PhDr. Andrea Gállová, Ing. Jozef Berki, Ing. Štefan Szolnoky : Economics and Management – Transition from Functional Management to Process Management in Social Service Institutions. Bratislava: IRIS – Vydavateľstvo a tlač, s.r.o., 2014 The aim of our publication „Economics and Management - Transition from Functional Management to Process Management in SSS” is the theoretical definition for future managerial staff in social service facilities, primarily for professional personnel, especially social workers, but also for other employees performing direct social work and providing social services for the recipients of a given social service facility, as well as reference literature for university students in social work, and for professional and lay public interested in the quality of SSS management at the highest professional level.

The importance of management in a Social Service Facility (hereinafter only „ZSS”) as an activity lies in managing the activities of other people so that better results are achieved than those that would occur through the independent actions of individuals. Systematic study of relationships between people and their tasks, in order to redesign work processes and increase the quality of performance, effectiveness and economic stability, is a key step in the transition of ZSS from functional organization to process-based, which understands ZSS as a set of processes in providing professional, care and other activities, and which at the same time cross individual organizational units within the organizational structure in ZSS and deliver their outputs to an internal or external client. A process approach to the provision of social services is understood as a key tool for continuous process improvement in ZSS.

The introduction of process organization brings many changes whose result should be greater competitiveness and economic stability, achieving higher productivity, efficiency and above all higher-quality provision of social services for clients of ZSS. Implementation of these changes, however, requires a thorough understanding of process management principles, yet during the transition from functional management to process management, priority must be given to the principle of „client orientation” in ZSS, which want to survive in today’s times and this alternative must be unreservedly adopted as their own. Competition is intensifying in the area of social service provision, and satisfaction of the service recipient becomes the key success factor. ZSS are undergoing a transformation intended to ensure sustainable growth in coming periods. One instrument of such transformation is their shift to process management. Process management becomes an integral part of managerial practice, as an alternative to traditional functional management, and brings an entirely new view on how an organization works and on meeting recipient needs.

CONTENTS

  1. Introduction

  2. Theoretical Part 2.1 Requirements for future-oriented competencies of managers in SSS

  3. Processes 3.1 Basic terms in process identification 3.2 Functional and process management 3.2.1 Functional management 3.2.2 Process management 3.2.3 Principles of process management 3.2.4 Implementation of process management 3.2.5 Basic differences between process and functional management 3.2.6 Problems in transitioning from functional to process management 3.2.7 Process analysis and modeling, process mapping 3.2.8 Basic requirements of process modeling 3.2.9 Tools and methods for process mapping 3.2.10 PQM – Process Quality Management 3.2.11 Approaches to process improvement 3.2.12 Classical methodologies of process reengineering

  4. Practical Part 4.1 Explanation of abbreviations and terms 4.2 Procedure for drafting and introducing a quality management system in ZSS 4.2.1 Division into phases 4.3 Quality Manual 4.3.1 Purpose of issuance 4.3.2 Application of standard requirements in ZSS 4.3.3 Quality Manual management regime 4.3.4 Responsibility and authority 4.3.5 Quality manager and internal auditor 4.3.6 Formal arrangement of the Quality Manual 4.3.7 Verification and approval of the Quality Manual 4.3.8 Issuing and distribution of the Quality Manual 4.3.9 Validity control 4.3.10 Changes in the quality manual 4.3.11 Identification of the Quality Manual 4.3.12 Main features of ZSS 4.3.13 Subject and scope of activities 4.3.14 Organizational order and Organizational Structure 4.3.15 Network of key, support and control processes 4.3.16 Principles for evaluating monitoring and measurement of ZSS processes 4.3.16.1 Cyclical process evaluation 4.3.16.2 Process descriptions with specification in ZSS - templates 4.3.17 Quality management system 4.3.17.1 Documentation of the quality management system 4.3.18 Principles of quality management in ZSS 4.3.19 Management responsibility 4.3.19.1 Commitment of management 4.3.20 Client focus 4.3.21 Legislative requirements 4.3.22 Quality policy 4.3.23 Quality objectives 4.3.24 Planning 4.3.24.1 Planning of quality management system 4.3.25 Communication 4.3.25.1 Internal communication 4.3.26 Management review 4.3.26.1 General 4.3.27 Resource management 4.3.27.1 Provision of resources 4.3.28 Human resources 4.3.28.1General 4.3.28.2 Competence, awareness and training of employees 4.3.28.3 Effectiveness ( output - result ) of trainings provided 4.3.28.4 Infrastructure 4.3.28.5 Working environment 4.3.29 Service delivery 4.3.29.1 Planning of service delivery 4.3.29.2 Procurement planning 4.3.29.3 Service planning 4.3.30 Processes related to clients 4.3.30.1 Determination of service requirements 4.3.30.2 Review of service requirements 4.3.30.3 Communication with the client 4.3.31 Purchasing 4.3.31.1 Purchasing process 4.3.31.2 Purchasing information 4.3.31.3 Verification of purchased goods and products 4.3.32 Service delivery 4.3.32.1 Management of service provision 4.3.32.2 Validation of service processes 4.3.32.3 Identification and traceability 4.3.32.4 Client property 4.3.32.5 Product protection 4.3.33 Management of monitoring and measuring devices 4.3.34 Measurement, analysis and improvement 4.3.34.1 General 4.3.35 Monitoring and measurement 4.3.35.1 Client satisfaction 4.3.35.2 Internal audit 4.3.35.3 Monitoring and measurement of processes 4.3.35.4 Monitoring and measurement of services 4.3.36 Management of nonconforming product/services 4.3.37 Data analysis 4.3.38 Improvement 4.3.38.1 Continual improvement 4.3.38.2 Quality plans (action plans 4.3.39 Quality development of services in ZSS after transition from functional to process management 4.3.39.1 Quality in ZSS 4.3.40 Service marketing processes

  5. Economic assessment of costs and benefits of implementing process management in a ZSS organization 5.1 Benefits of introducing QMS in ZSS

Details:

Title: Economics and Management – Transition from Functional Management to Process Management in Social Service Institutions Authors: PhDr. Andrea Gállová, Ing. Jozef Berki, Ing. Štefan Szolnoky Review: Prof. PhDr. Ľudovít Hajduk, PhD. , Prof. H.c. Prof. Ing. Ondrej Hronec, DrSc. Number of pages: 129 pages ISBN: 978-80-89726-03-5 Year of publication: 2014 Publisher: IRIS – Vydavateľstvo a tlač, s.r.o., Bratislava