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1、学位论文独立性声明本人声明所呈交的论文是我个人在导师的指导下进行的研究工作及取得的研究成果尽我所知除了文中已经注明引用的内容外本论文不包含其他个人已经发表或撰写过的研究成果对本文的研究做出重要贡献的个人和集体均已在文中作了明确地说明并表示谢意研究生签名时间年月日关于学位论文使用授权的说明本人完全了解新疆财经学院有关保留使用学位论文的规定即新疆财经学院有权保留并向国家有关部门或机构送交论文的复印件和电子文档可以采用影印缩印或扫描等复制手段保存汇编学位论文允许论文被查阅和借阅本人授权新疆财经学院将学位论文的全部或部分内容编入有关数据库进行检索可以公布包括刊登论文的全部和部分内容保密的学位论文在解密
2、后适用本规定研究生签名导师签名时间时间年年月月日日摘要从科学管理到流程再造从组织内的流程梳理发展到组织之间的流程整合流程管理理论在不断涌现出新理念 新思想的过程中得到丰富与扩充 本论文致力于对基于人本管理的流程管理进行研究第一章为绪论 阐述研究背景 介绍了流程管理的研究现状 并提出本文主要的研究内容与研究思路进入 21 世纪以来企业面对的市场环境正发生着巨大的变化 顾客需求日益个性化 商品生命周期越来越短 竞争环境的不确定性日趋显著 这就要求流程应该具有一定的适应性与弹性 本文通过对流程管理理论的阐述与分析 揭示出流程管理在现代管理中面临的困境 进而提出借助人本管理的思想理念 在流程管理当中把
3、流程参与者的因素考虑进去 使组织的资源能够充分发挥效用并以 A 公司的管理实践为例分析基于人本管理的流程管理的实践意义与现实意义最后提出实现人本管理理念在流程管理中的有效渗透 在组织成员获得全面发展的同时 实现组织流程管理的高绩效 保证组织的可持续发展 进而促进整个社会的和谐发展 必将成为流程管理变化的一个主题与趋势 本论文首先运用文献研究法，在研究流程管理的相关理论基础上，指出流程管理在现代企业管理中面临的困境结合人本管理的相关理论，提出要实现企业管理的高绩效，需要把流程管理与人本管理融合起来，实现人本管理在流程管理中的有效渗透，最终使员工获得个人的全面发展企业的可持续发展 以及社会的和谐发
4、展 同时 还运用案例分析法 通过对 公司人本管理视角下的流程管理的实践分析研究来论证结合人管理的思想进行流程管理的可行性与有效性 以及人本管理不应当被作为一项独立的工作 而应渗透和体现在企业管理工作的方方面面当然在整篇论文的创作过程中都运用了规范研究方法第二章是流程管理理论的介绍 通过分析揭示流程管理面临的困境 流程的运作由功能各异的活动按照一定的逻辑进行 流程管理基本局限在严格执行流程的逻辑规则上 流程的变化相应表现为利用信息技术 对活动及其逻辑关系进行调整 至于活动主体如何通过合作可以重复性地来完成流程目标并不重要 因为流程事先按规范化 确定性和最优的方式设计的 参与者的理性被假定可以胜任
5、赋予的任务 流程的这种认识观在稳定的市场条件下还是有效的 然而 信息时代 网络经济的到来 竞争的加剧和环境的不确定性 要求流程具有一定的适应性 增加了流程的认识和管理难度 流程管理中的不确定成分增加 参与者的角色定位及其关系成为影响流程绩效的重要方面1企业是一个动态的开放的系统其外部环境和内部条件都在不断变化 这必然会对企业的活动内容 活动形式和活动要素产生不同程度的影响 如果企业固守原有的规范 不能适时进行局部或全局的调整 则可能会被变化的环境所淘汰 或为改变了的内部要素所不容 在这种背景下 仅仅依赖信息技术的进步 科学管理的精确化和规范化思想来提升流程的绩效显得力量不足 这也就是说 规则和
6、制度固然必不可少 但与流程参与者有关的软因素越来越重要 如何合理设计参与者的角色以及促进他们能够有效合作的协调机制 使组织的资源能够有效发挥效用 成为流程变化管理的基础和主题 如何管理角色及其关系 综合硬控制 流程管理 和软协调 人本管理的作用使组织资源得到充分的利用是决定流程绩效的决定因素第三章是人本管理思想的介绍 详细论述了人本管理内涵 内容 特征 理论发展的历史沿革人本管理简单地说 就是指在管理活动中把人作为管理的中心 在工作中真正地关心 尊重 信任他们 使得他们在自身成长的同时推动企业不断地发展 人本管理是一种以人为中心的管理 其内容涉及情感管理民主管理 自主管理 人才管理 文化管理和
7、职业生涯管理 现代人本管理在经历了科学管理 行为科学 系统理论 决策理论等管理理论之后之所以走向了管理科学的前台第四章阐明人本管理与流程管理在具体管理实践中的相互关系 流程管理中很突出的一个方面就是规范化 即从企业生产经营系统的整体出发 对各环节输入的各项生产要素转换过程产出等制订制度规程指标等标准规范并严格地实施这些标准 以确保企业协调统一地运转 在实行流程管理中要把员工看作企业最宝贵的资源 当作企业的主人 不要高高在上地把各种规范强加于员工 而要依靠员工 发动他们参与管理 在制定规范时依靠他们 融入他们的聪明才智 同时在执行规范时 加强互相监督和自我控制 要有效地激励人和凝聚人 即要求领导
8、者和先进人物率先示范 并通过公平的物质和精神奖惩来激励员工 使他们在遵守和完善规范的过程中实现自身的价值 同时建立优秀的企业文化 形成温暖和谐的家庭氛围来关心和凝聚员工 使他们愿意为企业奉献 人本管理也需要借助流程管理 通过不断地优化人本共享的流程 使得人本管理的方式不断创新和贴近人们的需要第五章以 A 公司的管理实践为例介绍了 A 公司基于人本管理的流程管理实践 着重从销售流程入手 对其中体现的人本管理思想进行介绍与分析 并通过运用平衡记分卡对 A 公司绩效情况进行评价 从而得出在基于人本管理的流2程管理中 A 公司的员工因为获得更为全面的发展 提高了满意度 进而使公司在外在经济环境低迷的情
9、况下 依然使企业绩效获得了显著的增加 增强了企业核心竞争力促进了企业的持续发展以及社会的和谐进步第六章 通过总结对基于人本管理的流程管理的提出了展望 人本管理对于个体组织社会都是意义深远的实行人本管理可以促进个人的全面发展可以使组织的流程管理富有柔韧性与创造性 实现组织的可持续发展 进而达到更高的组织绩效目标可以形成和谐有序的社会氛围促进社会的全面发展本文的创新之处在于 提出使人本管理的思想有效地渗透到流程管理中 在组织成员获得全面发展同时 实现组织流程管理的高绩效 保证组织的可持续发展进而促进整个社会的和谐发展本文的不足之处在于 目前愿意且能够实施基于人本管理的流程管理的企业尚且不多本人所调
10、研的企业对基于人本管理的流程管理实践还处于摸索阶段且鉴于新疆企业管理水平及本人学识所限 对于一些管理现象和管理问题尚且提不出更为妥当的解决方案这在一定程度上表现为案例分析缺乏理想的理论深度期望在以后的管理实践中能够继续深入地探讨这方面的问题3AbstractFrom scientific management to process reorganization, and from the pectinationin the organization to conform between the organizations, the theory of processmanagement is
