Бизнес процессы как пишется - Граматика и образование на Pisanino.ru

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Здравствуйте,
корректно ли писать название дисциплин следующим образом:

«…курсы по: Архитектуре предприятия, Бизнес-инжинирингу, Управлению бизнес-процессами…»

Спасибо!

Ответ справочной службы русского языка

Названия учебных дисциплин следует писать с маленькой буквы: курсы по: архитектуре предприятия, бизнес-инжинирингу, управлению бизнес-процессами.

День добрый!
Прочитав правила расстановки дефиса, к сожалению не поняла, нужно ли ставить дефис или нет при написании бизнес-процесс или бизнес процесс?
Заранее спасибо.

Ответ справочной службы русского языка

Первая часть слов бизнес- присоединяется дефисом: бизнес-процесс. Исключения: бизнесмен, бизнесвумен.

как правильно пишется бизнес процесс или бизнес-процесс

Ответ справочной службы русского языка

Верно: бизнес-процесс.

Скажите, пожалуйста, каково правильное написание новых сочетаний (слитное, в два слова или через черточку): бизнес класс, Интернет кафе, топ менеджер, бизнес процесс,
PR служба, флэш память, пресс клуб и т.п.?

Ответ справочной службы русского языка

Верное написание: бизнес-класс, интернет-кафе, топ-менеджер, бизнес-процесс, PR-служба, флеш-память, пресс-клуб.

Имеет ли слово «соучастник» отрицательную коннотацию? Можно ли его использовать в научных текстах: (…становится соучастником бизнес-процесса …)

Ответ справочной службы русского языка

Это слово часто используется вместо сочетания: соучастник преступления. Именно поэтому словари толкуют его так: «лицо, участвующее вместе с кем-н. в совершении чего-н. (преимущ. дурного)».

Уважаемый консультант!
пожалуйста, расскажите, как следует писать слово «медиа-аналитика» — через дефис или слитно? с одной стороны, хочется прибегнуть к аналогии «бизнес-процессы», «бизнес-образование», «бизнес-план» и т.п.; с другой стороны, орфографический словарь на сайте утверждает, что слово «медиаплан» пишется слитно…
Спасибо за помощь!
с уважением, Максим

Ответ справочной службы русского языка

Требуется слитное написание, правильно: медиааналитика.

Доброе утро!
Подскажите, как правильно:

бизнеС-процесс или бизнеСС-процесс ?

Спасибо!

Ира

Ответ справочной службы русского языка

Правильно: бизнес-процесс.

Нужен ли дефис в таких словах, как бизнес-процессы, бизнес-операции, бизнес-план. Ворд подчеркивает такое написание. Как же правильно?

Ответ справочной службы русского языка

Да, первая часть сложных слов _бизнес…_ пишется через дефис (кроме слов _бизнесмен, бизнесвумен_). Вы написали правильно.

Здравствуйте, подскажите, пожалуйста, корректно ли сочетание «структура генерального бизнес-процесса..», Смущает эпитет «генеральный». Спасибо.

Ответ справочной службы русского языка

_Генеральный_ — общий, главный (например: _генеральный план_). Сочетание _генеральный бизнес-процесс_ корректно.

как правильно сокращать слова, которые пишутся через дефис — УБМО или УБОМО — управление бэк-офиса монетарных операций? УБП или УБ — управление бизнес-процессов

Ответ справочной службы русского языка

Лучше: _УБОМО_ (как _научно-исследовательский — НИ_).

Правильно ли с точки зрения пунктуации написано следующее предложение? Правильно ли оно согласовано?
Для организации отдела закупок и логистики «с нуля», построения структуры отдела, проработки и оптимизации соответствующих бизнес-процессов считаю необходимым внедрение управленческой единицы в лице руководителя указанного направления (руководитель отдела закупок и логистики).

Ответ справочной службы русского языка

Слова _с нуля_ в кавычки не заключаются, в остальном предложение корректно.

Добрый день!
Подскажите, пожалуйста, как пишутся слова типа «бизнес-анализ», «бизнес-аналитик», «бизнес-процесс» и т.п.
Вроде как они пришли из англ. языка, в котором пишутся без дефиса, однако интуиция подсказывает, что по правилам русского языка дефис должен быть.

Ответ справочной службы русского языка

Да, первая часть сложных слов _бизнес-_ пишется в русском языке через дефис (кроме слов _бизнесмен_ и _бизнесвумен_). Вы написали правильно.

Источник

A business process, business method or business function is a collection of related, structured activities or tasks by people or equipment in which a specific sequence produces a service or product (serves a particular business goal) for a particular customer or customers. Business processes occur at all organizational levels and may or may not be visible to the customers.^[1]^[2]^[3] A business process may often be visualized (modeled) as a flowchart of a sequence of activities with interleaving decision points or as a process matrix of a sequence of activities with relevance rules based on data in the process.^[2]^[3]^[4]^[5] The benefits of using business processes include improved customer satisfaction and improved agility for reacting to rapid market change.^[1]^[2] Process-oriented organizations break down the barriers of structural departments and try to avoid functional silos.^[6]

Overview[edit]

A business process begins with a mission objective (an external event) and ends with achievement of the business objective of providing a result that provides customer value. Additionally, a process may be divided into subprocesses (process decomposition), the particular inner functions of the process. Business processes may also have a process owner, a responsible party for ensuring the process runs smoothly from start to finish.^[2]

Broadly speaking, business processes can be organized into three types, according to von Rosing et al.:^[6]

Operational processes, which constitute the core business and create the primary value stream, e.g., taking orders from customers, opening an account, and manufacturing a component
Management processes, the processes that oversee operational processes, including corporate governance, budgetary oversight, and employee oversight
Supporting processes, which support the core operational processes, e.g., accounting, recruitment, call center, technical support, and safety training

A slightly different approach to these three types is offered by Kirchmer:^[2]

Operational processes, which focus on properly executing the operational tasks of an entity; this is where personnel «get the things done»
Management processes, which ensure that the operational processes are conducted appropriately; this is where managers «ensure efficient and effective work processes»
Governance processes, which ensure the entity is operating in full compliance with necessary legal regulations, guidelines, and shareholder expectations; this is where executives ensure the «rules and guidelines for business success» are followed

A complex business process may be decomposed into several subprocesses, which have their own attributes but also contribute to achieving the overall goal of the business. The analysis of business processes typically includes the mapping or modeling of processes and sub-processes down to activity/task level. Processes can be modeled through a large number of methods and techniques. For instance, the Business Process Modeling Notation is a business process modeling technique that can be used for drawing business processes in a visualized workflow.^[1]^[2]^[4]^[6] While decomposing processes into process types and categories can be useful, care must be taken in doing so as there may be crossover. In the end, all processes are part of a largely unified outcome, one of «customer value creation.»^[6] This goal is expedited with business process management, which aims to analyze, improve, and enact business processes.^[2]

History[edit]

Adam Smith[edit]

An important early (1776) description of processes was that of economist Adam Smith in his famous example of a pin factory. Inspired by an article in Diderot’s Encyclopédie, Smith described the production of a pin in the following way:^[7]

One man draws out the wire; another straights it; a third cuts it; a fourth points it; a fifth grinds it at the top for receiving the head; to make the head requires two or three distinct operations; to put it on is a peculiar business; to whiten the pins is another … and the important business of making a pin is, in this manner, divided into about eighteen distinct operations, which, in some manufactories, are all performed by distinct hands, though in others the same man will sometimes perform two or three of them.

