In fact, sometimes things are promptly decided by 'Top-down', sometimes are approved from 'bottom-up'. You cannot tell whichone is always the better. However, it should be better recorded unitarily both of 'top-down decisions' and 'bottom-up approval', as decision information as an organization.
The following business process definition is an example of 'a Decision-making process' that allows recording (aside the proposer) the final decision maker, decision time, decision content, in a same format. Decisions as an organization, it is sufficient to refer to the process that has flown on it. There, it never be recorded 'top-down decisions' as if it was 'bottom-up approval'.
In this age of cloud computing, it is as a matter of course to digitize the "data of the decisions as an organization", but like this case, it is also important to assume multiple 'decisions as an organization flow' for securing organizational mobility.
# You would hardly be able to even find the "decision of the past" if you had saved the 'request for approval documents' in 'paper'.
In addition...
In Japan, there is a mechanism called 'RINGI, request for decision' the recording format of a bottom-up decision-making.
Drawn up by the authority responsible for drafting stipulated by internal regulations, after obtaining the consent of the multiplayer, will be approved by the final decision maker. For example when placement "a massive advertisement", the people responsible for drafting must create a document that is an overview of advertising or the reason why the massive advertisement is needed, and submit along with an estimate of the cost of each ad. Actually, it takes considerable time and effort to the RINGI, the request for approval, to arrive at the approver.
But from a different perspective of view, I can say the discussion about;
- Is there really a need to "massive advertising"?
- There might be a need to be more "massive advertising"?
- The "risk" accompanying the ad have been supported?
- "Effect" obtained by the ad are expected correctly?
has been done well at the time of the approval. That is, after the approval, work of advertisements placement will be processed surprisingly quickly and smoothly. In many cases, the top himself is not necessary to instruct for tasks of advertisement placement.
RINGI is a mechanism that has been deeply supported by Japanese companies, and it would survive enduringly in the future.
[Procurement Approval flow]
In this Workflow, "Implementation process" (5 > 6) will be ordinarily proceed after "draft to approval step (so called RINGI process)" (1 > 2 > 3>). However, the characteristic of this Flow is that a route to proceed to the implementation phase without going through an "approval drafting step", only by "decision by authority", is provided.
By the way, by monitoring the [Implementation Record] (step 5), you can grasp how the decisions as an organization has been proceeded, and how it ended up eventually.
The question of the day-to-day such as 'what is going on with that project?', can be resolved at any time.
Incidentally, this decision flow is very easy to understand overlooking the whole diagram. However, when you look closely at this Flow, "rewriting the draft" is not assumed. That means if superiors have rejected at the step 2 and 3, the plan would be shelved entirely. This business process definition is assumed that the the superiors who has rejected would verbally instruct to the planning member, or would notify the rework on"in-house SNS" feature.
p.s. Although the story deviates, "the organizational structure of upper and lower" should be simplified. It is not impossible to make even a large organization of more than 1,000 people, into almost "flat three-tiered", as in this case. It goes without saying that to simplify the "the organizational structure of upper and lower", you need to separate the "Operating assignment" beautifully and easy to understand.
[Procurement Approval flow: "2. Authorization & Approval" screen]
<Similar Models>
- Accelerating Ringi Workflows with Smartphones (2011-04-29)
- A Decision Making Flow that Allow to Increase Approver (2012-05-14)
- Ringi Process Started by Department Heads (2010-10-25)
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