11、enriched and expanded through the new ideas and thoughtscontinuously emerged. The paper is trying in the study of the process management,which is basing on people-oriented management.The introduction chapter is on the background of the study, the status of researchon the process management, and make
12、s the main contents and ideas of the study. Aswe enter the 21st century, the market environment the enterprises face is undergoingenormous changes, which show the growing demand for personalized customer,goods increasingly short life cycle, the increasingly significant uncertainty ofcompetitive envi
13、ronment. That demands the process certain adaptability andflexibility .The paper reveals process management in the face of modern managementthrough elaboration and analysis of the process management theory, and submits totake the factors of process participants into account by making use of people-o
14、rientedmanagement thinking in the management to fully effectively use organize resources.Take A companys management practices for example, the practical significance andrelevance of process management based on people-oriented management is analyzed.Finally made in the achievement of effective penetr
15、ation of the people-orientedmanagement in process management, while organization members gain the overalldevelopment, the organization achieves high performance and the processmanagement of organizations ensures sustainable development, and society promotesthe harmonious development, which will beco
16、me a subject of change managementprocesses and trends. At the same time, the paper use case analysis to appraisal theviability and effectiveness of the process management with people-orientedmanagement through analysis of A companys process management based onpeople-oriented management, and people-o
17、riented management should not be treatedas independent work, but infiltration and embodied in the management of enterprisesin all aspects. Of course, standardized methodology is used throughout the creationprocess of the paper.Chapter two introduces the theory of the process management, analyzing an
18、drevealing the difficulties, which the process management is facing. Process operatingis done by activities in accordance with the different functions of certain logic,process management limits in the strict implementation of the logic rules, thecorresponding changes in the flow performance for the
19、use of information technologyactivities and the logical relationship of adjustment. The main activities throughcooperation to complete the process to be repetitive target is not important becauseprior to standardize procedures, certainty and the best way to design, rationalpresumed to be competent p
20、articipants of the mandate. This understanding flowoutlook in a stable market conditions remain valid. However, the information age, theadvent of the Internet economy, increased competition and the environment ofuncertainty for a certain flow adaptability, and increase the understanding andmanagemen
21、t of the flow difficulties. Uncertainty components increased flow4management; the roles and relationships of participants become important aspects ofthe impact process performance. Enterprise is a dynamic open systems, and itsexternal environment and internal conditions are changing, and this is bou
