AnalysisofSelectedAspectsofanOrganisation: The Organisation as an Instrument, an Interest Group and as a Process DušanGošnik University of Primorska, Slovenia dusan.gosnik@fm-kp.si KlemenKavčič University of Primorska, Slovenia klemen.kavcic@fm-kp.si In this article, we discuss selected aspects of organisation: organisation as an instrument for achieving objectives, and organisation as an inter- estgroup,aswellasdefiningtheorganisationasaprocess.Basedonalit- eraturereviewwehavesummarisedthefindingsofdifferentauthorsand presentedwhatdefinestheorganisationfromtheaforementionedaspects. The structure of the article follows the aimrad methodology: abstract, introduction,methodology,researchandanalysis,anddiscussion(Cargill andO’Connor2009).Theliteraturestudyresearchmethodwasused.Find- ingsarepresenteddescriptivelyandintabularformwithadiscussionand comments.Findingsofthisresearchareusefulforthegeneral,professional public,forthemanagementofdifferentorganisationsandforresearchers fromthefieldsoforganisationandmanagement,becauseselectedaspects oforganisationsareintertwined,andtheirunderstandingisrelatedtothe basicmanagementactivitiesofeachorganisationsuchasplanning,organ- ising,leadingandsupervisingandthusrelateddecision-making. Key Words:aspectsoforganisation,interestgroup,instrumentalaspect, processaspect,analysis jel Classification: d21,d23,l22 Received:24February2021·Accepted:20May2021·Publishedonline:22June2021 https://doi.org/10.26493/1854-6935.19.167-181 IntroductionandTheoreticalBackground Organisationscanbestudiedfromdifferentangles,e.g.sociological,tech- nological,psychological,asabusinessormachine,anorganism,abrain, asflowsandchange,asystem,asaninstrument,aninterestgroupora process. Ifweareinterestedinpeople’sbehaviour,wecanstudytheorganisation fromasociologicalpointofview(Oh2020,558).Theorganisationasaso- cialformationstrivestoachieveacommongoal(BavecandManzin2012, Managing Global Transitions19(2):167–181 168 Dušan Gošnik and Klemen Kavčič 27).Ifweareinterestedinthetechnologyusedbyanorganisation,wewill beinterestedinthetechnologicalaspectoftheorganisation.Thiscanbe interesting from many perspectives. For example, today we are dealing with increasing use of information technology and thus related issues in organisations are: how is new knowledge created, how is knowledge sharedwithinorganisations,howdosharingpracticesbetweenorganisa- tionssupportinnovations(Chatterjee,Ghosh,andChaudhuri2020,1261; Hutahayan2020,1289;Khawayaetal.2020,237;Veigaetal.2021,590). Ifwelookatanorganisationasanenvironmentofpressuresandhard- ships, victories and defeats, cooperation and trust, the social aspect of employment,andhowemployeesexperienceit,wewillbeinterestedin thepsychologicalaspectoftheorganisation(BavecandManzin2012,27; ValitovaandBesson2021,3). Understandingtheorganisationasaninstrument(amachine)issim- ilartounderstandingtheoperationofawell-oiledmachinetoachievea goal.Theorganisationcanalsobeaninstrumentofpowerinthisrespect. Insuchamachine,people(employees)arelikeitswheels.Thiskindofun- derstandingwastypicalatthebeginningofthelastcentury(Taylor1911). Because tangible and intangible assets flow through organisations, and becauseorganisationscreatevalueforcustomersintheseflows,theycan alsobeunderstoodasflowsandchange(Suárez-Barraza,Miguel-Dávila, andMorales-Contreras2021,29). An organisation as an organism is comprised of people that change, triggerchangesinanenvironment,andalsorespondtochangesfromthe environment.Fromthisperspective,organisationsarelivingorganisms, justlikethehumanbody.Anorganisationasasystemchangestheinput quantities (people,raw materials, technology, energy, and information) into outputs (productsand services). In the same way,we can also un- derstandandstudyorganisationsasaprocessinwhichwetransformin- putsintoproducts/services(Tavčar2008;2009,107;ŠkrinjarandTrkman 