or service, and the value of the service is evaluated by "customer", which is based on the basis for remuneration. The process run is reflected in the establishment, occurrence and completion of these relationships. For the main body of the process, the role is an abstract concept with multiple sex, collaborative, and hierarchical, and the corresponding attributes of the process goals are corresponding. The organization's core process generally requires cooperation with multiple departments or work groups. This process is actually the goal is gradually refined from top to bottom, and the responsibility layer implements the role of all levels until the specific participants in order to implement the process-oriented target management. The harmony of the structure is the basis of the process operation, reflecting the static nature of the organizational harmony; the coordination of the process is an orderly interaction between a certain rule between the role, involving the process of organizing the process of operation. Regarding the role-oriented process model, several scholars have begun to study in recent years, and there are very few related literatures. There are currently several role-oriented process representations, which are mostly expanded from the active process description method, highlighting the interaction between the characters. In general, these methods can be divided into non-formal graphical representation and formal language script representation. Non-formulated graphical representation is relatively, such as communication-based workflow (COMMUNICATION-based Workflow) mode [3] emphasizes the interaction between roles (prepared, negotiated, executed, and accepts four steps to transaction The ring), it is regarded as a relative customer and service person relationship between the roles of the workflow, and emphasizes the customer's point of view. The entire process consists of interactive loop between the characters. ConveuM is a process description language that supports multi-agent cooperation [4], where the process is described in a plurality of interactions, each role has the responsibility of the flow target, internal activity And its interaction with other roles. The above two methods have strong complementarity, which can be used in conjunction. This research is currently a good way to use the role activity shown in the advanced Petri network.
Process management is closely related to the process model. Because of the impact of traditional process models, the optimization of the process is basically adjusted to discriminate the activities of activities and the logical relationship between activities from the management idea, the analysis of information flow, and the application of information technology. Although indirectly mentioned some process optimization rules related to roles, the management of the adjustment research process from the role coordination relationship has also been reported. Traditionally, the process is simplified, one organization may work success, and other organizations are difficult to imitate, which means that the process coordination has its intrinsic complexity and requirements.
3, the coordination management of the process is increasing the performance of the process, the cooperation between employees, teams, and organizations, etc., and coordination is the basis for ensuring successful cooperation. Multi-character coordination methods and degrees directly affect the performance of the process. The changes in the process are essentially a simplified, adjustment, and recombination of role capability and coordination relationship.
China's organizational culture has been deeply influenced by Confucian thinking, and the level of organizational management is strict, and the management type emphasizes people's rules, the process is low, and the random is large. In addition, although this culture emphasizes harmony between individuals, information is closed, making it difficult between communication between sectors. Organizational control uses an informal, implied manner, and coordinated costs. Therefore, the coordination mechanism of the research process has important practical significance to the management of the process.
3.1 Theoretical basis for process coordination (1) Chaos management. This is even more chaotic and the management of processes is even more. This process is gradually in-depth. Entering the era of knowledge economy, knowledge and human resources have become the most important strategic resources, scientific management, standardization, and accuracy, etc., the hypothesis is less and smaller in terms of management efficiency. In this context, re-recognizing the importance of human nature, promoting the development, power and experience of human capital management and modern chaos management has been accepted for people. The main body of the process is a performance and creative participant, the organization's cultural ethics, informal relationships, etc., to largely affect the performance of the process, so the process cannot be simply replicated, and the uncertainty of its management is increasing The higher, the management and change of the process are transformed into the adjustment of participants and their relationships. (2) Coordination theory. Coordination Theory is to describe the process of reliance on activities. One process contains more than two activities, there must be some relationship between activities. The number of activities, the coordination of each activity, the different logical relationships between activities, the form of the process is different. Traditional coordination Theory has more attention [5] focuses on the logic steps between processes - the relationship between activities, providing many practical operational guidelines for process coordination. However, it must be seen that these principles ignore the factors in the process, and the above principles also ignore soft factors that affect the coordination of the process. The event reflects the behavior attributes of the participants. The relationship between participants is not only reflected in the activities and resource dependencies between them, but there is still a hierarchical dependence on process performance, intent (target) dependent and each Informal relationship.
The dependency and coordination mechanism between activities can map the dependencies and coordination mechanisms between the active subject participants, and the latter has a broader content. Participants' activities include not only controlled formal organization activities, but also contain many informal activities. Therefore, the coordination of the process not only exists in the daily business network, but also in the informal social relational network. They interact with each other and promote each other.
