Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 10

Leadership Style The leadership delegates authority to the executors of the processes through leadership based on vision and influence, instead of command and control. ( ) Very rare (VR) ( ) Rare (R) () Medium rare (MR) ( ) Medium (M) ( ) Frequent medium (FM) ( ) Frequent (F) ( ) Very frequent (VF) CULTURE Posture Towards Changes The management recognizes that changes are inevitable for the improvement of processes, provides support and adopts them whenever necessary. ( ) Very rare (VR) ( ) Rare (R) () Medium rare (MR) ( ) Medium (M) ( ) Frequent medium (FM) ( ) Frequent (F) ( ) Very frequent (VF) Adaptation to Changes Stakeholders accept and adapt to changes in industry processes. ( ) Very rare (VR) ( ) Rare (R) () Medium rare (MR) ( ) Medium (M) ( ) Frequent medium (FM) ( ) Frequent (F) ( ) Very frequent (VF) Beliefs and Values Related to Processes The management recognizes the importance and benefits of the processes, so that its management actions are process-oriented. ( ) Very rare (VR) ( ) Rare (R) () Medium rare (MR) ( ) Medium (M) ( ) Frequent medium (FM) ( ) Frequent (F) ( ) Very frequent (VF) Attitudes and Behaviors The servers involved and affected by the sector's processes are concerned with the way the processes are executed, propose improvements and are willing to contribute to the smooth running of the processes. ( ) Very rare (VR) ( ) Rare (R) () Medium rare (MR) ( ) Medium (M) ( ) Frequent medium (FM) ( ) Frequent (F) ( ) Very frequent (VF) Leaders' Commitment to Processes The leadership acts oriented by the processes and has a holistic (global) view of the institution. ( ) Very rare (VR) ( ) Rare (R) () Medium rare (MR) ( ) Medium (M) ( ) Frequent medium (FM) ( ) Frequent (F) ( ) Very frequent (VF) Appendix 2: Requirements for Levels 2 and 3 CAPACITY LEVEL PRESCRIPTION Strategic alignment 2  Start measuring some processes;  Discussion of improvement plans among the sector's operational servers;  Model the processes from the perspective of the executor;  Some server or group of servers initiate the support of improvement plans for the management of the sector's processes. 3  Measure all processes and monitor their performance, even if in isolation;  Discuss process improvement plans in conjunction with other sectors;  Model the processes taking into account the executors and other interested parties;  The sector supports improvement plans for the management of processes. Governance 2  Carry out structured decision making;  Possibility for employees to identify themselves with certain processes and informally assume responsibility for the improvement initiative;  Model the processes;  Exercise informal process controls. 3  Discuss the critical processes in the sector;  Identify the areas and servers that act in the processes and indicate them to assume the responsibilities that they are responsible for;  Model processes at the sectoral level;  Exercise formal control over some of the sector's processes. Innovative Multicriteria Approach to Business Process Management Maturity in the Public Sector Global Journal of Management and Business Research ( A ) XXIII Issue X Version I Year 2023 70 © 2023 Global Journals