2013;Gošnik2019a;2019b). Differentauthorsworldwide(KovačičandBosilj-Vukšić2005;Škrin- jar and Trkman 2013; Trkman et al. 2015; Hernaus, Bosilj-Vukšić, and Indihar-Štemberger 2016; Latif et al. 2020; Kwayu, Abubakre, and Lal 2021;LodgaardandDransfeld2020)havestudiedorganisationasapro- cess. In the literature there are missing studies about specific aspect of anorganisation,suchastheorganisationasaninstrumentforachieving objectives,ortheorganisationasaninterestgroupandthusrelatedcom- parisonstudies,whichhasbeendetectedasourresearchgap. Managing Global Transitions Analysis of Selected Aspects of an Organisation 169 The aim of this study is to emphasise importance of understanding organisationsfromdifferentanglesandtodescribeinstrumental,interest aspectoforganisationsandprocess-orientedorganisations. Inthisarticlewehavelimitedourstudytoselectedaspectsofanor- ganisationsuchas:organisationasaninstrumentforachievinggoals,an interestgroupandanorganisationasaprocess.Fromresearchmethod- ologyaspectwehavelimitedourselvestotheliteraturereviewapproach. Thispaperisorganisedasfollows:(1)introduction,(2)researchmeth- odology,(3)researchandanalysis,(4)summaryofthefindings,withdis- cussionand(5)conclusionwithpossiblefurtherresearchinthisfield. TheResearchMethodology Basedonthestudyofdomesticandworldliteraturefromthefieldofman- agement and organisation, we researched selected aspects of organisa- tions:organisationsasaninstrument,aninterestgroup,andasaprocess. Thesystematicreviewwasconductedwithinthefollowinglistofsources: Emerald, jstor,andSpringer.Keywordssuchas:interest,instrumental, mechanic,organic,process,andaspectorganisationwereused.Basedon the studyofthe literatureinthisfieldfrom1990onwardsandcitations ofdifferentauthors,whichincludesalsothelatestsourcesfrom2020and 2021, we present and discuss findings as defined in the research ques- tions.Comparisonofthefindingsbydifferentauthorsarepresentedand discussed.Inthisresearchweansweredthefollowingresearchquestions (rq): rq1 What defines an organisation as an instrument? rq2 What defines an organisation as an interest group? rq3 What defines an organisation as a process? By synthesising the findings, we prepared summaries, brought them togetherinatabularform,andprovidedcomments.Thefindingsarein- terestingforthegeneral,professionalpublicandthemanagementofser- viceandproductionorganisations,asselectedaspectsoforganisationsare intertwined,andtheirunderstandingisrelatedtothebasicmanagement activitiesofeachorganisationsuchasplanning,organising,leading,and supervisingaswellastherelateddecision-making. ResearchandAnalysisofSelectedAspectsofOrganisations Accordingtotheresearchquestions,wepresentthreeselectedaspectsof theoperationofeachorganisationinthefollowing:(1)anorganisationas Volume19·Number2·2021 170 Dušan Gošnik and Klemen Kavčič table1 TheConceptionofManagementActivitiesfromanInterestandInstrumental Aspect Theactivity ofmanagement Theorganisationasanin- terestgroup Theorganisationasanin- strument Planning Conceptualizingideas Developingplans Organizing Connecting Arranging,designing Leading Leadingpeople Managingbusiness Supervising Assessing,judging Measuring notes AdaptedfromTavčar(2009,24). aninstrument,(2)anorganisationasaninterestgroup,and(3)anorgan- isationasaprocess. theorganisationasaninstrumentforachieving goals Everyorganisationcanbeobservedasaninstrument(machine,device) for achieving objectives, first and foremost subordinated to the inter- estsofowners(Biloslavo2006,18;Tavčar2008;2009,107;Gošnik2019a; 2019b).Thisaffectsthecompany’scoremanagementactivities,whichare planning,organising,leading,andsupervising(table1). Planning as part of management activities in instrumental terms is based on short-term results. It focuses primarily on fulfilling of the owner’s interests. Managers