Operations Management and Factors Affecting Productivity - Paper Example

Today, BPM has become increasingly employed in numerous organizations in different industries around the world. Nevertheless, the usage of BPM in numerous organizations situated in the Middle East and Northern Africa (MENA) region, especially the Saudi Arabia is remarkably low (AlShathry, 2016; Njonjo, 2014). According to the journal article authored by Omar AlShathry (2016), the usage of BPM is among the most effective strategies that can be employed by the Saudi Arabia organizations to improve their competitiveness (AlShathry, 2016). This essay is an analysis of the outcomes of the AlShathry (2016)s research, and a discussion of the competitiveness strategies and productivity in Saudi Arabia organizations. The essay also provides a recommendation of how productivity may be improved in Saudi Arabia organizations.

Analyses of The Outcomes That AlShathry Describes for Saudi Arabian Organizations

The BPM is a systematic methodology that can be employed by an organization to make its workflow efficiently and effectively. Additionally, BPM enables the organization to be in a position to adapt to the ever-changing business environment. According to the findings of the research performed by AlShathry (2015), there are several problems with the BPM usage and implementation by organizations in Saudi Arabia (AlShathry, 2015). First, the research portrayed that although most Saudi Arabia organizations have adopted the BPM concepts, their personnels understanding of the BPM has not yet fully matured (AlShathry, 2015). Also, the research portrayed that there exists a sharp disjoint between the business strategies and the information technology (IT) aspects in the Saudi Arabia organizations (AlShathry, 2015).

Moreover, it was evident from the research that most organizations in Saudi Arabia lack a holistic view of the various business process as well as associated activities within its area of operation (AlShathry, 2015; Sturesson, McIntyre, & Jones, 2015). As such, such organizations do not possess a clear business strategy or the strategies that they have are too complicated for them to be successfully integrated with appropriate BPM initiatives (AlShathry, 2015). Consequently, such problems have significantly affected the productivity of the personnel working in the organizations. Subsequently, this has yielded out resultant problems like quality issues as well as the problems of standardizing the organizations processes as well as procedures.

Competitiveness Strategies and Productivity in Saudi Arabia Organizations

The adoption of the BPM strategies will also aid to address the problems facing the competitiveness of the Saudi Arabia organizations. This is because according to a presentation made by Dr. Patrick Dixon (2015), there is a range of global competitiveness trends affecting the Saudi Arabia nations. Among the trends that were identified by Dixon (2015) included the excepted changes in the future prices of oils, offshoring and nearshoring, and future expected changes in the manufacturing sector (Dixon, 2015; Dixon, The Future of Almost Everything, 2015). Other trends included the future changes in mobile payment systems, banks, and banking process as well as the e-commerce trade (Dixon, 2015).

Moreover, Dixon (2015) also stated that the future changes in the energy and retail industries and global opportunities for business growth are also factors facing Saudi Arabia organizations (Dixon, 2015). Others included the attainment of sustainable business models are global competitiveness trends likely to affect the productivity of the Saudi Arabia organizations (Dixon, 2015). Nevertheless, by adopting, implementing and executing essential BPM strategies, the Saudi Arabia organizational leaders will be able to improve the overall productivity of their organizations in the global economy.

Moreover, the usage of BPM as an effective strategy for promoting the Saudi Arabia organizations will help such institutions to improve their competitiveness strategy and productivity. In the business context, competitiveness describes the manner in which an institution fulfills the needs as well as the wants of its customers in relation to others that offer the same goods and services (Gavinelli, 2016). On the other hand, the term productivity characterizes the way in which an organization measures its effective usage of resources it has at its disposal (Banya, 2017). This is normally expressed in terms of the ratio of the organizations output in comparison to the input.

According to the publication authored by the Stephenson (2018), lack of competitive advantage is a key problem facing numerous organizations today. Nevertheless, through the adoption of an effective BPM strategy, Saudi Arabia companies will secure a competitive advantage over their rivals in other parts of the world. Also, according to Stephenson (2018) part of the BPM strategies employed by an organization should be the enactment of an ideal institutional mission and strategies. In this case, one of the best strategies that can be employed by an organization is the implementation and execution of the Balanced Score Card evaluation strategy (Stephenson, 2018).

Recommendation of How Productivity May Be Improved in Saudi Arabia Organizations

So as to boost the productivity of the Saudi Arabia organizations, several strategies should be employed. First, the organizations should adopt effective competitive strategies capable of improving the competitive advantages of such organizations in the global economies. Second, the companies should adopt effective performance evaluation strategies such the usage of a Balanced Score Card evaluation tool. Ultimately, the Saudi Arabia organizations must adopt effective BPM strategies, which will enable them to adapt to the ever-changing global business environment.

Conclusion

In conclusion, AlShathry (2016)s publication has portrayed that several problems affect the performance of the Saudi Arabias organizations. First, the research portrayed that although most Saudi Arabia organizations have adopted the BPM concepts, their personnels understanding of the BPM has not yet fully matured. Also, the research portrayed that there exists a sharp disjoint between the business strategies and the information technology (IT) aspects in the Saudi Arabia organizations. Additionally, most organizations in Saudi Arabia lack a holistic view of the various business process as well as associated activities within its area of operation. Moreover, the Saudi Arabia organizations do not possess a clear business strategy, or the strategies that they have are too complicated for them to be successfully integrated with appropriate BPM initiatives. Nevertheless, the adoption of effective BPM strategies can improve the competitiveness and productivity of such organizations. The companies should adopt effective performance evaluation strategies such the usage of a Balanced Score Card evaluation tool. Lastly, the organizations should adopt effective competitive strategies capable of improving the competitive advantages of such organizations in the global economies.

References

AlShathry, O. (2016). Business Process Management: A Maturity Assessment of Saudi Arabian Organizations. Business Process Management Journal, 22(3), 507-521.

Banya, B. S. (2017). The Relationship Between Simple Employee Recognition and Employee Productivity in Business Organizations. A Case Study. New York: Anchor Academic Publishing.

Dixon, P. (2015). The Global Competitiveness Forum [Video File]. Retrieved from https://www.youtube.com/watch?v=hX1aCvoGgVI

Dixon, P. (2015). The Future of Almost Everything. The Global Changes That Will Affect Every Business and All Our Lives. London: Profile Books.

Gavinelli, L. (2016). Business Strategies and Competitiveness in Times of Crisis. A Survey on Italian SMEs. New York: Springer.

BIBLIOGRAPHY Njonjo, S. K. (2014). The Application of Business Process Reengineering At Kenya Airways, 1-41.

Sturesson, J., McIntyre, S., & Jones, N. C. (2015, April). State-Owned Enterprises Catalysts for Public Value Creation? 5-19.