1.1. Nowadays there exist two leading management models chosen by business companies to operate on: function-oriented and process-oriented ones (The Difference Between a Functional Vs. a Business Process Orientation, 2016). Nevertheless, there is a number of problems concerned with the application of the both schemes mainly stemming from the vague distinction made between the two or unwillingness of making the distinction obvious.
Therein I am going to make a general outlook of company organization and complementarily apply the main principles thereof to specify the Environmental Agency of the European Union. A few words on the agency. The Environmental Agency of the EU is a structural body of the EU infrastructure designed to promote the environmental security and protection of the environment from such hazards as pollution, exhaustion, contamination and so on.
Well, the first thing to be defined at the beginning of any company’s operation is the organizational issue. An organizational structure of an association is the form, chosen to allocate the functions among the members thereof. The organization is supposed to define who is charged with making decisions, issuing rules and execution the regulations. Hereunder, is the scheme of EA organization:
It is the responsibility of management to make sure the activities and functions of an organization directly match the key objectives originally set by the organization. The organization of the Environmental Agency is a sheer example of direct relation between the purposes and activities provided on the organization. The distinctive feature of the structure of the European Agency is specialization of functions. For instance, there is a specific body aimed to examine the issues concerning flooding problems. There is a set of functions referring to flooding protection. All these functions are divided as to the causes lying at the foundation of flooding. For instance, there are particular activities conducted to prevent flooding caused by bad weather and river level rising. All different functions are used to provide the proper solution for both settling the problem and preventing the advent of similar issues.
One more specific function of the UA is surveillance over flood risk areas and outlining the general plan of action to assure the environmental security and also working out strategies to be advised which they can use to dispose the wasted products to the environment. The organizational structure of the Environmental Association is so designated as to serve the key objectives of the organization.
As far as function-oriented model is concerned, it is distinctive of organizing a company among the functional lines and proving extensive and thorough hierarchical distribution of functional responsibilities among staff. Such business organization induces high functional performance at exclusively functional level but not integral one. This type of modeling is therefore characterized by low integration between functions. The fail of integration however may lead to collision of function, caused by the autonomy of running the operations within the functional department. For instance, the department of sales is entitled to maximize orders received while the production department falls short to deliver the necessary amounts of trade or services.
When talking of the process-oriented business, we imply the operational model aimed at accomplishing some common purpose of the company. A process-oriented company is to focus primarily upon business processes such as order processing or strategic planning, making lesser allowance for hierarchical allocation and apportionment of functional responsibilities among the staff. Unlike the previously mentioned functional organization, the process-oriented modeling is marked out for high integration of functions, consequently resulting in completing the common objective of business. Such organizational background is assumed to maximally abate the possibility of functional clash and ensure that the maximum volume of orders is processed through the system (The Difference Between a Functional Vs. a Business Process Orientation, 2016).
1.2 Proceeding from the previously mentioned item, one can safely infer that matching the highest affinity of a company’s goals and processes can be most possibly achieved within the process-oriented model. In general, this proves possible paying credit to the man appropriate planning. In process-oriented companies, top management assigns targets with a view to achieve the result of complete and general fulfillment of work. Planning itself favors those activities that are supposed to contribute maximally to the completion of work and final goal achievement.
Business planning, considering its ample meaning, usually relates to defining the unified purpose of a business entity, distribution of responsibilities and identification of the standard the result is to correspond to and also determine what a successful performance means for the company. In general planning is an intricate and compound procedure splitting into a range of items regulated by a set of so-called “mapping methods” (Process Mapping, 2016). Mapping itself in business implies unfolding the operational process in detailed functional amplification aimed at boosting the efficiency of business. Mapping has regard to a set of methodological items. For instance, value stream mapping.
Value stream mapping is about analyzing the current state of business and envisioning a future state for a set of events in the course promoting the product from its very beginning through to the customer (Rother, Shook, 2016). This method encompasses the identification of the target audience, setting up the objectives, making up a management team, outlining the current steps, delays, and information flows required for delivering a product or a service and so on. Value stream mapping carries with it a chain of subsidiary method tools: Process Activity Mapping, Product Variety Funnel, Decision point analysis, Supply chain responsiveness matrix etc.
2.4. Having dealt with the planning item, it would be reasonable to proceed with the designation of the control and monitoring system.
Putting it generally, permanent surveillance of the business plan is of underlying importance especially at the startup of the plan realization. Business plan should be reviewed on a regular basis, particularly in case of extensive and dynamic character of business promotion. Therefore, organizing a system of review dates aligning them to the short-term and long-term objectives of business plan is the key point of monitoring (How to Monitor & Control Your Business Plan, 2016).
In case your business is aimed at the accomplishment of some measured result, it would be reasonable and efficient to elaborate a tracking system to asses where you stand regularly. For instance, provided that your business is supposed to produce some definite amount of cash per month, then you should track the income per day or per week to monitor or control the process.
2.3. Once you have invented a plan and set a control and monitoring system you need to coordinate the objectives and activities you have planned with the marketing plans. Business and marketing plans are supposed to overlap noticeably. Once an element of one plan changes, it is amply important to trace the impact this change may have upon the other plan (The Processes of Organization and Management, 2016).
Besides that coordination with time framework is also of considerable significance as far as the performance and profitability of the business are concerned. Production may go on expressly well, but in case it takes a great portion of time it may eventually prove unprofitable considering ample production expenses, rental payment and so forth.
Works Cited
"How to Monitor & Control Your Business Plan." Small Business. Web. 07 Feb. 2016.
Rother, M., Shook J. Learning to See: Value Stream Mapping to Create Value and Eliminate Muda. Brookline, MA: Lean Enterprise Institute, 2003. Print.
"The Difference Between a Functional Vs. a Business Process Orientation." Small Business. Web. 07 Feb. 2016.
"The Processes of Organization and Management." MIT Sloan Management Review RSS. Web. 07 Feb. 2016.
"Process Mapping." Process Mapping. Web. 07 Feb. 2016.
