| Abstract [eng] |
The aim of the Master thesis is to determine the level of maturity of the organization's processes, to assess the effectiveness of the organization's processes and to verify the interaction between the maturity of the processes and the effectiveness of the processes. The Master thesis consists of an introduction, three chapters with sub-sections, conclusions and recommendations. The first part of the thesis reviews the relevant scientific literature, the second part describes the research methodology and presents the conceptual model of the study, and the third part describes the information and the results of the qualitative research. The paper concludes with conclusions and recommendations. The following research methods were used to achieve the aim of the Master thesis: analysis of scientific literature; conceptual research model development; analysis of the state of processes in the selected public sector organization; qualitative research by interviewing employees of the selected public sector organization. The analysis of the scientific literature revealed that research studies on public sector organizations, their process maturity and process effectiveness are not available or not found in the scientific literature. It was also noted that previous related research studies lacked a more detailed analysis of the interaction between process maturity and process effectiveness and lacked more detailed explanations and identification of the causes of this interaction. A conceptual research model was developed for the study, which was applied to a qualitative study in a public sector organization to determine the level of process maturity and the level of process effectiveness, and to assess the interaction between process maturity and process effectiveness. It was found that there is no standardization of activities in the organization, no clear procedures for performance management, and that some activities require additional research to find methods to perform them. The organization is in the early stages of process implementation, processes are being identified and attempted to be described; individual departments are carrying out work according to their own methods, planning and management tools are used sporadically; there are no clear performance measurement indicators, the result is mostly measured by meeting deadlines; there is no consistency of work, priorities are changing. Process management in the public sector is as important as for any other company or organization applying modern management principles, as business process management helps public institutions to deliver high quality services, ensure efficiency, transparency and adapt to a constantly changing environment. The study did not reveal any reasons why the implementation and benefits of process management might differ between a public sector organization and the private sector. |
