Process-based Organization Design Model: Theoretical Review and Model Conceptualization

The complexity of today's business world is translated into complexity of the company's organization design (Galbraith, 2002). Organizations are forced to quickly adapt to emerging complexity if they want to survive. The change is addressing all areas of business, especially questioning organizational effectiveness and trying to find optimal solutions for doing business. In accordance with requirements, competitive trends are pushing executives to rethink traditional design configurations. Factors such as increased competition in cost, quality and service, and technical change have forced companies not only to seek out new ways of doing old tasks, but also new ways of organizing either old or new tasks (Cross, 1990). Such focus on the flow of work within organizations, but as well as between them, is emphasizing process orientation as a new management paradigm. Inefficiencies of the two most commonly present structures – functional and divisional, in addition to emerging business trends, place the emphasis on a process-based organization as one of the possible solutions. The process-based organization is lead by the process paradigm, which is focused on the horizontal view of business activities and alignment of organizational systems towards business processes. Regardless of a large interest on business processes, existing organization design theory offers only general guidelines for process-based organizations or more precisely, a process-based organization design model. Consequently, the purpose of the paper is to demystify process-based organization design model. By clearly distinguishing between different levels of process orientation, and by addressing characteristics of the chosen model the paper will lead to better understanding of this way of organizing. Eventually, an operationalized model of process-based organization is developed. Furthermore, the paper elaborates on differences between process-based and other organizational structures and philosophies (e.g. functional, product, matrix, project, team-based). Besides structural elements, which will be in the primary focus, the paper will discuss the alignment of all other important organization design elements for process environment (e.g., management style, reward systems, performance metrics, people practices, organizational culture, etc.). There would be proposed necessary adjustments of organizational elements which should be aligned with the process-based structural solution. In such way, some of the blind spots of process-based organization design model would be revealed, providing practical implications for its implementation and ultimately, offering solution for rising business complexity.organization design, process-based organization, process-based organization design model, business processes

Process-based Organization Design Model: Theoretical Review and Model Conceptualization

The complexity of today\u27s business world is translated into complexity of the company\u27s organization design (Galbraith, 2002). Organizations are forced to quickly adapt to emerging complexity if they want to survive. The change is addressing all areas of business, especially questioning organizational effectiveness and trying to find optimal solutions for doing business. In accordance with requirements, competitive trends are pushing executives to rethink traditional design configurations. Factors such as increased competition in cost, quality and service, and technical change have forced companies not only to seek out new ways of doing old tasks, but also new ways of organizing either old or new tasks (Cross, 1990). Such focus on the flow of work within organizations, but as well as between them, is emphasizing process orientation as a new management paradigm. Inefficiencies of the two most commonly present structures – functional and divisional, in addition to emerging business trends, place the emphasis on a process-based organization as one of the possible solutions. The process-based organization is lead by the process paradigm, which is focused on the horizontal view of business activities and alignment of organizational systems towards business processes. Regardless of a large interest on business processes, existing organization design theory offers only general guidelines for process-based organizations or more precisely, a process-based organization design model. Consequently, the purpose of the paper is to demystify process-based organization design model. By clearly distinguishing between different levels of process orientation, and by addressing characteristics of the chosen model the paper will lead to better understanding of this way of organizing. Eventually, an operationalized model of process-based organization is developed. Furthermore, the paper elaborates on differences between process-based and other organizational structures and philosophies (e.g. functional, product, matrix, project, team-based). Besides structural elements, which will be in the primary focus, the paper will discuss the alignment of all other important organization design elements for process environment (e.g., management style, reward systems, performance metrics, people practices, organizational culture, etc.). There would be proposed necessary adjustments of organizational elements which should be aligned with the process-based structural solution. In such way, some of the blind spots of process-based organization design model would be revealed, providing practical implications for its implementation and ultimately, offering solution for rising business complexity

