Process management is becoming an essential part of contemporary organizations in all industries. However, many organizations experience problems during the implementation of a…
Abstract
Purpose
Process management is becoming an essential part of contemporary organizations in all industries. However, many organizations experience problems during the implementation of a process management approach. The purpose of this paper is to explore and describe the organizational implications when implementing process management, how to handle the relationship between the functional organization and a process perspective, and the roles of managers, teams, and individuals.
Design/methodology/approach
A multiple‐case study approach is used to get an extensive picture of and analyze how three Swedish organizations have worked with process management.
Findings
The studied organizations have introduced a process management structure into their functional organizational structure, including the introduction of new management positions such as process owners and process leaders. A discourse is identified in earlier research between those arguing for a full transformation from a functionally oriented to a fully process‐oriented organizational structure, and those promoting a more moderate transformation where a process management structure is “matrixed onto” the existing organization. The analysis could be interpreted as supporting the second line of reasoning, where the functional and process structures co‐exist in the organization, creating a constructive dynamic.
Originality/value
The paper provides two major contributions. First, the empirical descriptions and analysis of implementing process management contribute to the knowledge and understanding among both practitioners and researchers. The second major contribution is the identified need of co‐existence of a process and functional perspective, and the implication that complexity is created rather than reduced in organizations.
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The purpose of this paper is to explore the concept of complex adaptive systems (CAS) from the perspective of managing organizations, to describe and explore the management…
Abstract
Purpose
The purpose of this paper is to explore the concept of complex adaptive systems (CAS) from the perspective of managing organizations, to describe and explore the management principles in a case study of an organization with unconventional ways of management and to present a tentative model for managing organizations as CAS – system management. There is a need for the development of knowledge, metaphors and language for management of the new forms of organizing, for example, value networks, which are evolving as a response to the increased demand for efficiency, flexibility and innovation.
Design/methodology/approach
The frame of reference is based on a literature review of the area of CAS and an inductive and interactive approach is used to identify the management principles in the case study.
Findings
A classification of the components of a CAS is suggested and described as properties of, and approaches for, managing CAS. The identified management principles in the case study are: a clearly formulated mission, delegation of responsibility and authority, diversity and competition, and follow‐up and feedback. As a result of analyzing the frame of reference and the case study, a tentative, conceptual model for managing organizations as CAS – system management – is presented including; metaphor, components and approaches.
Originality/value
The case study contributes to the empirical body of knowledge of organizing and management. The tentative model is a contribution to the ongoing discussion about managing organizations as CAS.
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Process management has been around for a long time, but unlike that of many other management trends, the interest in process management has remained high. The starting point for…
Abstract
Purpose
Process management has been around for a long time, but unlike that of many other management trends, the interest in process management has remained high. The starting point for the study was the idea that the lack of well‐established conceptual models and definitions of process management play a role in the challenge and difficulty facing organizations when trying to manage their processes on a strategic level. The purpose of the study was to explore whether there really are some existing widespread and common models and definitions for process management in the literature? The aim of this paper is to describe and explore the findings from the study.
Design/methodology/approach
A structured literature review is used to identify contemporary models and definitions for process management.
Findings
There are several descriptions and definitions of process management presented in the literature, but none that seems to be really widespread and well‐established. However, the analysis indicate two different movements: process management for single process improvement; and process management for system management. The results from the literature review are summarized in an aggregated model of existing descriptions of process management. The varying purposes of working with process management demonstrate a diverse need for both movements. Still, the focus of a majority of the identified tools and approaches for process management is to contribute to the more mechanistic movement, the first, of systematically improving single processes.
Originality/value
The paper provides a literature review, the identification of two different movements within process management and presents an aggregated model of existing descriptions of process management. Implications of the findings on process management in organizations are discussed and further research suggested.
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Klara Palmberg and Rickard Garvare
The purpose of this paper is to describe how Agria Animal Insurance Sweden (Agria) has organised its quality‐related work through a sustained and systematic focus on basic…
Abstract
Purpose
The purpose of this paper is to describe how Agria Animal Insurance Sweden (Agria) has organised its quality‐related work through a sustained and systematic focus on basic elements of quality management such as value focused leadership, employee involvement, process management and control, customer focus, and continuous improvement.
Design/methodology/approach
The study has been based on interviews, document studies and action research. It is a single case study design with limited intentions of generalisation.
Findings
The analysis shows that the top management at Agria has been a strong driving force that has effectively united leaders at all levels as agents of change. Additional success factors have been the deployment of basic values, the “five always”, and the value focused leadership. Further on the company has succeeded in creating a cultural basis and structures for systematic work with improvements.
Practical implications
A way to address corporate culture in order to open up for a climate of micro improvements of practice within present routines is illustrated in this paper.
Originality/value
Agria could be considered an example for others to study and get inspired by when working with quality‐related issues.
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Mattias Elg, Klara Palmberg Broryd and Beata Kollberg
– The purpose of this study is to contribute to the knowledge base on how performance measurement drives improvements in healthcare practice.
Abstract
Purpose
The purpose of this study is to contribute to the knowledge base on how performance measurement drives improvements in healthcare practice.
Design/methodology/approach
The study is based on a single in-depth case study. The critical incident technique (CIT) has been applied in order to identify significant occurrences of performance measurement in terms of events, incidents, processes, and issues identified by respondents from the case organization. These critical incidents have been analysed and interpreted using a theoretical framework suggesting that performance measurement may be applied for exploratory or regulatory purposes as well as ad hoc or continuously in healthcare practice.
Findings
The study suggests that performance measurement may be a versatile method for driving improvement in healthcare organizations. Six types of activities directly or indirectly drive improvement in the clinical department: continuous follow-up in formal arenas and meetings; improvement work; professional efforts; goal deployment; reporting based on external demands; and creating awareness in everyday clinical work. Healthcare organizations that strive to practice performance measurement as a driver for improvement need to find infrastructures in which it is being integrated into the daily life of organizational healthcare practice.
Originality/value
The study provides an original account of the prerequisites and actions for driving improvement through performance measurement in a healthcare setting. Since the operations management perspective in healthcare is significantly lacking, the study offers a unique perspective which may be the basis for both practice development and further scholarly inquiry and theory development.
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Anton Sabella, Rami Kashou and Omar Omran
The purpose of this paper is to examine the extent of total quality management (TQM) practices implemented in Palestinian hospitals and their relationship to organizational…
Abstract
Purpose
The purpose of this paper is to examine the extent of total quality management (TQM) practices implemented in Palestinian hospitals and their relationship to organizational performance using the Malcolm Baldrige National Quality Award criteria.
Design/methodology/approach
A survey of 51 hospitals operating in the West Bank of Palestine was conducted in order to test the validity and reliability of TQM constructs and their relationship to organizational performance.
Findings
The results showed that TQM constructs used in this study are positively related to hospital performance and for the most part the relationship was significant; they were capable of explaining a significant portion of variance in performance. Three elements were found to be strongly significant predictors of performance- people management, process management, and information and analysis.
Research limitations/implications
Although hospitals operating in the Gaza Strip were excluded from the study, this research promotes critical management practices that help channeling organization resources into areas aimed at improving quality and performance.
Practical implications
The study showed that there are certain areas where administrators or managers need to focus on should they aspire for better performance. The constructs used in this study can be used to assess the implementation of quality practices and highlight areas for movement.
Originality/value
This paper provided practitioners, administrators, and academics with a fresh perspective on quality management practices and their impact on organizational performance. It also served as a foundation for future initiatives and programs aimed at improving quality in hospitals.