| Attributes | Values |
|---|
| rdf:type
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| Description
| - Contemporary global economy slowly deals with the impact of economic crises. Enterprises are seeking new initiatives, which could help them to restart performance growth and ensure thus lasting competitiveness in the branch. It?s evident that there is not possible to continue in the same way as before the crisis has occurred. A crisis has checked the resistance of the firms and theirs potential of risk management and flexibility in creation of post-crises development plans. Planning determinants have changed too ? accent is being put on shorter planning periods, more scenarios involving active approaches involving innovation are needed. Most organizations were designed and operating for the industrial age of the past century, when capital was the scare resource, interaction costs were high and hierarchical authority and vertical integration structures were the key to efficient operation. More significant for the performance potential of the firm has become a feature on process effectiveness, seeking, drafting and management of correspondence between strategy, resources and organization in the firms. There is a need to remake the organizations of today into more adaptive, agile and focused organizations. The compliance between the dynamics of change of business environment and the tools of performance management based on strategy is today resolved using the process approach. It?s also apparent that process management has become more developing and synthetic too. The contemporary architecture of company processes allows more flexibility, however it is more demanding with respect to knowledge potential and empowerment of employees. However it remains extremely important how to grasp the formulated strategy, how to distribute it and integrate into company processes and how to ensure their synergies within the framework of existing managerial competencies.
- Contemporary global economy slowly deals with the impact of economic crises. Enterprises are seeking new initiatives, which could help them to restart performance growth and ensure thus lasting competitiveness in the branch. It?s evident that there is not possible to continue in the same way as before the crisis has occurred. A crisis has checked the resistance of the firms and theirs potential of risk management and flexibility in creation of post-crises development plans. Planning determinants have changed too ? accent is being put on shorter planning periods, more scenarios involving active approaches involving innovation are needed. Most organizations were designed and operating for the industrial age of the past century, when capital was the scare resource, interaction costs were high and hierarchical authority and vertical integration structures were the key to efficient operation. More significant for the performance potential of the firm has become a feature on process effectiveness, seeking, drafting and management of correspondence between strategy, resources and organization in the firms. There is a need to remake the organizations of today into more adaptive, agile and focused organizations. The compliance between the dynamics of change of business environment and the tools of performance management based on strategy is today resolved using the process approach. It?s also apparent that process management has become more developing and synthetic too. The contemporary architecture of company processes allows more flexibility, however it is more demanding with respect to knowledge potential and empowerment of employees. However it remains extremely important how to grasp the formulated strategy, how to distribute it and integrate into company processes and how to ensure their synergies within the framework of existing managerial competencies. (en)
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| Title
| - Process Performance - A Significant Tool of Competitiveness of Entreprises in Contemporary ERA
- Process Performance - A Significant Tool of Competitiveness of Entreprises in Contemporary ERA (en)
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| skos:prefLabel
| - Process Performance - A Significant Tool of Competitiveness of Entreprises in Contemporary ERA
- Process Performance - A Significant Tool of Competitiveness of Entreprises in Contemporary ERA (en)
|
| skos:notation
| - RIV/49777513:23510/11:43896447!RIV12-MSM-23510___
|
| http://linked.open...avai/predkladatel
| |
| http://linked.open...avai/riv/aktivita
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| http://linked.open...avai/riv/aktivity
| |
| http://linked.open...vai/riv/dodaniDat
| |
| http://linked.open...aciTvurceVysledku
| |
| http://linked.open.../riv/druhVysledku
| |
| http://linked.open...iv/duvernostUdaju
| |
| http://linked.open...titaPredkladatele
| |
| http://linked.open...dnocenehoVysledku
| |
| http://linked.open...ai/riv/idVysledku
| - RIV/49777513:23510/11:43896447
|
| http://linked.open...riv/jazykVysledku
| |
| http://linked.open.../riv/klicovaSlova
| - Strategic management, innovation, management by process, process performance, Balanced Scorecard (en)
|
| http://linked.open.../riv/klicoveSlovo
| |
| http://linked.open...ontrolniKodProRIV
| |
| http://linked.open...v/mistoKonaniAkce
| |
| http://linked.open...i/riv/mistoVydani
| |
| http://linked.open...i/riv/nazevZdroje
| - Liberec Economic Forum 2011
|
| http://linked.open...in/vavai/riv/obor
| |
| http://linked.open...ichTvurcuVysledku
| |
| http://linked.open...cetTvurcuVysledku
| |
| http://linked.open...UplatneniVysledku
| |
| http://linked.open...iv/tvurceVysledku
| - Vacík, Emil
- Zahradníčková, Lenka
|
| http://linked.open...vavai/riv/typAkce
| |
| http://linked.open.../riv/zahajeniAkce
| |
| number of pages
| |
| http://purl.org/ne...btex#hasPublisher
| - Technická univerzita v Liberci
|
| https://schema.org/isbn
| |
| http://localhost/t...ganizacniJednotka
| |
| is http://linked.open...avai/riv/vysledek
of | |
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