Smith also first recognized how the output could be increased through the use of labor division. Previously, in a society where production was dominated by handcrafted goods, one man would perform all the activities required during the production process, while Smith described how the work was divided into a set of simple tasks, which would be performed by specialized workers.^[3] The result of labor division in Smith’s example resulted in productivity increasing by 24,000 percent (sic), i.e. that the same number of workers made 240 times as many pins as they had been producing before the introduction of labor division.^[7]

It is worth noting that Smith did not advocate labor division at any price and per se. The appropriate level of task division was defined through experimental design of the production process. In contrast to Smith’s view which was limited to the same functional domain and comprised activities that are in direct sequence in the manufacturing process,^[7] today’s process concept includes cross-functionality as an important characteristic. Following his ideas, the division of labor was adopted widely, while the integration of tasks into a functional, or cross-functional, process was not considered as an alternative option until much later.^[8]

Frederick Winslow Taylor[edit]

American engineer, Frederick Winslow Taylor greatly influenced and improved the quality of industrial processes in the early twentieth century. His Principles of Scientific Management focused on standardization of processes, systematic training and clearly defining the roles of management and employees.^[3] His methods were widely adopted in the United States, Russia and parts of Europe and led to further developments such as «time and motion study» and visual task optimization techniques, such as Gantt charts.

Peter Drucker[edit]

In the latter part of the twentieth century, management guru Peter Drucker focused much of his work on simplification and decentralization of processes, which led to the concept of outsourcing. He also coined the concept of the «knowledge worker – as differentiated from manual workers – and how knowledge management would become part of an entity’s processes.^[9]^[10]

Other definitions[edit]

Davenport (1993)^[11] defines a (business) process as:

a structured, measured set of activities designed to produce a specific output for a particular customer or market. It implies a strong emphasis on how work is done within an organization, in contrast to a product focus’s emphasis on what. A process is thus a specific ordering of work activities across time and space, with a beginning and an end, and clearly defined inputs and outputs: a structure for action. … Taking a process approach implies adopting the customer’s point of view. Processes are the structure by which an organization does what is necessary to produce value for its customers.

This definition contains certain characteristics a process must possess. These characteristics are achieved by a focus on the business logic of the process (how work is done), instead of taking a product perspective (what is done). Following Davenport’s definition of a process we can conclude that a process must have clearly defined boundaries, input and output, that it consists of smaller parts, activities, which are ordered in time and space, that there must be a receiver of the process outcome – a customer – and that the transformation taking place within the process must add customer value.

Hammer & Champy’s (1993)^[12] definition can be considered as a subset of Davenport’s. They define a process as:

a collection of activities that takes one or more kinds of input and creates an output that is of value to the customer.

As we can note, Hammer & Champy have a more transformation oriented perception, and put less emphasis on the structural component – process boundaries and the order of activities in time and space.

Rummler & Brache (1995)^[13] use a definition that clearly encompasses a focus on the organization’s external customers, when stating that

a business process is a series of steps designed to produce a product or service. Most processes (…) are cross-functional, spanning the ‘white space’ between the boxes on the organization chart. Some processes result in a product or service that is received by an organization’s external customer. We call these primary processes. Other processes produce products that are invisible to the external customer but essential to the effective management of the business. We call these support processes.

The above definition distinguishes two types of processes, primary and support processes, depending on whether a process is directly involved in the creation of customer value, or concerned with the organization’s internal activities. In this sense, Rummler and Brache’s definition follows Porter’s value chain model, which also builds on a division of primary and secondary activities. According to Rummler and Brache, a typical characteristic of a successful process-based organization is the absence of secondary activities in the primary value flow that is created in the customer oriented primary processes. The characteristic of processes as spanning the white space on the organization chart indicates that processes are embedded in some form of organizational structure. Also, a process can be cross-functional, i.e. it ranges over several business functions.

Johansson et al. (1993).^[14] define a process as:

a set of linked activities that take an input and transform it to create an output. Ideally, the transformation that occurs in the process should add value to the input and create an output that is more useful and effective to the recipient either upstream or downstream.

This definition also emphasizes the constitution of links between activities and the transformation that takes place within the process. Johansson et al. also include the upstream part of the value chain as a possible recipient of the process output. Summarizing the four definitions above, we can compile the following list of characteristics for a business process:

Definability: It must have clearly defined boundaries, input and output.
Order: It must consist of activities that are ordered according to their position in time and space (a sequence).
Customer: There must be a recipient of the process’ outcome, a customer.
Value-adding: The transformation taking place within the process must add value to the recipient, either upstream or downstream.
Embeddedness: A process cannot exist in itself, it must be embedded in an organizational structure.
Cross-functionality: A process regularly can, but not necessarily must, span several functions.

Frequently, identifying a process owner, (i.e., the person responsible for the continuous improvement of the process) is considered as a prerequisite. Sometimes the process owner is the same person who is performing the process.

[edit]

Workflow[edit]

Workflow is the procedural movement of information, material, and tasks from one participant to another.^[15] Workflow includes the procedures, people and tools involved in each step of a business process. A single workflow may either be sequential, with each step contingent upon completion of the previous one, or parallel, with multiple steps occurring simultaneously. Multiple combinations of single workflows may be connected to achieve a resulting overall process.^[15]

Business process re-engineering[edit]

Business process re-engineering (BPR) was originally conceptualized by Hammer and Davenport as a means to improve organizational effectiveness and productivity. It can involve starting from a «blank slate» and completely recreating major business processes, or involve comparing the «as-is» process and the «to-be» process and mapping the path for change from one to the other.^[16] Often BPR will involve the use of information technology to secure significant performance improvement. The term unfortunately became associated with corporate «downsizing» in the mid-1990s.^[17]

Business process management (BPM)[edit]

Though the term has been used contextually to mixed effect, «business process management» (BPM) can generally be defined as a discipline involving a combination of a wide variety of business activity flows (e.g., business process automation, modeling, and optimization) that strives to support the goals of an enterprise within and beyond multiple boundaries, involving many people, from employees to customers and external partners.^[18] A major part of BPM’s enterprise support involves the continuous evaluation of existing processes and the identification of ways to improve upon it, resulting in a cycle of overall organizational improvement.

