This article discusses the issue “management commitment towards the process approach” of the process management survey. Details on the survey (research design, sample, etc.) can be found here.
In most of the firms, management supports the process program (see figures below). It is worth mentioning that about 25% of the firms state that senior executives are [...]
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Survey on Process Management: Management Commitment towards Process Management
Survey on Process Management: Definition and Documentation of Business Processes
This article discusses the issue “documentation of business processes” of the process management survey. Details on the survey (research design, sample, etc.) can be found here.
Most firms have defined a complete and uniform enterprise process model. The item “Our firm has developed a complete and uniform enterprise process model illustrating the business processes of the [...]
Survey on Process Management
The present article is supposed to describe the research design of the process management survey which was carried out by the Institute for General Management and Organization, Graz University of Technology, in summer 2008.
The study surveyed Austrian corporations operating in metal and machinery industry with at least 50 employees. Firms were selected randomly and for [...]
Business Process Management Conference Europe 2010
The Business Process Management Conference Europe 2010 will take place in London from the 27th to the 29th of September 2010. Interesting case studies – such as from Rolls Royce, Deutsche Bank, and adidas Group – are announced. For further details, please visit the conference website at http://www.irmuk.co.uk/bpm2010.
The Characteristics of Process Orientation. Part 8: People and Skills
In a process-oriented firm, people who execute the processes need to have appropriate skills and knowledge. Furthermore, knowledge of certain process improvement, process redesign and change management techniques have to be present.
Do process workers have detailed knowledge of how their process is executed? Process performers must have appropriate knowledge of how to execute the process, [...]
The Characteristics of Process Orientation. Part 7: Corporate Culture
Process orientation is also a matter of enterprise culture. The real problems when implementing the process orientation approach are of a cultural nature (Hinterhuber, 1995). The cultural fit is an important issue since people and processes must combine to produce output (Armistead and Machin, 1997). Only a culture based on teamwork, willingness to change, customer [...]
The Characteristics of Process Orientation. Part 6: Process-Oriented HR-Systems
Human resources systems have to support the process approach (Hammer, 2007). In a process-oriented enterprise, the process design should drive job descriptions. Also, incentive systems should be implemented which emphasize the process’ needs.
Job descriptions based on process design: The process’ design should drive role definitions, job descriptions and competency profiles.
Reward systems (incentive systems) that emphasize [...]
The Effects of Process Orientation on Customer Satisfaction, Product Quality and Time-Based Performance
This article is a brief summary of the paper “The Effects of Process Orientation on Customer Satisfaction, Product Quality and Time-Based Performance” by Kohlbacher M., presented at the 29th Annual International Conference of the Strategic Management Society in Washington D.C., October 2009 (http://dc.strategicmanagement.net). The work focuses on the question whether there is a positive relationship [...]
The Characteristics of Process Orientation. Part 5: Process-Oriented Organizational Structure
“Structure follows process”: In the process approach, it is the process which comes to the fore, and not the existing organizational structure (Becker et al., 2004). A process-oriented organization has adapted its structure to the process view. Several authors stress that the organizational structure should be aligned with the organization’s business processes (Schantin, 2004; Suter, [...]
The Perceived Effects of Business Process Management
This article is a brief summary of the paper “The Perceived Effects of Business Process Management” by Kohlbacher M., presented at the IEEE International Conference in Toronto, September 26-27, 2009 (TIC-STH 2009).
The paper empirically explores the outcomes of business process management by conducting interviews with a total of 44 process-oriented firms. Organizations were asked [...]