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

Methods 2  Use an existing (inherited) model of processes for the sector;  Build or use a process design that is functional and identifies the connections between other sectors / departments / institutions;  Document the processes for implementation and execution, even without standardization;  Control and measure some processes;  Improve processes systematically, even without the establishment of a specific method. 3  Redesign end-to-end processes to optimize their performance;  Document the design of the end-to-end processes;  Deploy and execute some of the documented processes;  Control and measure some of the sector's processes, with an established method;  Establish methods to be used to improve some processes. Information Technology 2  Use an IT system, even fragmented (without communication between the interested parties), to support the processes;  Provide the necessary equipment to support the processes;  Control and measure any of the processes with the help of an IT system;  Discuss possible improvements and innovations applicable to processes. 3  Use an IT system built from functional components to support the processes;  Provide specific equipment and software to support the processes;  Control and measure the sector's processes with the help of an IT system;  Apply projects to improve and innovate processes supported by an IT system. People 2  The sector must have some servers that have skills in executing the processes;  Discuss possible training plans for civil servants;  Work as a team in some occasional processes;  The management must be responsible for the results of the processes;  The sector must change the hierarchical style, from top to bottom, to an open and collaborative style. 3  The sector must have some servers that have the ability to execute and manage isolated processes;  Eventually providing training courses for civil servants;  Work as a team in process improvement projects;  The employees and the management must be responsible for the results of the processes;  The sector must show the need to change, considering processes as the main tool for change. Culture 2  Increased acceptance by management about the need to make minor changes to processes;  Increased acceptance by stakeholders in accepting process changes;  The management must carry out the process management actions aimed at complying with the rules;  The sector must take actions for the smooth running of the processes;  The leadership, even if focused only on their activities, should pay some attention to the management of the sector's processes. 3  The management must be prepared for significant changes in the way the work is carried out;  Stakeholders in the processes must accept significant changes; 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 71 © 2023 Global Journals