22、nd to thecontent of the activities of enterprises, activities and events form elements havevarying degrees of impact. If enterprises cling original norms, not a partial or a timelyadjustments may be changes in the environment out, or to change the internalelements can. Against this background, relyi
23、ng on advances in information technology,scientific management and accurate and standardized processes to enhanceperformance is lack of strength. This means that the rules and systems is essential, butwith the flow of soft factors are increasingly important participants. How to designreasonable to p
24、articipants to facilitate their effective cooperation and the role of thecoordinating mechanism so that organizations can effectively use the resources thatflow into the base and change management topics; How to manage players and theirrelationships, integrated hardware control (flow management) and
25、 soft coordination(one of the management) the role of organizational resources are fully utilized,performance is the determining factor in the decision process.Chapter three introduces the people-oriented management, particularlydiscussing the people oriented management intension, content, features
26、and thehistory of development theory. “The people-oriented management” simply means thatthe people should be centered as a management in the management of activities, thereal interest in their work, respect, trust them, making their own growth whilecontinuing to promote enterprise development. The m
27、anagement of people is apeople-centered management, which involves emotional management, and democraticgovernance, independent management, and personnel management, culturalmanagement and career management. Modern people have experienced in themanagement of scientific management, behavioral sciences
28、, system theory,decision-making, management theory, the theory of scientific management is aprospect.Chapter four clarifies the mutual relations on the people-oriented managementand process management in specific management practice. Process management is aprominent aspect which is standardized, fro
29、m the production and operation ofenterprises in the whole system starting on the link of the factors of production,conversion process, output, a system, protocols, standard indicators (norms), andrigorous application of these standards to ensure the harmonization of businessoperation. In the impleme
30、ntation of flow management to the staff as the most valuableenterprise resources, as masters of the enterprise, not condescending to the normsimposed on employees, and have to rely on employees to launch their participation inmanagement. In the development of norms rely on them, into their wisdom, a
31、nd in theimplementation of norms, strengthen mutual supervision and self-control; Toeffectively motivate and rally the people, or for leaders to model and advancedworkers, and the material and spiritual rewards through fair to encourage employeesto improve their compliance with the norms and the pro
