Process diagramsThe process diagram is a graphical representation of a business process flow, consisting of activities and the connections between these activities.A process diagram contains the following elements: Processes Tasks Repositories Start, stop, and end nodes Connections Decisions Forks Merges and joins Loops Observers Timers Notification broadcasters and receivers Maps Annotations Operations of business servicesThe default type of process diagram is the free-form layout. All processes have a free-form layout, which places no restrictions on where elements can be in the diagram. The alternative to the free-form layout is the swimlane layout. Swimlane layout arranges the process flow in a way that allows you to focus on how roles, resources, organization units, locations, and classifier values are used by activities within the flow. The swimlane visualization makes unnecessary exchanges between elements in different rows easy to identify, and aids in resolving bottlenecks and redundancies. For more information, see "Swimlane layout".

The Organizational ProcessOrganizing, like planning, must be a carefully worked out and applied process. This process involves determining what work is needed to accomplish the goal, assigning those tasks to individuals, and arranging those individuals in a decisionmaking framework (organizational structure). The end result of the organizing process is an organization a whole consisting of unified parts acting in harmony to execute tasks to achieve goals, both effectively and efficiently.A properly implemented organizing process should result in a work environment where all team members are aware of their responsibilities. If the organizing process is not conducted well, the results may yield confusion, frustration, loss of efficiency, and limited effectiveness.In general, the organizational process consists of five steps (a flowchart of these steps is shown in Figure 1):

1.Review plans and objectives.Objectives are the specific activities that must be completed to achieve goals. Plans shape the activities needed to reach those goals. Managers must examine plans initially and continue to do so as plans change and new goals are developed. 2.Determine the work activities necessary to accomplish objectives.Although this task may seem overwhelming to some managers, it doesn't need to be. Managers simply list and analyze all the tasks that need to be accomplished in order to reach organizational goals.

3.Classify and group the necessary work activities into manageable units.A manager can group activities based on four models of departmentalization: functional, geographical, product, and customer. 4.Assign activities and delegate authority.Managers assign the defined work activities to specific individuals. Also, they give each individual the authority (right) to carry out the assigned tasks. 5.Design a hierarchy of relationships.A manager should determine the vertical (decisionmaking) and horizontal (coordinating) relationships of the organization as a whole. Next, using the organizational chart, a manager should diagram the relationships.Mengkaji rancangan dan objektif.Objektif adalah aktiviti-aktiviti tertentu yang mesti dilengkapkan untuk mencapai matlamat. Pelan membentuk aktiviti yang diperlukan untuk mencapai matlamat tersebut. Pengurus perlu mengkaji rancangan awalnya dan terus berbuat demikian kerana rancangan perubahan dan matlamat baru dibangunkan.2.Determine aktiviti kerja yang perlu untuk mencapai objektif.Walaupun tugas ini mungkin kelihatan banyak untuk beberapa pengurus , ia tidak perlu. Pengurus hanya menyenaraikan dan menganalisis semua tugas-tugas yang perlu dicapai untuk mencapai matlamat organisasi.3.Classify dan kumpulan aktiviti kerja yang perlu dalam unit-unit terkawal.Satu aktiviti pengurus boleh kumpulan berdasarkan empat model departmentalization : berfungsi, geografi, produk, dan pelanggan.Aktiviti 4.Assign dan kuasa perwakilan.Pengurus menyerahhakkan aktiviti kerja ditakrifkan kepada individu tertentu . Selain itu, mereka memberikan setiap individu kuasa (kanan) untuk menjalankan tugas-tugas yang diberikan .5.Design hierarki hubungan.Seseorang pengurus perlu menentukan hubungan menegak ( membuat keputusan ) dan mendatar ( menyelaraskan ) organisasi secara keseluruhannya. Seterusnya , dengan menggunakan carta organisasi , pengurus harus diagram hubungan .