The mapping below concentrates on flow of money.
Departments, functional organs, etc., are not always easy to assign as functions can pertain to several levels at once, e.g. internal and external communications may be done by one person or one department depending on size of company, etc. Functions can span multiple levels, although with development of the company things can get more formal. Separation of functions may become necessary.] Stage refers here to function or activity performed. There is some sequentiality in the process, of course, but many processes or functions are going on at the same time! This is typical for complex processes, certainly for control/feedback loops.Business: goal, purpose, strategic thinking & impulse to start.
(Board of directors sets goals and initiates a number of processes, together with higher management.)Second stage: input of raw substance, hiring personel, liquidity, etc.
(Human resources department, Purchase dep.)Third stage: Form operation: establishing rules, operational procedures, acquiring machines, etc.
Liquidity is converted into form (buildings, machines, etc.)
(Secretariat and reception forms the "glue" for internal and external communication. Accountancy department provides insight into money-flow, and monthly statements, reports, etc.)Fourth stage: Manufacturing, assembly, added value by work done. Also: training to enhance skills (skills are the most important asset of a service company).
Fifth stage: Goods have to be stored somewhere;growth of invested capital, i.e. liquidity is stored/taken up in solid goods or trained personel. Research and Marketing can take up considerable resources, but this should pay off in the run. Knowledge is the asset for service-oriented companies. Growth becomes possible when profit is good.
Operational management plays a role in the manufacturing process.Sixth stage: export of endproduct or rendering of service. It seems to me that servicing is a shift from fourth level "manufacturing" to fifth level of knowledge acquisition and usage and second level of "communication", i.e. communication of knowledge becomes the service itself, so to speak.
Transformation of product/service into liquidity: selling the good or service frees the "stored" or "frozen" liquidity. If profit is good then more money re-enters the system than before, i.e. a positive feedbackloop (involving level 2 stages influenced by level 1 decisions and level 3 analysis) occurs and growth of the company is possible.
Note: a negative feedbackloop concerns the adaptation in volume of units produced depending on demand from "the market", the buyers. If too many goods are being produced, then measurement provides feedback to lower the production-rate and vice-versa. In a market-economy (demand-based), input (stage 2) is controlled, while in a plan-economy output (stage 6) is controlled.
Sales. External relations.Seventh stage: goal realized, profit made. If profit is not made then correction must take place: firing of personel, reduction of number of stored items, improve efficiency, etc. Steering is really necessary!