put regulations on the front line and ana- lytical decision-making prevails (Tavčar 2009, 107). In this case, plan- ningfocusesonexistingservices,existingproducts,maintainingcurrent processes,highproductivity,shortterm financial benefits and financial resources, and not on creating new core capabilities, new processes or newproductsandservices(Tavčar2009,221–2). Organisingasapartofmanagementactivitiesintheinstrumentalas- pect is called arranging (designing) and means primarily formalising, standardising work tasks, and sanctioning violators. Division of tasks among employees puts the needs of the organisationupfront. Interests andwishesofemployeesarenotsoimportant.Processarranging(design- ing)isfocusedondeterminationofemployeeresponsibilities.Achieving efficiency and high productivity of employees and processes predomi- nate(Tavčar2009,328–9).Leadingintheinstrumentalaspectfocuseson business(documentation)andresults.Financialdecisionsplayakeyrole. Consequently,italsoaffectsthecoreandsupportingprocessesinanor- ganisation,materialflows,strategy,andquality. Managing Global Transitions Analysis of Selected Aspects of an Organisation 171 The leading style is autocratic, and management tries to circumvent co-workers’resistance.Thefocusisonexistingproducts,notdeveloping newones.Theorganisationrespondspoorlytoenvironmentalinfluences (Tavčar 2009, 474–5). Supervising, as part of management activities in theinstrumentalaspect,iscalledmeasuring.Quantitativemeasurement ofbusinessperformanceisintheforefront.Employeesareconstantlysu- pervised (controlled, monitored), the emphasis is on costs, economics, andthehighestpossiblereturns,isshort-termorientedandorientedon quickwins(immediateresults)(Tavčar2009,537). Each organisation is not only an instrument for achieving goals but alsoaninterestgroup(interest-basedsociety)whichwepresentbelow. theorganisationasaninterestgroup The understanding of an organisation as an interest group is related to a social understanding of the purpose of organisations. Organisations perform better if they consider the interests of external participants (customers,suppliersandpartners)andtheinterestsofinternalpartici- pants(employees,managementandowners).Theinterestaspectempha- sises the organisation as a society of interests of different participants (Biloslavo2006,18;Tavčar2009,107–8;Gošnik2019a;2019b). Planning as a management activity within the aspect of interest can becalledconceptualisingideas.Conceptualisationissubordinatetothe interests ofallparticipants (suppliers,employees,customers,managers, owners,andothermarketparticipants).Itisorientedtowardsthelong- termgrowthandperformanceoftheorganisation.Conceptualisationfo- cusesonacquiringnewknowledgeandbasicabilities,andinimplement- inggoalsandstrategies,andemphasisescoordinationwithasmanypar- ticipants as possible (Tavčar 2009, 222–3; Trkman et al. 2015, 250–66; Gošnik2019a;2019b). Organising as a management activity within the aspect of interest is called connecting. Relationships between employees in the company arebased,inthisrespect,ontheirinterestsandalsoontheinterestsof other participants (e.g. suppliers, customers), and create opportunities for creative cooperation between employees; cooperation between dif- ferentparticipantsisflexible(Tavčar2009,329–30).Theinterestaspect emphasisespeople(employees)andisthereforecalledleadingpeopleor co-workers (employees). It is characterised by dealing with employees andotherparticipantsoftheorganisationasasourceofnewknowledge and ideas for further growth (Nodeson et al. 2012, 466; Gošnik 2019a; Volume19·Number2·2021 172 Dušan Gošnik and Klemen Kavčič 2019b). Organisations that in-corporate external knowledge are more likelytoachieveproductinnovations(Hernández,Nieto,andRodríguez 2021,155).Knowledgegenerationandknowledgeflowhaveacentralrole inachievinginnovationandcompanyperformanceandcompetitivead- vantage(Hutahayan2020,1289;Obesoetal.2020,1859;Ramayahetal. 