Knowledge management[edit]

Knowledge management is the definition of the knowledge that employees and systems use to perform their functions and maintaining it in a format that can be accessed by others. The Duhon and the Gartner Group have defined it as «a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise’s information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers.»^[19]

Customer Service
Customer Service is a key component to an effective business and business plan. Customer service in the 21st century is always evolving, and it is important to grow with your customer base. Not only does a social media presence matter, but also clear communication, clear expectation setting, speed, and accuracy. If the customer service provided by a business is not effective, it can be detrimental to the business success.^[20]

Total quality management[edit]

Total quality management (TQM) emerged in the early 1980s as organizations sought to improve the quality of their products and services. It was followed by the Six Sigma methodology in the mid-1980s, first introduced by Motorola. Six Sigma consists of statistical methods to improve business processes and thus reduce defects in outputs. The «lean approach» to quality management was introduced by the Toyota Motor Company in the 1990s and focused on customer needs and reduction of wastage.^[21]^[22]^[23]

Creating a Strong Brand Presence through Social Media

Creating a strong brand presence through social media is an important component to running a successful business. Companies can market, gain consumer insights, and advertise through social media. «According to a Salesforce survey, 85% of consumers conduct research before they make a purchase online, and among the most used channels for research are websites (74%) and social media (38%). Consequently, businesses need to have an effective online strategy to increase brand awareness and grow.» (Paun, 2020)
Customers engage and interact through social media and businesses who are effectively part of social media drive more successful businesses. The most common social media sites that are used for business are Facebook, Instagram, and Twitter. Businesses with the strongest brand recognition and consumer engagement build social presences on all these platforms.

Resources:
Paun, Goran (2020). Building A Brand: Why A Strong Digital Presence Matters. Forbes. Sourced from: https://www.forbes.com/sites/forbesagencycouncil/2020/07/02/building-a-brand-why-a-strong-digital-presence-matters/?sh=13cfa8747f02

Information technology as an enabler for business process management[edit]

Advances in information technology over the years, have changed business processes within and between business enterprises. In the 1960s, operating systems had limited functionality, and any workflow management systems that were in use were tailor-made for the specific organization. The 1970s-1980s saw the development of data-driven approaches, as data storage and retrieval technologies improved. Data modeling rather than process modeling was the starting point for building an information system. Business processes had to adapt to information technology because process modeling was neglected. The shift towards process-oriented management occurred in the 1990s. Enterprise resource planning software with workflow management components such as SAP, Baan, PeopleSoft, Oracle and JD Edwards emerged, as did business process management systems (BPMS) later.^[24]

The world of e-business created a need to automate business processes across organizations, which in turn raised the need for standardized protocols and web services composition languages that can be understood across the industry. The Business Process Modeling Notation (BPMN) and Business Motivation Model (BMM) are widely used standards for business modeling.^[2]^[3]^[4] The Business Modeling and Integration Domain Task Force (BMI DTF) is a consortium of vendors and user companies that continues to work together to develop standards and specifications to promote collaboration and integration of people, systems, processes and information within and across enterprises.^[25]

The most recent trends in BPM are influenced by the emergence of cloud technology, the prevalence of social media, mobile technology, and the development of analytical techniques. Cloud-based technologies allow companies to purchase resources quickly and as required independent of their location. Social media, websites and smart phones are the newest channels through which organizations reach and support their customers. The abundance of customer data collected through these channels as well as through call center interactions, emails, voice calls, and customer surveys has led to a huge growth in data analytics which in turn is utilized for performance management and improving the ways in which the company services its customers.^[26]

Importance of the process chain[edit]

Business processes comprise a set of sequential sub-processes or tasks with alternative paths, depending on certain conditions as applicable, performed to achieve a given objective or produce given outputs. Each process has one or more needed inputs. The inputs and outputs may be received from, or sent to other business processes, other organizational units, or internal or external stakeholders.^[1]

Business processes are designed to be operated by one or more business functional units, and emphasize the importance of the «process chain» rather than the individual units.

In general, the various tasks of a business process can be performed in one of two ways:^[1]

manually
by means of business data processing systems such as ERP systems

Typically, some process tasks will be manual, while some will be computer-based, and these tasks may be sequenced in many ways. In other words, the data and information that are being handled through the process may pass through manual or computer tasks in any given order.

Policies, processes and procedures[edit]

The above improvement areas are equally applicable to policies, processes, detailed procedures (sub-processes/tasks) and work instructions. There is a cascading effect of improvements made at a higher level on those made at a lower level.^[27]

For example, if a recommendation to replace a given policy with a better one is made with proper justification and accepted in principle by business process owners, then corresponding changes in the consequent processes and procedures will follow naturally in order to enable implementation of the policies.

Reporting as an essential base for execution[edit]

Business processes must include up-to-date and accurate reports to ensure effective action.^[28] An example of this is the availability of purchase order status reports for supplier delivery follow-up as described in the section on effectiveness above. There are numerous examples of this in every possible business process.

Another example from production is the process of analysis of line rejections occurring on the shop floor. This process should include systematic periodical analysis of rejections by reason, and present the results in a suitable information report that pinpoints the major reasons, and trends in these reasons, for management to take corrective actions to control rejections and keep them within acceptable limits. Such a process of analysis and summarisation of line rejection events is clearly superior to a process which merely inquires into each individual rejection as it occurs.

Business process owners and operatives should realise that process improvement often occurs with introduction of appropriate transaction, operational, highlight, exception or M.I.S. reports, provided these are consciously used for day-to-day or periodical decision-making. With this understanding would hopefully come the willingness to invest time and other resources in business process improvement by introduction of useful and relevant reporting systems.

Supporting theories and concepts[edit]

Span of control[edit]

The span of control is the number of subordinates a supervisor manages within a structural organization. Introducing a business process concept has a considerable impact on the structural elements of the organization and thus also on the span of control.^[29]

Large organizations that are not organized as markets need to be organized in smaller units – departments – which can be defined according to different principles.

