db questions

D650

Part 1

A business process involves five key components according to IDEF0: inputs, activity, outputs, controls, and mechanisms.  These are integral parts of any business process and without them, there can be no process.  Controls are constraints to the process that could include time, regulations, or anything else that constrains the process.  Mechanisms are the means to performing the activity (Soung-Hie & Ki-Jin, 2002).  The argument could be made that either controls or mechanisms are not necessary.  However, the more likely aspect of this would be that these aspects are combined within another part of the process.  For instances a control (constraint) of time in the process may not be in place.  Therefore, there is no restriction on when the process needs to be completed.  While the control appears to no longer be a part of the five key components, it is still included in it just under another component.  The time the activity itself takes to produce the output would still be a control within the process.  

            These five components are aspects of any process that is undertaken by an organization.  They will be a part of these processes in one way or another.  The likelihood is that any process missing one of them means that that component is combined within another one of the components.  Therefore, the argument is made that any business process requires all five components in one way or another to be completed.

 

Soung-Hie, K., & Ki-Jin, J. (2002, March 21). Designing performance analysis and IDEF0 for enterprise modelling in BPR. International Journal of Production Economics, 76(2), 121-133.

Part 2

The most important aspect of a business process is the output.  This is the part that is available to the consumer.  Regardless of the other parts of the process, what is bought, provided, or sold is the end result.  The best inputs, activities, controls, or mechanisms mean nothing if the output is not needed or wanted by the consumer.  While this is the argument here, that does not mean that the other 4 components do not play an integral part in the quality of the output.  It means that the consumer is not purchasing the quality or importance of the rest of the process.  Even an inefficient, ineffective, or unorganized process means nothing if there is no demand by the consumer for the product.  On the other hand, the best process means nothing if the output is not wanted or needed.  While all five components are important to a business process, output is the most important component since that is what is available to the consumer.position to have superior IT control systems that help enable the organization to develop superior process replication (Dickson, 2003).

DOC 640

OC 640 Module 2 Discussion

Three significant elements from this module’s readings were the following; First, Farquhar (2012) discusses a case study's business concepts to include the processes and components. Additionally, the article aims to help researchers develop triangulation methods, analyzing, storing, organizing, and presenting the data collected. Secondly, Gagnon (2010) continues with the stages of developing a case study with stage five (collecting data), stage six (analyzing data), and stage seven (interpreting data). Thirdly, in chapter two, Yin (2018) discusses the importance of the case study's design. Both Yin (2018) and Rowley (2002) emphasize that design is a blueprint and a logical sequence for the case study.

Common Analytical Techniques

While two common analytical techniques are qualitative and quantitative, I would like to explore innovative solutions to present the information. For what good is any research or writing if not engaging and interesting. Additionally, if data is reliable and credible enough to forecast business solutions, what business C-suite executives would not read or hire the researcher.

Challenging

Weber (2004) explains positivism versus interpretivism; however, I am not experienced enough in research to fully grasp the concept.   I aim to gain additional insight and understanding of both positivism and interpretivism.

Reference

 

Farquhar, J. (2012). Case study research for business. Service Industries Journals, 65-83. https://doi.org/10.4135/9781446287910

Gagnon, Y. (2010). Stage 5:  Collecting data. In The Case Study As Research Method : A Practical Handbook (pp. 55-68). Québec [Que.]: Les Presses de l'Université du Québec  (EBSCO ebook Collection)

Gagnon, Y. (2010). Stage 6: Analyzing data . In The Case Study As Research Method : A Practical Handbook (pp. 69-82). Québec [Que.]: Les Presses de l'Université du Québec  (EBSCO ebook Collection)

Gagnon, Y. (2010). Stage 7: Interpreting data. In The Case Study As Research Method : A Practical Handbook (pp.83-92). Québec [Que.]: Les Presses de l'Université du Québec  (EBSCO ebook Collection)

Rowley, J. (2002). Using case studies in research: MRN. Management Research News, 25(1), 16-27. doi:http://dx.doi.org.ezproxy.trident.edu:2048/10.1108/01409170210782990

Weber, R. (2004). Editor's comments: The Rhetoric of Positivism Versus Interpretivism: A Personal View. MIS Quarterly, 28(1), iii. Retrieved October 30, 20220, from https://doi.org/10.2307/25148621