2020,1021). Leadingemployeesintheinterestaspecttakesintoaccountemployees’ needsandisbasedonknowledge.Itislessauthoritarian.Cooperationbe- tweenparticipantsisorientedtowardsthecommonbenefitandsatisfac- tionofdifferentinterests.Managementconsidertheabilitiesofemploy- ees and communication between different participants, based on trust (Tavčar 2009, 476–9). The interest aspect of supervising can be called assessing(judging).Goalsaretheresultoftheinterestsofdifferentpar- ticipants.Businessgoalsareassessedbasedonrelativecomparisonsand understanding, through participant satisfaction and longevity. It is less strict than measuring and includes the intuition of the decision maker (Tavčar2009,537;539;Gošnik2019a;2019b). theorganisationasaprocess Wecanalsolookatanyorganisationthroughtheprismofinterconnected processes, and not as a hierarchical organisational structure. Until re- cently,theprevailingopinionwasthatthemostimportantthingforthe successful operation of an organisation is to define the organisational structure.Thesedaysitistruethatweputprocessesintheforeground andthoseorganisationalstructuresandrules,aselementspertainingto theorderlinessoftheorganisation,followprocesses(BavecandManzin 2012,13).Vila(2000,81)saysthatiftheprocessesinanorganisationcease tofunction,theorganisationalsoceasestofunction,regardlessofthefact thatthestructurestillremainsinplace.This,therefore,requiresorgani- sationstofocusonprocessesratherthanstructures.Weareincreasingly replacing the traditional view of the organisation as a hierarchy with a process view, which states that every organisation is a process (Markič 2003;ŠkrinjarandTrkman2013,48).Anorganisationasaprocessislike asystemthatrespondstoinputsandgeneratesoutputs.Processesinan organisationdirectmanagerstoconsiderwhocustomersare,whatthey expect,whatvaluetheyexpect,whatwecanofferthem,whatelsetoim- prove,whatprocesseswouldenableustomeetcustomerexpectationsand whatresourcesweneedtodoso. Processesalsoguidemanagerstoconsidernewstrategiesandproduc- Managing Global Transitions Analysis of Selected Aspects of an Organisation 173 tivity. More and more companies use process orientation also because functional organisation is an obstacle for organisations, as it prevents effectiveintegrationbetweenindividualfunctionalareas(departments) and market responsiveness (Kovačič and Bosilj-Vukšić2005, 32; Škrin- jar and Trkman 2013, 48). Managing processes is today basic require- mentforfurtherdevelopmentofcompanies,nomattertheirsizeandfield ofoperation(Trkman et al.2015; Hernaus, Bosilj-Vukšić,and Indihar- Štemberger2016).Fromthisperspective,managersshouldbeprimarily interestedintheprocessesthattakeplaceinorganisations(Gošnik2019a; 2019b; Latif et al. 2020; Kwayu, Abubakre, and Lal 2021; Lodgaard and Dransfeld2020).Theprocessviewofanorganisationrequiresaflatteror- ganisationandanintegrationofbusinessfunctionsinordertoeffectively develop new valuefor the market (Potočan and Nedelko 2015, 21). The processeswithinorganisationsalsoenablethemoreefficientservicingof customers, and improving existing and designing new processes; qual- itybecomesaconditionforsuccessfulbusiness,iteliminatestheproblem ofhierarchicalbusinessfunctions,andinthefaceofchallengessetsthe teamworkcooperationamongemployees(aswellassuppliersandother market participants), just as business process implementation time is a key factor in competitiveness (environmental responsiveness, overtak- ingcompetitors)andsimilarlytailoredstrategies(Glavan-Milanović2011, 25;Suárez-Barraza,Miguel-Dávila,andMorales-Contreras2021,29).Ac- cording to Hrabal et al. (2020, 275) the human role presents the most importantfactorat bpm implementation. Kovačičetal.