Information management concepts[edit]

Information management, and the organization infrastructure strategies related to it, are a theoretical cornerstone of the business process concept, requiring «a framework for measuring the level of IT support for business processes.»^[30]

References[edit]

^ ^a ^b ^c ^d ^e Weske, M. (2012). «Chapter 1: Introduction». Business Process Management: Concepts, Languages, Architectures. Springer Science & Business Media. pp. 1–24. ISBN 9783642286162.
^ ^a ^b ^c ^d ^e ^f ^g ^h Kirchmer, M. (2017). «Chapter 1: Business Process Management: What Is It and Why Do You Need It?». High Performance Through Business Process Management: Strategy Execution in a Digital World. Springer. pp. 1–28. ISBN 9783319512594.
^ ^a ^b ^c ^d ^e von Scheel, H.; von Rosing, M.; Fonseca, M.; et al. (2014). «Phase 1: Process Concept Evolution». In von Rosing, M.; Scheer, A.-W.; von Scheel, H. (eds.). The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM. Vol. 1. Morgan Kaufmann. pp. 1–10. ISBN 9780128004722.
^ ^a ^b ^c Chen, M. (2012). «Chapter 8: BPR Methodologies: Methods and Tools». In Elzinga, D.J.; Gulledge, T.R.; Lee, C.-Y. (eds.). Business Process Engineering: Advancing the State of the Art. Springer Science & Business Media. pp. 187–212. ISBN 9781461550914.
^ Chand, D.R.; Chircu, A.M. (2012). «Chapter 3: Business Process Modeling». In Elzinga, D.J.; Gulledge, T.R.; Lee, C.-Y. (eds.). Business Enterprise, Process, and Technology Management: Models and Applications. Springer Science & Business Media. pp. 187–212. ISBN 9781466602502.
^ ^a ^b ^c ^d von Rosing, M.; Kemp, N.; Hove, M.; Ross, J.W. (2014). «Process Tagging — A Process Classification and Categorization Concept». In von Rosing, M.; Scheer, A.-W.; von Scheel, H. (eds.). The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM. Vol. 1. Morgan Kaufmann. pp. 123–172. ISBN 9780128004722.
^ ^a ^b ^c Smith, A. (1827). «Book I. Of the Causes of Improvement in the Productive Powers of Labour, and of the Order According to Which Its Produce Is Naturally Distributed among the Different Ranks of the People». An Inquiry into the Nature and Causes of the Wealth of Nations. University Press; Thomas Nelson and Peter Brown.
^ Giaglis, G.M.; Paul, R.J. (2012). «It’s Time to Engineer Re-engineering: Investigating the Potential of Simulation Modelling for Business Process Redesign». In Scholz-Reiter, B.; Stickel, E. (eds.). Business Process Modelling. Springer Science & Business Media. pp. 313–329. ISBN 9783642803178.
^ Drucker, P.F. (2017). The Age of Discontinuity: Guidelines for Our Changing Society. Routledge. p. 420. ISBN 9781560006183.
^ Drucker, P.F. (2007). Management Challenges for the 21st Century. Routledge. p. 208. ISBN 9781136386312.
^ Thomas Davenport (1993). Process Innovation: Reengineering work through information technology. Harvard Business School Press, Boston
^ Michael Hammer and James Champy (1993). Reengineering the Corporation: A Manifesto for Business Revolution, Harper Business
^ Rummler & Brache (1995). Improving Performance: How to manage the white space on the organizational chart. Jossey-Bass, San Francisco
^ Henry J. Johansson et al. (1993). Business Process Reengineering: BreakPoint Strategies for Market Dominance. John Wiley & Sons
^ ^a ^b Weske, M. (2012). «Chapter 2: Evolution of Enterprise Systems Architecture». Business Process Management: Concepts, Languages, Architectures. Springer Science & Business Media. pp. 25–72. ISBN 9783642286162.
^ Chartered Institute of Management Accountants, Topic Gateway No. 48: Change Management, page 6, published 2008, accessed 2 February 2020
^ Kock, N.F. (1999). «Chapter 2: What Is a Process?». Process Improvement and Organizational Learning: The Role of Collaboration Technologies. Idea Group Publishing. pp. 17–28. ISBN 9781878289582.
^ Swenson, K.D.; von Rosing, M. (2015). «Phase 4: What Is Business Process Management?». In von Rosing, M.; Scheer, A.-W.; von Scheel, H. (eds.). The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM. Vol. 1. Morgan Kaufmann. pp. 79–88. ISBN 9780127999593.
^ Nikolić, B.; Dakić, J.; Ružić-Dimitrijević, L. (2013). «Contemporary management in a higher education institution in Serbia» (PDF). Online Journal of Applied Knowledge Management. 1 (1): 72–81.
^ Plumlee, Daniel (3 January 2020). «Council Post: The Importance Of Evolving Customer Service And Communication Strategies». Forbes. Retrieved 9 August 2021.
^ Juran, Joseph M. (1995), A History of Managing for Quality: The Evolution, Trends, and Future Directions of Managing for Quality, Milwaukee, Wisconsin: ASQC Quality Press, p. 596, ISBN 9780873893411, OCLC 32394752, retrieved 2013-10-20
^ Holmes, Ken (1992), Total Quality Management, Leatherhead, United Kingdom: Pira International, Ltd., p. 10, ISBN 9781858020112, OCLC 27644834, Ask ten people what TQM is and you will hear ten different answers. There is no specification or standard for it, or certification programme to proclaim that you have it. What we understand by TQM probably depends on which of the thought leaders, (often referred to as ‘gurus’) we have come across.
^ Creech, Bill (1994), The Five Pillars of TQM: How to Make Total Quality Management Work for You, New York: Truman Talley Books/Dutton, p. 4, ISBN 9780525937258, OCLC 28508067, In fact, the term TQM has become so widely used that it has become the number one buzzphrase to describe a new type of quality-oriented management. Thus, the name TQM now covers a very broad tent encompassing all sorts of management practices. In my management advisory activities I run into scores of these different programs all parading under the same name. Few are alike, and those varied programs have a wide variety of features—a mixture of the old and the new—with, in more cases than not, very little of the new. … However, I have forewarned you there are almost as many different TQM programs as there are companies that have started them because that creates confusion about what to do in your own case.
^ Palmer, N. (2015). «iBPM — Intelligent Business Process Management». In von Rosing, M.; Scheer, A.-W.; von Scheel, H. (eds.). The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM. Vol. 1. Morgan Kaufmann. pp. 349–361. ISBN 9780127999593.
^ «Business Modeling & Integration DTF». Object Management Group. Retrieved 23 February 2018.
^ Ross, M. (July–August 2013). «Analytics & Business Process Management». Analytics. Institute for Operations Research and the Management Sciences. Retrieved 23 February 2018.
^ Rohde, K.R. (October 2009). «Chapter 7: Communicating Your Process Through Effective Policies, Procedures, and Job Aides». Effective Process Management: Improving Your Healthcare Delivery. HC Pro. pp. 105–128. ISBN 9781601466549.
^ von Rosing, M.; Foldager, U.; Hove, M.; et al. (2015). «Working with the Business Process Management (BPM) Life Cycle». In von Rosing, M.; Scheer, A.-W.; von Scheel, H. (eds.). The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM. Vol. 1. Morgan Kaufmann. pp. 265–341. ISBN 9780127999593.
^ Sezenias, E.; Farmakis, A.; Karagiannis, G.; et al. (2012). «A Holistic Business Performance Measurement Framework». In Glykas, M. (ed.). Business Process Management: Theory and Applications. Springer. pp. 75–98. ISBN 9783642284090.
^ Sidorova, A.; Torres, R.; Al Beayeyz, A. (2014). «The Role of Information Technology in Business Process Management». In vom Brocke, J.; Rosemann, M. (eds.). Handbook on Business Process Management 1. International Handbooks on Information Systems. Springer. pp. 421–444. doi:10.1007/978-3-642-45100-3_18. ISBN 9783642451003.