Business process orientation (BPO) - a case study of a Canadian firm

The first part of this project study is to identify all the processes in the engineering procurement and construction (EPC) organization, with a detail view of how all disciplines interrelate to accomplish an objective of producing an engineering deliverable. Most of the activities involved input from various technical and business units of the organization or even third party supplier or vendor which is external to the organization. The process involves lots of activity mapping between related departments through detailed investigation of the relationship between process operations and the locations of resources made available in the organizational structure and hierarchy of the EPC. The second part of the project was an attempt to identify the root causes of the problems occurred and its impact on project duration and then finding possible solutions to eliminate similar problems in future. The study is based on the data and information retrieved from the projects completed in the past. The study indicated required manpower shortage, lack of required core skills among personnel hired, delayed payments on invoices led to project delays and increased cost of project execution. --Leaf ii.The original print copy of this thesis may be available here: http://wizard.unbc.ca/record=b195054

Linking Flexible-Dynamic Team Structures through Distributed Leadership: A Qualitative Evaluation with Single Design Case Approach and Application of Roster Method

Fierce competition in every sector has forced companies to re-design their structures towards being more customer-focused, faster and more responsive. In this vein, there is rising dominance of flexible-dynamic team structures in organizations and these teams are, most of the times, self-managed. Among these team structures, leadership characteristics are not only observed in official team leaders but such characteristics are distributed among team members. The concept of "leading without leaders" has gained scholarly interest and in this paper, aim is to evaluate and combine constructs of distributed leadership and flexible-dynamic team structures within a single design case approach. Local division of a multinational company that operates in luxury cosmetics sector is selected. In-depth interviews were conducted at the company site, and flexible-dynamic team structures were examined in detail. As a second tool, Roster method is applied to see existence and strength of distributed leadership among different departments. Findings supported that organizational structure of this company has become more flexible-dynamic with distributed leadership characteristics seen across all departments. These findings were significant because our selected company entered into Turkey market twice and the second entry has been operationally successful. Arguments are offered regarding differences between two periods and further implications are suggested in relation to adoption of a new and more responsive company structure. Structural changes between two periods constituted the focal point of this research

Réutilisation des processus d'affaires pour le développement de systèmes d'information

Mémoire numérisé par la Direction des bibliothèques de l'Université de Montréal

A maturidade da estrutura organizacional e dos processos como direcionadores do desempenho

A presente pesquisa tem como seus principais objetivos: analisar a relação entre os graus de maturidade da estrutura e dos processos organizacionais no desempenho (visão interna) e avaliar o impacto do desempenho (visão interna) no desempenho (visão externa). Visa ainda contribuir com a literatura no sentido de testar, empiricamente, se as relações enunciadas e que dão suporte ao objetivo proposto são confirmadas. Para a realização da pesquisa utilizou-se a base de dados da Associação Internacional de Profissionais de BPM do Brasil, com os questionários enviados eletronicamente. A análise dos dados foi feita principalmente por meio do software Smart-PLS, para equações estruturais (SEM). Os principais achados da pesquisa indicam que a maturidade dos processos (BPM) e a maturidade da estrutura (BPO) impactam positivamente o desempenho (visão interna), confirmando-se assim as argumentações apresentadas na literatura disponível sobre o tema. De forma complementar, foi observado que a magnitude do impacto dos processos é maior que a magnitude do impacto da estrutura. Também foi notado que o desempenho (visão interna) impacta positivamente o desempenho (visão externa).This research has as its main objectives: to analyze the relationship between the degree of maturity of the structure and the organizational processes in the performance (insight) and to assess the impact of the performance (insight) on the performance (external view). It also aims to contribute to the literature in order to test empirically if the listed relationships, that support the proposed objectives, are confirmed. For the research, the database of the International Association of BPM Professionals in Brazil has been used, with the questionnaires sent electronically. Data analysis was done mainly by the Smart-PLS software for structural equations (SEM). The main findings of the survey indicate that the maturity of processes (BPM) and the maturity structure (BPO) positively impact the performance (insight), thus confirming the arguments presented in the available literature on the subject. Complementarily, it has been observed that the magnitude of the processes impact is bigger than the magnitude of the structure impact. It was also noticed that the performance (insight) positively impacts the performance (external view).CAPE