(2004,61)statesthatorganisationsthatmakethetransi- tiontoaprocessorientedorganisationexperiencethefollowingchanges (table2). Thereareseveralreasonsforthetransitionfromaclassical(functional) toaprocessorganisation:(1)complicatedtransferofinformationalong the vertical hierarchy; (2) large delays during the transmission of in- formation,documents,material,etc.betweenfunctions,departmentsor services; (3) the danger that functional departments do not cooperate enough(Unterlechner,MeškoŠtok,andMarkič2009,118–9). Looking at an organisation as a process is nothing new these days. Throughouthistory,humanshavealwaysdealtwithprocesses.Fromthe IndustrialRevolutionandtheemergenceoffactoriesinthe18thcentury, thefieldofmanagementalsodeveloped.Managersprimarilyfocusedon production processes. Among them was Henry Ford, who founded the FordMotorCompanyin1903anddesignedanewconceptforthepro- Volume19·Number2·2021 174 Dušan Gošnik and Klemen Kavčič table2 TraditionalandProcessViewofanOrganisation Issue Traditional organisation Process-oriented organisation Emphasisinorganisation Businessfunction BusinessProcess Organisationalunit Department Workinggroup/team Descriptionofthework Narrowlydefined Wide Focus Supervisor Customer/buyer Theroleofleadership Supervision Mentorship Thekeyperson BusinessDirector Theowner(administrator) oftheprocess Businessculture Conflict-oriented Cooperation notes AdaptedfromKovačičetal.(2004,61). ductionofthecar–theassemblyline.Workwasstandardised,alimited number of versions were produced and of only one colour. Therefore, productioncostswerelowandcarsbecamemoreaffordable.Thisalsore- sultedinchangestootherprocessesinthefactory,toprocurement,and suppliers(Unterlechner,MeškoŠtok,andMarkič2009,120–6). Mogensen and Rausa(1989) cameto the realisationthat the greatest loss in processes is the disregard for the professional and experience- basedabilitiesofworkerstoimplementchangesinprocesses.Heempha- sisedtheneedtomeasureprocesses,beopentochange,understandpro- cesses, and understand and emphasise human relationships; the ability to take an analytical approach to problem-solving; a cleaner and tidier work environment; and the ability to accept improvements (Mogensen andRausa1989;Unterlechner,MeškoŠtok,andMarkič2009,120).The manufacturermarketwasslowlytransitioningtowardsacustomermar- ket.Thesupplyofproductswasbecominggreaterthandemand.Thisre- sultedintheneedfororganisationstointroducenewchangesintotheir operationsandthusintotheirprocesses(Unterlechner,MeškoŠtok,and Markič2009,25). In1990,RummlerandBrachefoundthatmostproblemsinprocesses arisewhenworkpassesfromdepartmenttodepartment.Asasolution, they presented the idea of managing the process as a whole. The term Business Process Reengineering (bpr) was developed (Rummler and Brache 1990). According to Champy (1995), bpr organisations needed totreatbusinessprocessesascomprehensive,rangingfromorderactiv- ity to productdelivery, and use the necessary informationtechnologies Managing Global Transitions Analysis of Selected Aspects of an Organisation 175 tohelptheminterconnect.Many bpr attemptswereunsuccessful.Man- agershadbecomemorecautious.Theadventofnewdataprocessingsoft- waremadeiteasiertocaptureandprocessdataandproducethereports neededtorunbusinesses.Thatledtoredundanciesinmanagementser- vices.Underthepretextof bpr,organisationscarriedoutareductionin thenumberofemployees,andso bpr gainedabadreputationandatthe endofthe90sfellintooblivion.Asanalternative,manyorganisationsbe- gantousenewtermstodescribebusinessprocessrearrangements,such as Business Process Improvements (bpi) or Business Process Redesign (Unterlechner,MeškoŠtok,andMarkič2009,25). A period of business standardisation followed. Approaches such as TotalQualityManagement(tqm)haveemerged.AccordingtoEdward Deming, tqm envisages the continuous improvement