Overview[edit]

Broadly speaking, business processes can be organized into three types, according to von Rosing et al.:^[6]

Operational processes, which constitute the core business and create the primary value stream, e.g., taking orders from customers, opening an account, and manufacturing a component
Management processes, the processes that oversee operational processes, including corporate governance, budgetary oversight, and employee oversight
Supporting processes, which support the core operational processes, e.g., accounting, recruitment, call center, technical support, and safety training

A slightly different approach to these three types is offered by Kirchmer:^[2]

Operational processes, which focus on properly executing the operational tasks of an entity; this is where personnel «get the things done»
Management processes, which ensure that the operational processes are conducted appropriately; this is where managers «ensure efficient and effective work processes»
Governance processes, which ensure the entity is operating in full compliance with necessary legal regulations, guidelines, and shareholder expectations; this is where executives ensure the «rules and guidelines for business success» are followed

History[edit]

Adam Smith[edit]

One man draws out the wire; another straights it; a third cuts it; a fourth points it; a fifth grinds it at the top for receiving the head; to make the head requires two or three distinct operations; to put it on is a peculiar business; to whiten the pins is another … and the important business of making a pin is, in this manner, divided into about eighteen distinct operations, which, in some manufactories, are all performed by distinct hands, though in others the same man will sometimes perform two or three of them.

Frederick Winslow Taylor[edit]

Peter Drucker[edit]

Other definitions[edit]

Davenport (1993)^[11] defines a (business) process as:

a structured, measured set of activities designed to produce a specific output for a particular customer or market. It implies a strong emphasis on how work is done within an organization, in contrast to a product focus’s emphasis on what. A process is thus a specific ordering of work activities across time and space, with a beginning and an end, and clearly defined inputs and outputs: a structure for action. … Taking a process approach implies adopting the customer’s point of view. Processes are the structure by which an organization does what is necessary to produce value for its customers.

Hammer & Champy’s (1993)^[12] definition can be considered as a subset of Davenport’s. They define a process as:

a collection of activities that takes one or more kinds of input and creates an output that is of value to the customer.

As we can note, Hammer & Champy have a more transformation oriented perception, and put less emphasis on the structural component – process boundaries and the order of activities in time and space.

Rummler & Brache (1995)^[13] use a definition that clearly encompasses a focus on the organization’s external customers, when stating that

a business process is a series of steps designed to produce a product or service. Most processes (…) are cross-functional, spanning the ‘white space’ between the boxes on the organization chart. Some processes result in a product or service that is received by an organization’s external customer. We call these primary processes. Other processes produce products that are invisible to the external customer but essential to the effective management of the business. We call these support processes.

Johansson et al. (1993).^[14] define a process as:

a set of linked activities that take an input and transform it to create an output. Ideally, the transformation that occurs in the process should add value to the input and create an output that is more useful and effective to the recipient either upstream or downstream.

Definability: It must have clearly defined boundaries, input and output.
Order: It must consist of activities that are ordered according to their position in time and space (a sequence).
Customer: There must be a recipient of the process’ outcome, a customer.
Value-adding: The transformation taking place within the process must add value to the recipient, either upstream or downstream.
Embeddedness: A process cannot exist in itself, it must be embedded in an organizational structure.
Cross-functionality: A process regularly can, but not necessarily must, span several functions.

[edit]

Workflow[edit]

Business process re-engineering[edit]

Business process management (BPM)[edit]

Knowledge management[edit]

Total quality management[edit]

Creating a Strong Brand Presence through Social Media

Information technology as an enabler for business process management[edit]

Importance of the process chain[edit]

Business processes are designed to be operated by one or more business functional units, and emphasize the importance of the «process chain» rather than the individual units.

In general, the various tasks of a business process can be performed in one of two ways:^[1]

manually
by means of business data processing systems such as ERP systems

Policies, processes and procedures[edit]

Reporting as an essential base for execution[edit]

Supporting theories and concepts[edit]

Span of control[edit]

Large organizations that are not organized as markets need to be organized in smaller units – departments – which can be defined according to different principles.

Information management concepts[edit]

References[edit]

