1st Edition

Understanding Business Processes

Edited By David Barnes Copyright 2000
    236 Pages
    by Routledge

    235 Pages
    by Routledge

    What do business organisations do?
    The results of business behaviour can be seen and experienced in the form of the goods that are produced. However, what goes on within organisations is often hidden from the outside world. Taking a systems and process perspective, this book demonstrates that any business is a number of interrelated processes whose success is determined by the extent to which these activities add value whilst minimising cost. The book focuses on:
    * activities through which the organisation interacts with its customers, including marketing and sales
    * how organisations process materials including purchasing and manufacturing
    * forms of business organisation, with a critical account of new paradigms including Business Process Re-engineering.
    The book features articles by leading business gurus including Michael Porter, Philip Kotler and John Kay.

    Introduction Section 1: Introduction 1. Organisations as Systems Gerard Cole 2. Effective Operations Management Nigel Slack, Stuart Chambers, Christine Harland, Alan Harrison and Robert Johnston Section 2: Introduction 3. Adding Value John Kay 4. Competing on Capabilities George Stalk, Philip Evans and Lawrence Shulman 5. The Value Chain and Competitive Advantage Michael Porter Section 3: Introduction 6. Marketing in a Changing World Philip Kotler, Gary Armstrong, John Saunders and Veronica Wong 7. A Framework for Developing a Quality Strategy in a Customer Processing Operation Robert Johnston 8. Relationship Marketing Francis Buttle Section 4: Introduction 9. Purchasing Peter Baily 10. Concept of a Manufacturing System John Parnaby 11. Logistics and Competitive Strategy Martin Christopher 12. Reverse Logistics Richard A. Lancioni Section 5: Introduction 13. The Triumph of Process Michael Porter 14. Staple Yourself to an Order Benson P. Shapiro, V. Kasturi Rangan and John J. Sviokla 15. Frameworks for Understanding Business Process Re-engineering Steve Childe, Roger Marshall and Jan Bennett 16. Business Process Re-engineering - Contrasting What it is with What it is Not Clive Holtham


    David Barnes has pursued an industrial as well as academic career. He has worked for a number of organizations ranging from blue chip to small family owned businesses in the process plant contracting and building products manufacturing industries. He is a Lecturer in Management at The Open University Business School, where his interests centre on the strategic management of operations