Coordinación de inventarios en una cadena de suministro a través de épocas comunes de resurtido bajo demanda dinámica considerando diversos modos de transporte y diferentes políticas de descuento en los precios de los productos y en las tarifas de tr

La administración eficiente de la cadena de suministro requiere la integración de diversas actividades logísticas. En particular, beneficios importantes incluyendo reducción de costes y mejoras en el nivel de servicio se pueden lograr coordinando las actividades de transporte y de administración de los inventarios. En esa dirección, se formularon tres modelos de optimización bicriterio (coste y nivel de servicio) que consideran simultáneamente la selección del modo de transporte y define la política de inventario cuando la demanda es determinista y variable en el tiempo. Un modelo está propuesto en el contexto no coordinado y dos están basados en la estrategia de coordinación Épocas Comunes de Resurtido; los modelos asumen un solo proveedor que abastece diferentes productos, utilizando tres modos de transporte (rápido, medio y lento) a un solo cliente. Se construyen las fronteras de eficiencia para los dos modelos coordinados basado en los términos del comercio internacional (Incoterms) ExWork (ExW) y Duty Delivery Paid (DDP). Para ilustrar la aplicabilidad del modelo, se considera un caso de estudio específico en el sector de la automoción.Jiménez Sánchez, JE. (2006). Coordinación de inventarios en una cadena de suministro a través de épocas comunes de resurtido bajo demanda dinámica considerando diversos modos de transporte y diferentes políticas de descuento en los precios de los productos y en las tarifas de tr [Tesis doctoral no publicada]. Universitat Politècnica de València. https://doi.org/10.4995/Thesis/10251/1906Palanci

A transformational organisational framework for improving Iraqi quasi-governmental construction companies’ performance

Rising globalisation, the liberalisation of international trade and rapid technological development over the last two decades have subjected the business environment to rapid, dynamic change. In the face of such change, seminal researchers and business leaders have reached a conclusion that Business Process (BP) is the core of an organisation. Thus, in order to survive, grow, and stay ahead of the competition in today’s turbulent environment, organisations need to mainly focus on improving their business processes. Similarly, the Iraqi business environment, after the 2003 conflict, have been subject to profound change influenced by the radical changes to Iraq’s political and economic systems. These changes have directly impacted on Iraqi Quasi-Governmental Construction Companies (IQGCCs) where, after decades of domination over most publicly funded construction contracts, these companies face now fierce competition from in excess of 3,500 local and international private firms. As a result, IQGCCs have subsequently struggled to both win contracts and generate profit and the majority have incurred substantial financial losses, becoming unsustainable burdens on the national budget. Although the Iraqi government has attempted to reform the performance of these companies, most of these efforts have ended in their recapitalisation, rather than the identification and resolution of their problems. Accordingly, through employing Business Process Management (BPM) as a comprehensive and widely used approach to increase BP’s principles in an organisation, this research aims to synthesise a transformational organisational framework to address the challenges emanating from current practice within IQGCCs with the view to determining a step change improvement that could ultimately enhance their bottom line performances. To achieve this aim, an exploratory study, which comprised three companies selected from IQGCCs as case studies, was conducted with the aim of mapping and examining the current operational processes employed by these companies and pinpointing the main challenges existing in these processes. Thereafter, a series of semi-structured interviews were carried out with ten experts selected from various management levels of three IQGCCs in order to test the applicability of the theoretical framework developed from the literature to address the challenges inherent in the IQGCCs’ processes. Based on the experts’ responses, the theoretical framework was refined and then further validated through four more semi-structured interviews to produce the final recommended transformational organisational framework for IQGCCs. The study empirically uncovered a number of challenges and impediments inherent in the IQGCCs’ current practices that need to be overcome if their performances are to be enhanced. Many reasons were also identified and grouped together as underpinning causes of the current challenges and barriers to efficiency. The study also showed that the IQGCCs could solve most of the identified challenges through shifting their focus from a traditional functional orientation to a business process orientation. To facilitate this, the study produced a transformational organisational framework that acts as a roadmap to streamline and continuously improve Iraqi QGCCs’ core business processes and, ultimately, institute the business process’ principles within these companies