^ ^a ^b ^c ^d ^e Weske, M. (2012). «Chapter 1: Introduction». Business Process Management: Concepts, Languages, Architectures. Springer Science & Business Media. pp. 1–24. ISBN 9783642286162.
^ ^a ^b ^c ^d ^e ^f ^g ^h Kirchmer, M. (2017). «Chapter 1: Business Process Management: What Is It and Why Do You Need It?». High Performance Through Business Process Management: Strategy Execution in a Digital World. Springer. pp. 1–28. ISBN 9783319512594.
^ ^a ^b ^c ^d ^e von Scheel, H.; von Rosing, M.; Fonseca, M.; et al. (2014). «Phase 1: Process Concept Evolution». In von Rosing, M.; Scheer, A.-W.; von Scheel, H. (eds.). The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM. Vol. 1. Morgan Kaufmann. pp. 1–10. ISBN 9780128004722.
^ ^a ^b ^c Chen, M. (2012). «Chapter 8: BPR Methodologies: Methods and Tools». In Elzinga, D.J.; Gulledge, T.R.; Lee, C.-Y. (eds.). Business Process Engineering: Advancing the State of the Art. Springer Science & Business Media. pp. 187–212. ISBN 9781461550914.
^ Chand, D.R.; Chircu, A.M. (2012). «Chapter 3: Business Process Modeling». In Elzinga, D.J.; Gulledge, T.R.; Lee, C.-Y. (eds.). Business Enterprise, Process, and Technology Management: Models and Applications. Springer Science & Business Media. pp. 187–212. ISBN 9781466602502.
^ ^a ^b ^c ^d von Rosing, M.; Kemp, N.; Hove, M.; Ross, J.W. (2014). «Process Tagging — A Process Classification and Categorization Concept». In von Rosing, M.; Scheer, A.-W.; von Scheel, H. (eds.). The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM. Vol. 1. Morgan Kaufmann. pp. 123–172. ISBN 9780128004722.
^ ^a ^b ^c Smith, A. (1827). «Book I. Of the Causes of Improvement in the Productive Powers of Labour, and of the Order According to Which Its Produce Is Naturally Distributed among the Different Ranks of the People». An Inquiry into the Nature and Causes of the Wealth of Nations. University Press; Thomas Nelson and Peter Brown.
^ Giaglis, G.M.; Paul, R.J. (2012). «It’s Time to Engineer Re-engineering: Investigating the Potential of Simulation Modelling for Business Process Redesign». In Scholz-Reiter, B.; Stickel, E. (eds.). Business Process Modelling. Springer Science & Business Media. pp. 313–329. ISBN 9783642803178.
^ Drucker, P.F. (2017). The Age of Discontinuity: Guidelines for Our Changing Society. Routledge. p. 420. ISBN 9781560006183.
^ Drucker, P.F. (2007). Management Challenges for the 21st Century. Routledge. p. 208. ISBN 9781136386312.
^ Thomas Davenport (1993). Process Innovation: Reengineering work through information technology. Harvard Business School Press, Boston
^ Michael Hammer and James Champy (1993). Reengineering the Corporation: A Manifesto for Business Revolution, Harper Business
^ Rummler & Brache (1995). Improving Performance: How to manage the white space on the organizational chart. Jossey-Bass, San Francisco
^ Henry J. Johansson et al. (1993). Business Process Reengineering: BreakPoint Strategies for Market Dominance. John Wiley & Sons
^ ^a ^b Weske, M. (2012). «Chapter 2: Evolution of Enterprise Systems Architecture». Business Process Management: Concepts, Languages, Architectures. Springer Science & Business Media. pp. 25–72. ISBN 9783642286162.
^ Chartered Institute of Management Accountants, Topic Gateway No. 48: Change Management, page 6, published 2008, accessed 2 February 2020
^ Kock, N.F. (1999). «Chapter 2: What Is a Process?». Process Improvement and Organizational Learning: The Role of Collaboration Technologies. Idea Group Publishing. pp. 17–28. ISBN 9781878289582.
^ Swenson, K.D.; von Rosing, M. (2015). «Phase 4: What Is Business Process Management?». In von Rosing, M.; Scheer, A.-W.; von Scheel, H. (eds.). The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM. Vol. 1. Morgan Kaufmann. pp. 79–88. ISBN 9780127999593.
^ Nikolić, B.; Dakić, J.; Ružić-Dimitrijević, L. (2013). «Contemporary management in a higher education institution in Serbia» (PDF). Online Journal of Applied Knowledge Management. 1 (1): 72–81.
^ Plumlee, Daniel (3 January 2020). «Council Post: The Importance Of Evolving Customer Service And Communication Strategies». Forbes. Retrieved 9 August 2021.
^ Juran, Joseph M. (1995), A History of Managing for Quality: The Evolution, Trends, and Future Directions of Managing for Quality, Milwaukee, Wisconsin: ASQC Quality Press, p. 596, ISBN 9780873893411, OCLC 32394752, retrieved 2013-10-20
^ Holmes, Ken (1992), Total Quality Management, Leatherhead, United Kingdom: Pira International, Ltd., p. 10, ISBN 9781858020112, OCLC 27644834, Ask ten people what TQM is and you will hear ten different answers. There is no specification or standard for it, or certification programme to proclaim that you have it. What we understand by TQM probably depends on which of the thought leaders, (often referred to as ‘gurus’) we have come across.
^ Creech, Bill (1994), The Five Pillars of TQM: How to Make Total Quality Management Work for You, New York: Truman Talley Books/Dutton, p. 4, ISBN 9780525937258, OCLC 28508067, In fact, the term TQM has become so widely used that it has become the number one buzzphrase to describe a new type of quality-oriented management. Thus, the name TQM now covers a very broad tent encompassing all sorts of management practices. In my management advisory activities I run into scores of these different programs all parading under the same name. Few are alike, and those varied programs have a wide variety of features—a mixture of the old and the new—with, in more cases than not, very little of the new. … However, I have forewarned you there are almost as many different TQM programs as there are companies that have started them because that creates confusion about what to do in your own case.
^ Palmer, N. (2015). «iBPM — Intelligent Business Process Management». In von Rosing, M.; Scheer, A.-W.; von Scheel, H. (eds.). The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM. Vol. 1. Morgan Kaufmann. pp. 349–361. ISBN 9780127999593.
^ «Business Modeling & Integration DTF». Object Management Group. Retrieved 23 February 2018.
^ Ross, M. (July–August 2013). «Analytics & Business Process Management». Analytics. Institute for Operations Research and the Management Sciences. Retrieved 23 February 2018.
^ Rohde, K.R. (October 2009). «Chapter 7: Communicating Your Process Through Effective Policies, Procedures, and Job Aides». Effective Process Management: Improving Your Healthcare Delivery. HC Pro. pp. 105–128. ISBN 9781601466549.
^ von Rosing, M.; Foldager, U.; Hove, M.; et al. (2015). «Working with the Business Process Management (BPM) Life Cycle». In von Rosing, M.; Scheer, A.-W.; von Scheel, H. (eds.). The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM. Vol. 1. Morgan Kaufmann. pp. 265–341. ISBN 9780127999593.
^ Sezenias, E.; Farmakis, A.; Karagiannis, G.; et al. (2012). «A Holistic Business Performance Measurement Framework». In Glykas, M. (ed.). Business Process Management: Theory and Applications. Springer. pp. 75–98. ISBN 9783642284090.
^ Sidorova, A.; Torres, R.; Al Beayeyz, A. (2014). «The Role of Information Technology in Business Process Management». In vom Brocke, J.; Rosemann, M. (eds.). Handbook on Business Process Management 1. International Handbooks on Information Systems. Springer. pp. 421–444. doi:10.1007/978-3-642-45100-3_18. ISBN 9783642451003.

Поиск ответа

Здравствуйте. Подскажите, приемлемы ли два дефиса в конструкции «супер- бизнес-план «?

Ответ справочной службы русского языка

Да, верно написание с двумя дефисами.

Здравствуйте, уважаемые! Скажите пожалуйста, как правильно пишется слово бизнес-план ирование или бизнеспланирование? Спасибо!

Ответ справочной службы русского языка

Здравствуйте. Меня интересует вопрос почему бизнес-класс пишется через дефис, а экономкласс слитно.

Ответ справочной службы русского языка

На написание экономкласс распространяется правило, согласно которому слитно пишутся сложносокращенные слова (это сокращение словосочетания экономичный класс ).

Правильно писать бизнес-план ирование.

Ответ справочной службы русского языка

Вы написали правильно. Первая часть сложных слов бизнес- присоединяется дефисом.

Здравствуйте, как правильно при написании из двух указанных вариантов:
бизнес организация или бизнес-организация (по аналогии с бизнес-план ом).
Зараннее спасибо!

Ответ справочной службы русского языка

Корректно написание через дефис.

Ответ справочной службы русского языка

Да, предпочтительно употребление „лапок”, но иногда поставить лапки по техническим причинам не получается. Употребление «программистских кавычек» в этом случае вполне допустимо.

Ответ справочной службы русского языка

Да, первая часть сложных слов _бизнес. _ пишется через дефис (кроме слов _бизнесмен, бизнесвумен_). Вы написали правильно.

