Business Process Management

Course description:

The changes derived from globalization have led organizations and administrative management styles to advance to new models that are more demanding in terms of efficiency, productivity and quality. In essence, changes require that the day to day of an organization is carried out through processes, since its administration allows a more flexible, agile and effective response to the environment and the consumer, who is more knowledgeable and demanding in the satisfaction of their expectations. The process concept implies the organization's approach towards the client and the demarche takes it for granted a search for continuous improvement. An adequate management of processes makes it possible to link the internal organizational needs with the satisfaction of the external client, managing to focus on the critical to generate value, now and in the future (Pérez Fernández De Velasco, 2007). The foregoing justifies the importance of recognizing and implement the concept of management processes, a day-to-day administration, which requires to know in detail the design, standardization, development, evaluation and improvement of processes for making decisions. This subject is the basis to continue with the line of emphasis in Integral Management by Processes.

Course objectives:

Present to the students the process management as the optimal corporate methodology to lead an organization and materialize its strategy, acquiring theoretical and practical essential knowledge related with the identification and documentation of the processes, and the recognition of the importance of the evaluation thereof, in view of generate improvement tools to answer the reality of the company and its needs in a globalized environment.

Generic: Organizes and plans with leadership. Applies the theoretical knowledge in practice with ethical engagement. Ability to motivate oneself by quality, generating new ideas. Works in interdisciplinary teams adapting to new situations. Solves problems by making an integral analysis of the situation.

Specific: Understands the relationship between globalization, requirement to maintain high levels of competitiveness and the need for business process modeling. Manages the organization’s processes through its standardization and documentation. Identify opportunities for improvement the organization’s processes and propose its optimization.

ANALYTICAL DESCRIPTION OF CONTENTS: TOPICS AND SUBTOPICS
5.1. Unit 1: Contextualization of organizations by processes
5.1.1. Quality, its evolution and impact in the consumer and the
organizations
5.1.2. Organization structures: main characteristics, advantages and
disadvantages.
5.2. Unit 2: Strategic management in the organization
5.2.1. Business model that integrates strategy, processes and people.
5.2.2. Strategic management in the organizations
5.2.3. The organization as a processes system
5.3. Unit 3: Processes management
5.3.1. Processes management
5.3.2. Processes measurement
5.3.3. Processes improvement

CRITERIA AND POLICIES OF FOLLOWING AND ACADEMIC EVALUATION
Midterm: 20%
The student will be evaluated individually and by groups to validate the scope of the
objectives set by units seen. Individually quices, midterms and the final exam will be
established. As well as, essays, analysis of readings and forums. As a group,
workshops, fieldwork and exhibitions will be evaluated.
Follow-up (quices, essays, workshops, among other activities) 40%
Final Exam 25% (programmed by Admissions and registration)
Fieldwork 15%

9. GENERAL BIBLIOGRAPHY
9.1. Agudelo Tobón, L.F. & Escobar Bolivar, J. (2006) Gestión por
procesos: Notas de clase. Medellín.
9.2. EVANS, J. R., & LINDSAY, W. M. (2000). La administración y el
control de la calidad (4ta ed.). México: International Thomson Editores.
9.3. HARRINGTON, H. J. (1993). Mejoramiento de los procesos de las
empresas. Santafe de Bogotá: McGraw Hill.
9.4. KUME, H. (s.f.). Herramientas básicas para el mejoramiento de la
calidad. Santafe de Bogotá: Norma.
9.5. Lapierre, L. (Enero – Julio de 2006). Gerenciar es crear.
Administer(8), 146-153.
9.6. Pao-Long, C., & Kuen-Horng, L. (1995). Current status of total quality
management implementationin Taiwan companies. Thw TQM Magazine, 7(1),
14-19.
9.7. Perez Fernández De Velasco, J. A. (2004). Gestión por procesos:
Cómo utilizar ISO 9000:2000 para mejorar la gestión de la organización. Madrid:
ESIC.
9.8. Roure, J., Moñin, M., & Rodriguez-Badal, M. (1997). La Gestión por
procesos. Barcelona: Canon editorial, S.L.
9.9. Tobón, L. F. (2012). Evolución de la gestión por procesos. Medellín:
ICONTEC.
9.10. Vega, L. A., Álvarez uiles, M. P., Bernal Torres, C. A., Díaz Becerra,
M. I., Galindo Uribe, Ó. D., Gonzáles Soler, C. E., & Villegas Cortés, A. (2010).
Administración por Calidad. Bogotá: Alfaomega.
9.11. ICONTEC Internacional. (2016). Normalización: Aporte a la
competitividad de las organizaciones colombianas. Estudios de caso para medir
el impacto económico de las normas técnicas. doi:ISBN: 978-958-8585-67-3