Benchmarking performance management systems

The Balanced Scorecard and associated performance management approaches, has become a widely practiced and popular management reporting method in recent times. Moreover, enabling technology, which assists in the delivery and personalisation of corporate performance information, is having a deeper and more rapid impact than ever before. This paper presents a brief comparative benchmarking study of leading enterprise performance management systems. Also, the author discusses the merits of bespoke internet technology development and out-of-the-box portal functionalities. An analysis of key business drivers and implementation risks of such approaches is highlighted via a case study example, and concludes the paper

Human resource development in construction organisations: an example of a 'chaordic' learning organisation?

Purpose/ Methodology/Approach The concept of the Learning Organisation (LO) is associated with an advanced approach to Human Resource Development (HRD) characterised by an ethos of self-responsibility and self-development. The learning climate that this engenders is supported by temporary organisational structures responsive to environmental change. This paper presents case study research of the HRD strategy, policy and practice of a large UK-based construction contractor in relation to the concept of LO. Findings The analysis suggests that the organisational project-based structure and informal culture combine to form a ‘chaordic LO’. A ‘Chaordic enterprise’ comprises a complex organisation that operates in a non-linear dynamic environment. However, it appears that this approach has evolved unintentionally rather than as a result of targeted Strategic Human Resource Management (SHRM) policies, which in turn reflects a genuine commitment to advanced HRD. Originality/value of paper The findings render previous assertions that the industry fails to invest in its employees highly questionable. They suggest a need for further research to reveal how such approaches can be captured in replicate in the future

Lean Six Sigma in Cameron Sense Examining improvement management in a highly technical environment for removing waste, defects and unwanted variations.

Masteroppgave økonomi og administrasjon- Universitetet i Agder, 2015(Konfidensiell til/confidential until 01.07.2020

The social practice of co-evolving strategy and structure to realize mandated radical change

Our paper shows how actions by senior, middle and frontline managers co-evolve strategy and structure in order to realize a mandated radical change. Alignment between strategy and structure has been considered critical since Chandler’s (1962) study showing that a divisional structure enabled firms with a diversification strategy to dominate the competitive environment. Radical change, a rapid and simultaneous, discontinuous shift in the firm’s strategic orientation, such as its products, markets, and ways of competing, and in its associated organizational activities (Tushman & Romanelli 1985), is a particularly critical point in the alignment of strategy and structure. It is a time when the two move together rapidly and simultaneously (Mintzberg, 1990), disrupting the existing strategy-structure alignment (e.g. Amis et al, 2004; Tushman & Romanelli, 1985), with potentially damaging implications for organizational performance (Gulati & Puranam, 2009). Yet few studies discuss how strategy and structure change together over time (Mintzberg, 1990). Rather, most studies examine the unintended consequences of radical change, such as lags between strategic and structural change (Amburgey & Dacin, 1994; Greenwood & Hinings, 1988), oscillations of strategy and structure (Amis et al, 2004; Greenwood & Hinings, 1993), and structural reversals of strategic change (Mantere et al, 2012)

Responding to competing strategic demands: How organizing, belonging, and performing paradoxes coevolve

This article develops an empirically grounded process model of how managers in organizations respond to coexisting paradoxical tensions. With a longitudinal real-time study, we examine how a telecommunications firm copes with an organizing paradox between market and regulatory demands and how this paradox influences belonging and performing paradoxes for managers. These paradoxes coevolve over time as managers shift from defensive responses that attempt to circumvent paradox to active responses that accept and work within paradox. Our process model clarifies the recursive relationship between different kinds of paradox, the cumulative impact of responses to paradox over time, and the way that responses to paradox become embedded in organizational structures

Creating learning solutions for executive education programs

Executive education is both a growing and increasingly competitive industry. The traditional business school, once a dominant player in this space, now faces competition from sophisticated and focused consultants and for-profit training specialists offering a variety of face-to-face and on-line instructional vehicles. An abiding question has become ever more prevalent for business schools – are executive education clients getting meaningful, long-term value for their significant investments? Demonstrating value and building capabilities is different for a generic, open enrolment course than for a custom program. This paper proposes a solutions-based approach to the development and implementation of customized executive programs, arguing that the tailored customer focus and the operational rigor of a solutions perspective leads to sustainable and measurable client value both at the individual and corporate level. A case study involving a global high technology company is used to demonstrate the steps required to apply a solutions roadmap. The results show that a solutions approach – carefully and collaboratively undertaken in selected settings – can provide considerable benefits to both client and provider. Further research is proposed to validate and develop the learning points

Organizational Structure for Electronic Commerce: A Qualitative Investigation

Business model and technology seem to be the mantra for companies, especially dot.com start-ups, entering e-commerce. In the hurry to be quickly functional in the e-economy, many appear to be ignoring critical factors such as organizational structure. Only a few seem to recognize the need to examine if their structure and arrangements are appropriate for e-commerce. This paper examines the issue of organizational structure for e-commerce. It discusses the findings of a qualitative study of 10 e-commerce companies in Singapore. The research concludes that though the conventional functional structure appears to be also the current norm for e-commerce organizations, the appropriateness of the matrix structure for e-commerce has been recognized and companies are starting on this route

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