Ответ справочной службы русского языка

Предпочтительно: _защитил работу на тему « Бизнес-план ООО «Практикум»»_. Также корректно: _защитил работу на тему « Бизнес-план ООО «Практикум»_.

Добрый день, не подскажете, как пишется «бизнес план» или все же через тире, т.е. бизнес-план и почему?

Ответ справочной службы русского языка

Первая часть сложных слов _бизнес_ пишется через дефис: _ бизнес-план _.

Источник

Поиск ответа

Здравствуйте,
корректно ли писать название дисциплин следующим образом:

«. курсы по: Архитектуре предприятия, Бизнес-инжинирингу, Управлению бизнес-процесс ами. «

Ответ справочной службы русского языка

Названия учебных дисциплин следует писать с маленькой буквы: курсы по: архитектуре предприятия, бизнес-инжинирингу, управлению бизнес-процесс ами.

День добрый!
Прочитав правила расстановки дефиса, к сожалению не поняла, нужно ли ставить дефис или нет при написании бизнес-процесс или бизнес процесс?
Заранее спасибо.

Ответ справочной службы русского языка

как правильно пишется бизнес процесс или бизнес-процесс

Ответ справочной службы русского языка

Скажите, пожалуйста, каково правильное написание новых сочетаний (слитное, в два слова или через черточку): бизнес класс, Интернет кафе, топ менеджер, бизнес процесс,
PR служба, флэш память, пресс клуб и т.п.?

Ответ справочной службы русского языка

Доброе утро!
Подскажите, как правильно:

Ответ справочной службы русского языка

Нужен ли дефис в таких словах, как бизнес-процесс ы, бизнес-операции, бизнес-план. Ворд подчеркивает такое написание. Как же правильно?

Ответ справочной службы русского языка

Да, первая часть сложных слов _бизнес. _ пишется через дефис (кроме слов _бизнесмен, бизнесвумен_). Вы написали правильно.

Здравствуйте, подскажите, пожалуйста, корректно ли сочетание «структура генерального бизнес-процесс а..», Смущает эпитет «генеральный». Спасибо.

Ответ справочной службы русского языка

Правильно ли с точки зрения пунктуации написано следующее предложение? Правильно ли оно согласовано? Для организации отдела закупок и логистики «с нуля», построения структуры отдела, проработки и оптимизации соответствующих бизнес-процесс ов считаю необходимым внедрение управленческой единицы в лице руководителя указанного направления (руководитель отдела закупок и логистики).

Ответ справочной службы русского языка

Слова _с нуля_ в кавычки не заключаются, в остальном предложение корректно.

Добрый день! Подскажите, пожалуйста, как пишутся слова типа «бизнес-анализ», «бизнес-аналитик», » бизнес-процесс » и т.п. Вроде как они пришли из англ. языка, в котором пишутся без дефиса, однако интуиция подсказывает, что по правилам русского языка дефис должен быть.

Ответ справочной службы русского языка

Да, первая часть сложных слов _бизнес-_ пишется в русском языке через дефис (кроме слов _бизнесмен_ и _бизнесвумен_). Вы написали правильно.

Источник

Поиск ответа

Здравствуйте, как правильно при написании из двух указанных вариантов:
бизнес организация или бизнес- организация (по аналогии с бизнес- планом).
Зараннее спасибо!

Ответ справочной службы русского языка

Корректно написание через дефис.

Ответ справочной службы русского языка

Да, предпочтительно употребление „лапок”, но иногда поставить лапки по техническим причинам не получается. Употребление «программистских кавычек» в этом случае вполне допустимо.

Вы писали, что сложные слова с первой частью бизнес- пишутся через дефис. Подскажите, распространяется ли это правило на сочетание » бизнес- подразделение»?

Ответ справочной службы русского языка

Как пишется слово БИЗНЕС- НАПРАВЛЕНИЕ, через дефис или слитно? Спасибо

Ответ справочной службы русского языка

Нужен ли дефис в таких словах, как бизнес- процессы, бизнес- операции, бизнес- план. Ворд подчеркивает такое написание. Как же правильно?

Ответ справочной службы русского языка

Да, первая часть сложных слов _бизнес. _ пишется через дефис (кроме слов _бизнесмен, бизнесвумен_). Вы написали правильно.

Скажите, пожалуйста, как пишутся словосочетания со словом бизнес, например, организация бизнес- мероприятий, бизнес- связей? Через дефис или без него? Спасибо.

Ответ справочной службы русского языка

Сложные слова с первой частью _бизнес_ пишутся через дефис.

Здравствуйте, подскажите, пожалуйста, корректно ли сочетание «структура генерального бизнес- процесса..», Смущает эпитет «генеральный». Спасибо.

Ответ справочной службы русского языка

Первые части сложных слов _ бизнес- _ и _интернет-_ пишутся через дефис (кроме слов _бизнесмен, бизнесвумен_). _Медиа_ пишется слитно. Правильно: _ бизнес- структуры, интернет-провайдер, медиаобразование_.

Ответ справочной службы русского языка

Здравствуйте! Подскажите, пожалуйста, верна ли пунктуация: 1) Диалог между Россией и ее крупнейшим западным соседом –Европейским Союзом значительно расширился. 2) Россия, в силу исторических обстоятельст, существовала обособленно. 3) Основной акцент будет сделан на развитие межличностного общения между участниками, такова миссия форума. 4) Можно ли употреблять: » бизнес- возможности», » бизнес- деятельность»?

Ответ справочной службы русского языка

1. После _союзом_ требуется тире. 2. Пунктуация корректна. 3. Вместо запятой лучше поставить тире. 4. Можно.

Насколько правильны подобные определения: Business FM — первое деловое радио РБК-ТВ-первое российское бизнес- телевидение ведь, ни радио ни телевидение не бывают первым или вторым. Наверно, правильным бы было: Business FM — первая деловая радиостанция?

Ответ справочной службы русского языка

У слов _радио_ и _телевидение_ есть значение ‘учреждение, осуществляющее передачи’. Поэтому приведенные Вами примеры корректны.

Прошу Вас сообщить, как правильно писать » Бизнес- единица» или «Бизнес единица».

Ответ справочной службы русского языка

Посоветуйте, пожалуйста, какой вариант предпочтительнее в бизнес- лексике: Коммерческое предложение на проведение аудита ЛИБО по проведению аудита. Спасибо!

Ответ справочной службы русского языка

Если предлагается провести аудит, то верно: _Коммерческое предложение проведения аудита_. Если имеется в виду предложение в сфере аудита, то корректно: _по проведению аудита_.

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Ответ справочной службы русского языка

День добрый!
Прочитав правила расстановки дефиса, к сожалению не поняла, нужно ли ставить дефис или нет при написании бизнес-процесс или бизнес процесс?
Заранее спасибо.

