My diploma thesis is focused on processes of CS Cargo Company. Theoretical part is concentrated on Logistic, process management, process mapping and lean management. Practical part is based on knowledge contained in theoretical part. Primary goal of the thesis is innovation of current process map and description of processes. Subsequently selected process is necessary to analyze, modify and outline measurement's possibilities of its performance. Sophisticated management system requires precise identification of processes. Especially company's processes are the ones which have significant influence on overall quality of CS Cargo Company's products (services).

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2007. / Includes bibliographical references.

The study explores the role that the CEO plays in the facilitation of the Strategic Management Process (SMP) within the small and medium sized companies on the JSE with a turnover between R10 to R80 mil. In answering the question “Is the facilitation of the SMP vested in the CEO alone or does he/she share the overall responsibility with Executives, Functional Managers, Supervisors or Consultants? In response to this question the findings purport that the majority view (69%) strengthen the CEO’s influential role in the facilitation of the SMP. This was evident within the launching and growth phase of the company, where the owner plays a big role as the visionary and as there is no formal distinction between the facilitation and the SMP. In contrast, we have to acknowledge the minority view (31%) of CEO’s who engages Executives, Functional Managers, Supervisors, Consultants and other selected personnel in strategic discussions, in ways to leverage their perspective and insights and create shared meaning and ownership. This could be used to develop skills in facilitation, reaffirm team norms and develop agility to respond timeously and strategically to rapid change. This bridges the transition from the higher growth phase and lower maturity phase of the company. For that reason this will enhance decision making, creativity, collaboration, enumerate core values and stimulate growth within the company.

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Thesis, PlanB (M.S.)--University of Wisconsin--Stout, 2005. / Includes bibliographical references.

Thesis (Ph. D.)--Georgia State University, 2006. / Balasubramaniam Ramesh, committee chair; Daniel Robeey, Mike Gallivan, Sandeep Purao, committee members. Electronic text (271 p.) : digital, PDF file. Description based on contents viewed August 6, 2007. Includes bibliographical references (p. 254-269).

The study explores the role that the CEO plays in the facilitation of the Strategic Management Process (SMP) within the small and medium sized companies on the JSE with a turnover between R10 to R80 mil. In answering the question “Is the facilitation of the SMP vested in the CEO alone or does he/she share the overall responsibility with Executives, Functional Managers, Supervisors or Consultants? In response to this question the findings purport that the majority view (69%) strengthen the CEO’s influential role in the facilitation of the SMP. This was evident within the launching and growth phase of the company, where the owner plays a big role as the visionary and as there is no formal distinction between the facilitation and the SMP. In contrast, we have to acknowledge the minority view (31%) of CEO’s who engages Executives, Functional Managers, Supervisors, Consultants and other selected personnel in strategic discussions, in ways to leverage their perspective and insights and create shared meaning and ownership. This could be used to develop skills in facilitation, reaffirm team norms and develop agility to respond timeously and strategically to rapid change. This bridges the transition from the higher growth phase and lower maturity phase of the company. For that reason this will enhance decision making, creativity, collaboration, enumerate core values and stimulate growth within the company.

The goal of my thesis was to describe the processes in the chosen company. The goal was also to analyze one of the processes, specify its phases and suggest its change that would make the process more efficient for the customer and for the company. The analytical section was concerned with analyzing the processes and better specifying the chosen process and its problems. The synthetic section refers to the suggestion of new process structure, so that the chosen process better satisfies the customer and the company. The change was based on adding two new processes, identifying the possibility of production in the Production Department and identifying the possibility of assuring the material sources in the Purchasing Department. The change of the process was realized and the managers of interested Departments found it better than the ``old process{\crqq}.

Thesis deals with application of process management in a selected company. The first chapters outline the situation in the area of process management. Dealing with the history of process management, then describe the general processes that take place in companies, and a procedure in which the company usually introduces process management. The second part attends to application of process management in to company AVEX. First there is the company description, the SWOT analysis, from which come business objectives. The last part deals with the practical application of process management.