of all organisa- tionalprocesses,products,andservicesandisbasedontheassumption thatqualityimprovementisakeyfactorinachievingbusinessefficiency andeffectiveness(Kovačičetal.2004,68;Chatterjee,Ghosh,andChaud- huri2020,1261). tqm strivestoensurethattherearenoerrorsinpro- cesses,tocontinuouslyimproveprocesses,employeecooperationandde- velopment,andqualityasdictatedbythecustomer.FindingsofBabuand Thomas(2021,157)showpositivedirectandindirecteffectsof tqm on employeesatisfactionaswell. These days, the competitiveness of any organisation stems from the competitivenessofcoreprocesses(Gošnik2019a; 2019b).The common featuresofcoreprocessesare:(1)coreprocessesmusthavearecognisable benefitforcustomers;(2)coreprocessesmustbedifficulttocopy;and(3) core processes must be irreplaceable with other solutions (Sinur, Odell andFingar2013inPotočanandNedelko2015;Gošnik2019a;2019b).Sup- portprocesses,ontheotherhand,enableorganisationstoharmonisecore processeswithstandards, legalrequirements, and businessinstructions (Potočan and Nedelko 2015, 46). Supporting processes include (Smith and Fingar2003, 53):guarantee implementationprocesses,information support, invoicing, data management, order preparation, business per- formancemonitoring,marketanalyses,andmarketanalysis,etc. ASummaryoftheFindingsandDiscussion Different definitions ofan organisationhavemany aspects incommon. Theydefineorganisationsasdynamicformationsinwhichpeople(em- ployees) play a key role; they are focused on achieving goals and ben- efittingsociety.Wecanstudyorganisationsfromdifferentperspectives, Volume19·Number2·2021 176 Dušan Gošnik and Klemen Kavčič dependingontheoneweareinterestedin.Wepresentedthreeselectedas- pectsoftheoperationoforganisations:theorganisationasaninstrument, theorganisationasaninterestgroup,andtheorganisationasaprocess. Everyorganisationisaninstrument(machine,device)forachievingthe goalsofitsowners.Understandinganorganisationasaninterestgroupis relatedtoabroadersocialpurposeoforganisations.Theinterestaspectof anorganisationemphasisestheorganisationasacommunityofinterests ofdifferentparticipants.Inevery organisation,there isaninstrumental (rigid,mechanical)and atthe sametimeinterest(soft,organic)aspect, regardlessofthesize,industry,ortypeoforganisation.Long-termbusi- nesssuccessdependsonthebalanceofthesetwoaspects.Thisisreflected inallfourbasicmanagementactivities(planning,organising,leadingand supervising).Attheforefrontofthenotionofthefunctioningoforgan- isationsthesedaysistheprocessaspect,withanemphasisoncorepro- cesses.Coreprocessesarecomprehensiveanddynamicallycoordinated setsofactivitiesthatenablethesupplyofcustomers(clients)withprod- ucts and services. These take place in time and space, have clearly de- finedinputsandoutputs(results),andmustnecessarilybecoordinated. Consequently,ineverycompany,itrequiresnotonlyknowledgeofthe principles and mastery of general management, but above all the prin- ciples of business process management, with a focus on core business processes. Changes in business processesshould be a constant practice andtheworkofmanagersinanycompany.Whenchangingbusinesspro- cesses,theconnectionofchangeswiththefundamentaldirections,goals, andstrategiesofeachspecificcompanymustbetakenintoaccount.Suc- cessfulmanagementofanorganisationasaprocessrequirestheinvolve- mentofcustomers,asproducts/servicesareintendedforthem,andpro- cessesmustcreatevaluejustforthem.Itshouldalsoinvolveemployees aswellassuppliersastheycanbeasourceofideas.Managinganorgan- isationasaprocesswithanemphasisoncoreprocessesisaparticularly strategicopportunityforthedevelopmentofnewcompetitiveadvantages oforganisations. Conclusion Thesedays,thereisaneedforcompaniestosimultaneouslyintegratedif- ferent approaches into business process management, such as focusing