Ответ справочной службы русского языка

В таком случае как следует писать тачскрин, тачповерхность, тачэкран и т.д.

Ответ справочной службы русского языка

Очень странная ситуация со словом «арт-хаус» (напишем его так). В английском языке закрепилось раздельное написание: art house (http://en.wiktionary.org/wiki/art_house). В вашем собственном орфографическом словаре написано: 1) арт-… — первая часть сложных слов в знач. «художественный, относящийся к искусству», *пишется через дефис*; 2) арт. — первая часть сложных слов (сокр.: артиллерийский), пишется слитно.

Получается, что правильно писать «арт-хаус». Но в вашем же словаре указан единственный вариант «артхаус». Почему? Если следовать логике и изложенной в словаре информации, то получается, что написанное слитно слово «артхаус» должно переводиться как «артиллерийский дом». Так как же быть?

Ответ справочной службы русского языка

Нужен ли дефис в таких словах, как бизнес-процессы, бизнес-операции, бизнес-план. Ворд подчеркивает такое написание. Как же правильно?

Ответ справочной службы русского языка

Да, первая часть сложных слов _бизнес. _ пишется через дефис (кроме слов _бизнесмен, бизнес вумен _). Вы написали правильно.

Ответ справочной службы русского языка

Первые части сложных слов _бизнес-_ и _интернет-_ пишутся через дефис (кроме слов _бизнесмен, бизнес вумен _). _Медиа_ пишется слитно. Правильно: _бизнес-структуры, интернет-провайдер, медиаобразование_.

Здравствуйте! 1. Нужна ли запятая после слова «Интернету» в предложении: Благодаря Интернету мы экономим не только время, но и деньги. 2. Нужно ли брать в кавычки названия фирм, газет, гостиниц и т.д.? 3. Когда «Вы» пишется с большой буквы? 4. Все ли словосочетания со словом бизнес пишутся через дефис: бизнес отношения, бизнес-карта и т.д.? 5. Как правильно: «в написании работы используйте следующие слова. » или «для написания работы. » или сможет быть «при написании работы. «? 6. Нужна ли запятая: Максим, заведующий лабораторией. Моя мама, заведующая отделом кадров.

Ответ справочной службы русского языка

1. Запятую лучше не ставить.
2. Да, эти названия следует заключать в кавычки, если они написаны кириллицей.
3. См. http://spravka.gramota.ru/blang.html?id=171 [«Письмовник»].
4. Сложные слова с первой частью _бизнес-_ пишутся через дефис, кроме слов _бизнесмен, бизнес вумен _. Правильно: _бизнес-отношения, бизнес-карта_.
5. Предпочтительно: _при написании работы используйте следующие слова_.
6. Пунктуация зависит от смысла предложения. Если слова _заведующий лабораторией, заведующая отделом кадров_ используются как уточнение или приложение, пунктуация верна.

Добрый день! Подскажите, пожалуйста, как пишутся слова типа «бизнес-анализ», «бизнес-аналитик», «бизнес-процесс» и т.п. Вроде как они пришли из англ. языка, в котором пишутся без дефиса, однако интуиция подсказывает, что по правилам русского языка дефис должен быть.

Ответ справочной службы русского языка

Да, первая часть сложных слов _бизнес-_ пишется в русском языке через дефис (кроме слов _бизнесмен_ и _бизнес вумен _). Вы написали правильно.

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Здравствуйте, как правильно при написании из двух указанных вариантов:
бизнес организация или биз нес- организация (по аналогии с биз нес- планом).
Зараннее спасибо!

Ответ справочной службы русского языка

Корректно написание через дефис.

Ответ справочной службы русского языка

Да, предпочтительно употребление „лапок”, но иногда поставить лапки по техническим причинам не получается. Употребление «программистских кавычек» в этом случае вполне допустимо.

Вы писали, что сложные слова с первой частью биз нес- пишутся через дефис. Подскажите, распространяется ли это правило на сочетание «биз нес- подразделение»?

Ответ справочной службы русского языка

Как пишется слово БИЗ НЕС- НАПРАВЛЕНИЕ, через дефис или слитно? Спасибо

Ответ справочной службы русского языка

Нужен ли дефис в таких словах, как биз нес- процессы, биз нес- операции, биз нес- план. Ворд подчеркивает такое написание. Как же правильно?

Ответ справочной службы русского языка

Да, первая часть сложных слов _бизнес. _ пишется через дефис (кроме слов _бизнесмен, бизнесвумен_). Вы написали правильно.

Скажите, пожалуйста, как пишутся словосочетания со словом бизнес, например, организация биз нес- мероприятий, биз нес- связей? Через дефис или без него? Спасибо.

Ответ справочной службы русского языка

Сложные слова с первой частью _бизнес_ пишутся через дефис.

Здравствуйте, подскажите, пожалуйста, корректно ли сочетание «структура генерального биз нес- процесса..», Смущает эпитет «генеральный». Спасибо.

Ответ справочной службы русского языка

Первые части сложных слов _биз нес- _ и _интернет-_ пишутся через дефис (кроме слов _бизнесмен, бизнесвумен_). _Медиа_ пишется слитно. Правильно: _биз нес- структуры, интернет-провайдер, медиаобразование_.

Ответ справочной службы русского языка

Здравствуйте! Подскажите, пожалуйста, верна ли пунктуация: 1) Диалог между Россией и ее крупнейшим западным соседом –Европейским Союзом значительно расширился. 2) Россия, в силу исторических обстоятельст, существовала обособленно. 3) Основной акцент будет сделан на развитие межличностного общения между участниками, такова миссия форума. 4) Можно ли употреблять: «биз нес- возможности», «биз нес- деятельность»?

Ответ справочной службы русского языка

1. После _союзом_ требуется тире. 2. Пунктуация корректна. 3. Вместо запятой лучше поставить тире. 4. Можно.

Насколько правильны подобные определения: Business FM — первое деловое радио РБК-ТВ-первое российское биз нес- телевидение ведь, ни радио ни телевидение не бывают первым или вторым. Наверно, правильным бы было: Business FM — первая деловая радиостанция?

Ответ справочной службы русского языка

У слов _радио_ и _телевидение_ есть значение ‘учреждение, осуществляющее передачи’. Поэтому приведенные Вами примеры корректны.

Прошу Вас сообщить, как правильно писать «Биз нес- единица» или «Бизнес единица».

Ответ справочной службы русского языка

Посоветуйте, пожалуйста, какой вариант предпочтительнее в биз нес- лексике: Коммерческое предложение на проведение аудита ЛИБО по проведению аудита. Спасибо!

Ответ справочной службы русского языка

Если предлагается провести аудит, то верно: _Коммерческое предложение проведения аудита_. Если имеется в виду предложение в сфере аудита, то корректно: _по проведению аудита_.

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