3.2 The characteristics of process coordination (1) hierarchical. This is related to the hierarchy of the role. The hierarchy of coordinated management also manifests quickly as a flexible module. The role of different granularity is an adaptive intelligent body with learning ability, and their knowledge can be increasing, and they can quickly reorganize the function of stronger high-level intelligent body (such as work team) based on the complementarity of the target, of course this assembly A certain timeliness reflects the flexibility of the process coordination mechanism.
(2) Multi-stage. The coordination of the process is a complex problem that can be considered from three phases: the process design phase, the operation phase and the optimization phase. The coordination of the process not only shows information exchange and communication, abnormal detection and processing of the runtime participants, but also considers the harmonious problem of people, technologies, and management in the process during process design.
(3) Multi-dimensional. The coordination content of the role is also a variety of aspects, including targets, plans, relationships, interests and power, etc., the corresponding coordination methods are also diverse. There is usually a lot of factors that affect people, groups, sectors, and organizations, and have a lot of corporate culture, information technology and human quality improvement.
From now on, the process is coordinated and controlled to depends on informal, implied methods, not only formulated, strict processes rules. Re-examination from the side of the role coordination, which is convenient for more deepering the law of the process. Traditional coordination Theory has more attention [5] focuses on the logic steps between processes - the relationship between activities, providing many practical operational guidelines for process coordination. However, it must be seen that these principles ignore the factors in the process, and the above principles also ignore soft factors that affect the coordination of the process.
Whether the process can have high performance, whether or not the external variation demonstrates moderate flexibility that it can effectively integrate the knowledge and ability of each role. The harmony between the characters, the harmony of individuals and overall goals, alone,, depending on the organizational means and institutional constraints, is insufficient, in the increasingly competitive, conscious, voluntary and autonomous Intangible harmonious management is also essential. From the coordination relationship of roles, the optimization of the process is essentially analyzed and adjusted on roles and role relationships. This stage is the use of information technology as a breakthrough, and the change in organizational structure, organizational culture and knowledge management. support. Describe the flow of activities with an activity, research process changes from the activity relationship angle have its limitations. This is the operational environment of the process has become turbulent, and the subject is no longer a economist but a complex, self-real. The performance of the process is difficult to only have the process rule guarantee that the prior assumptions is guaranteed, and the factors of participants and their roles have gradually rising to unneaptive status. How to manage roles and their relationships, integrated hard control (rules, etc.) and soft coordination (informal relationships of processes), so that organism resources have been fully utilized as determining process performance. In the management of the process, people-oriented, effective coordination of information technology, human resources and organizational management. Emphasis on either side and ignoring harmony in other aspects will make the organization's change activities fail.
4. Conclusion The role is the subject of activity. It is natural to analyze the process and its changes in role views, compared to the activities of the process. From the perspective of the role of the process, the process change is to disassemble the people and roles inside the traditional organization function and re-assemble the process of creating value for the customer, which also includes collaboration mechanism between the support of information technology. Relationship adjustment.
The adjustment of the coordination relationship between the roles involves the redistribution of the process target, which has a greater impact on the performance of the process. In this sense, it is not as good as the adjustment of the activities logical relationship and coordination mechanism. It is better to say that the relationship between the character is the ability to use information technology to enhance participants, break the role combination of traditional organizational functions. Way, and renew the "assembly" into new partnership.
The organizational harmony and control dependent informal, implied manner, not only formulated, strict process rules. Therefore, from the perspective of participants and their relationships as a process subject, the research processes can be used for China's national conditions, and can combine new management ideas for Western processes.
Reference 1 Yoon Ho Cho, Jae Kyeong Kim, Soung Hie Kim. Role-based Approach To Business Process Simulation Modeling and Analysis [J]. Computers Ind. Engng, 1998,35 (1-2): 343-346
2 Biddle B J, Thomas E J. Role theory: Concepts and research [M] .john Wiley & Son Inc. 1996
3 Gregory Mentzas, Christos, Stylianos Kavadias. Modeling Business Process With Workflow Systems: An Evaluation of Alternative Approaches [J]. International Journal of Information Management, 2001,21: 123-135
4 de Giacomo G, Lesperature Y, Levesque H. Reasoning About Concurrent Execution, Prioritized Interrupts and Exogenous Actions in The Situation Calculus [C]. In: Proceedings of ijcai'97, 1997: 1221-1226
5 Crowston K, Osborn C S. A Coordination THEORY Approach To Process Description and Redesign [R], Technical Report Number 204. Cambridge, MA: MIT, Center for Coordination Science. 1998 This article is provided by the author to AMT