32、cess of realizing its value, atthe same time establishing good corporate culture, a warm family atmosphere ofharmony and cohesion of interest to the staff so that they are willing to sacrifice for5the enterprise. People also need to draw on this management process management. Bycontinuously optimizi
33、ng the flow of people share this, that those who approach themanagement of continuous innovation and close to the peoples needs.Chapter five takes A companys management practices for example, introducedA companys process management practice which is basing on the people-orientedmanagement, focusing
34、on the sale process, presenting and analyzing the idea of thepeople-oriented management, and through the use of company a Balance Scored Cardof performance evaluation, resulting in people on the management processmanagement, a companys employees because of the availability of morecomprehensive devel
35、opment, improved satisfaction, thereby enabling companies tothe outer downturn in the economic environment, so that enterprises still havesignificant performance increase, and enhance the core competitiveness of enterprisesand promote the sustainable development of enterprises and social harmony pro
36、gress.Chapter six, through summing up, based on the management of people flowmanagement raised prospects. People in the management of individual, organizational,community are far-reaching. The management of people, can promote the fulldevelopment of individuals; Enable organizations with flexibility
37、 and creativity flowmanagement to achieve sustainable development organizations, and organizationsachieve higher performance targets; Can create a harmonious and orderly socialatmosphere, and promote the all-round development of society.The innovations is: making the management of the flow of infilt
38、ration andeffective management, organization members in the comprehensive development andmanagement processes to achieve high-performance organizations, and ensure thesustainable development organizations, and promote the harmonious development ofsociety as a whole.The deficiencies in: the people wi
39、lling and able to impose on the management ofthe enterprise management processes even more, I had to research enterprises basedon the management of people flow management practice is still in its explorationphase, and given the level of corporate governance and my limited knowledge, Forsome manageme
40、nt practices and management issues to see what more appropriatesolution, which to a certain extent reflected in the ideal case analysis of the theoreticaldepth beyond expectations in the management of the practice to continue to explorethis issue in depth.6摘要流程管理作为一种先进的管理思想与管理方法在众多企业中被广泛采用，并且日益显示出其可
41、靠 可行高效的特征由此带来企业绩效的显著提高然而仅仅依赖信息技术的进步科学管理的精确化和规范化思想来提升流程的绩效显得力量不足这也就是说规则和制度固然必不可少但与流程参与者有关的软因素越来越重要如何合理设计参与者的角色以及促进他们能够有效合作的协调机制使组织的资源能够有效发挥效用成为流程管理面临的一个困境毕竟管理主体的思想观念制度体系和行为的变革并不会自动适应新的工作流程和技术人力资源的可控性变得日益重要组织结构和流程的协调也变得越来越复杂人的管理角色定位和相互的合作协调关系最终决定流程的绩效本论文通过对流程管理理论的阐述与分析揭示出流程管理在现代管理中面临的困境进而提出借助人本管理的思想理念在流程管理当中把流程参与者的因素考虑进去 使组织的资源能够充分发挥效用 并以 A 公司的管理实践为例 分析基于人本管理的流程管理的实践意义与现实意义最后提出实现人本管理理念在流程管理中的有效渗透 在组织成员获得全面发展的同时 实现组织流程管理的高绩效保证组织的可持续发展一个主题与趋势进而促进整个社会的和谐发展必将成为流程管理变化的关键词流程管理人本管理企业绩效AbstractProcess management is widely