ongoals,customers,processcontrolandquality;involvingdifferentpar- ticipants;andstandardisinggoodpractices,withthesupportofe.g.,Six Sigma, Lean Management, and at the same time to manage basic sup- Managing Global Transitions Analysis of Selected Aspects of an Organisation 177 portprocesses,e.g.LeanAdministration.Managementinorganisations mustalsointegrateprocesses,strategydevelopment,andgoalsinbusiness process innovationin an appropriatelycomprehensive manner, with an emphasisoncustomerbenefits(Lei,Leaungkhamma,andLe2020,481). AccordingtoMooi,Rudd,anddeJong(2020,741)processinnovationisa keydeterminantofbusinessperformance(Mooi,Rudd,anddeJong2020, 741).Innovationstrategyhasasignificanteffectonfinancialperformance (Hutahayan2020,1289).Consequently,ineveryorganisation,itrequires not only knowledge of the principles and mastery of general manage- ment, interest, and instrumental, but above all the mastery of business processeswithfocusoncorebusinessprocesses(Gošnik2019a;2019b). Every organisation can be observed as an instrument (machine, de- vice)forachievingobjectivesanditisfirstsubordinatedtotheinterestsof owners(Biloslavo2006,18;Tavčar2008;2009,107;Gošnik2019a;2019b). Thisaffects thecompany’scoremanagementactivities,whichareplan- ning,organising,leading,andsupervising. Eachorganisationisalsoaninterestgroup(interestbasedsociety).For betterperformanceorganisationsshouldconsiderthefollowing:organ- isationsperformbetteriftheyconsiderinterestsofexternalparticipants (customers,suppliersandpartners)andinterestsofinternalparticipants (employees,managementandowners)(Biloslavo2006,18;Tavčar2009, 107–8;Gošnik2019a;2019b). Theinterestaspectemphasisestheorganisationasasocietyofinterests ofdifferentparticipants.Conceptualisationasaninstrumentalaspectof planningissubordinatetotheinterestsofallparticipants(suppliers,em- ployees,customers,managers,owners,andothermarketparticipants).It shouldbeorientedtowardsthelong-termgrowthandperformanceofthe organisation.Relationshipsbetweenemployeesinthecompanyinthein- terestaspectshouldbebasedontheirinterestsandalsoontheinterests ofotherparticipants(e.g.,suppliers,customers),andcreateopportunities forcreativecooperationbetweenemployees(Tavčar2009,222–3;Trkman etal.2015,250–66;Gošnik2019a;2019b). Leadingemployeesintheinterestaspecttakesintoaccountemployees’ needsandisbasedonknowledge.Knowledgegenerationandknowledge flow have a central role in achieving innovation and firm performance andcompetitiveadvantage.Businessgoalsfromtheinterestaspectshould bebasedonrelativecomparisonsandunderstanding,throughparticipant satisfactionandlongevity(Tavčar2009,537–9;Gošnik2019a;2019b). Managing an organisation as a process is today a basic requirement Volume19·Number2·2021 178 Dušan Gošnik and Klemen Kavčič for further development of companies, no matter their size and field of operation (Trkman et al. 2015; Hernaus, Bosilj-Vukšić, and Indihar- Štemberger2016).Fromthisperspective,managersshouldbeprimarily interestedintheprocessesthattakeplaceinorganisations(Gošnik2019a; 2019b; Latif et al. 2020; Kwayu,Abubakre, and Lal2020; Lodgaardand Dransfeld2020). Thisresearchislimitedtodefininganorganisationasaninterestgroup, anorganisationasaninstrumentforachievinggoalsandanorganisation asaprocess.Fromtheresearchmethodologyaspect,thisresearchislim- itedontheliteraturereviewapproach. Despitelimitations,thefindingsofthisresearchareusefulforthegen- eral professional public, for the management of different organisations and forresearchers inthefield oforganisationand management, asthe selectedaspectsoforganisationsareintertwined,andtheirunderstand- ing is related to the basic management activities of each organisation: planning,organising,leadingandsupervisingandthusrelateddecision- making,regardlessofsizeandindustryoftheorganisation. 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