Summary
Using a case study approach, Klara Palmberg (93) attempted to provide a detailed description of the experiences that organizations undergo when implementing process management. In her study, Palmbergâs aim was to explore and describe the particular issues that organizations experience when attempting to implement process management, which includes organizational implications, handling of the relationships between the organization and process perspective as well as the roles of individuals, teams, and the management (Palmberg 94).
The researcher wanted to address the research problem arising from the scarcity of knowledge regarding the diversity of problems and issues that organizations are increasingly facing when attempting to implement and apply process management. To address this research problem, the researcher used a multiple-case study approach to examine three organizations in Sweden that have implemented and used process management.
The researcher used a qualitative design for the study with an aim of providing an in-depth description of the phenomenon in its real-life context. Qualitative data were obtained through semi-structured interviews, which were conducted within the three organizations. Managers responsible for coordinating and directing process management in the organizations as well as their employees involved in the work were interviewed.
The researcher found that organizations that have implemented process management achieve their goals when functional and process structures of an organization exist together in order to create a constructive dynamic. In addition, the researcher concludes that the empirical description as well as the analysis of how organizations implement process management is important in developing knowledge and understanding, which helps managers, their employees, and researchers in developing effective strategies.
Key Learning Points
The article provides a detailed explanation of the idea of process management, its implementation, and the issues that arise during the implementation within an organization. Within this context, the author highlights and describes a number of key learning points important in management courses.
First, the author provides a detailed explanation of process management. According to the author, process management is an umbrella that encompasses a number of management models, including Six Sigma, Lean, and quality management. A review of relevant literature has revealed that most large organizations in Sweden and other parts of the world have been applying process management as part of the overall management.
However, a number of issues have been noted. For instance, the review of the literature reveals that the expectations for good results are often high, but the organizations find that the implementation of process management is difficult and demanding. In particular, small organizations perceive the implementation work to be problematic. Thus, a good definition of process management is needed to ensure that organizations know the specifics of the process and the work required to implement it. In this case, the author states that organizations need to consider some specific issues when implementing process management.
They must define the purpose of implementing process management and the expected results. They must also consider how the implementation procedure affects the organization’s ability to drive improvement. Moreover, the effects that individuals experience when implementing process management should be defined. It is also worth examining and describing how the implementation procedure affects organizational structures, roles, and responsibilities.
The author notes that a common definition of process and process management has not been developed. However, it is generally agreed that the term process refers to the horizontal sequence of activities that are involved in transforming needs or inputs to results or outputs in order to meet the needs of the stakeholders or clients. Moreover, the term ‘process management refers to the structured and systematic approach used for analyzing and improving the process in a continuous manner. In addition, it refers to the holistic manner used to manage a business and all its aspects as well as a valuable perspective for adopting in determining the effectiveness of a business.
Thirdly, the purpose of implementing process management and the expected results have been identified in the study. This is a key area of learning in the article. In this case, the author has developed a comprehensive analysis of the previous works in order to present the actual purposes of implementing process management in an organization. The author notes that process management and its implementation in an organization have a number of purposes.
For instance, it is used to remove or reduce barriers that prohibit good relationships between groups in an organization as well as those that prevent bonding the organization together. The author also notes that process management is effective in controlling and improving organizational processes and improving the quality of an organization’s products and services. Moreover, process management has been used to identify the opportunities needed to outsource and use technology in supporting the business.
Another important area of learning highlighted in the article is the results of implementing process management. Various studies have shown that process management increases output per employee, reduces cycle time, and enhances the quality of products. In addition, process management enhances cooperation, communication, customer orientation, and learning abilities within an organization.
Finally, the author has highlighted the organizationâs expectations and aims when implementing process management.
Relevant Statements to the Session
- The idea of process management originates from the models developed in the 1930s to improve an organizational process, enhance the quality of products and improve relationships between the company and clients or stakeholders.
- Process management is an umbrella that encompasses a number of management models such as the Six Sigma, Lean, and quality management
- The term âprocessâ refers to the horizontal sequence of activities that are involved in transforming needs or inputs to results or outputs in order to meet the needs of the stakeholders or clients.
- The term ‘process management refers to the structured and systematic approach used in analyzing and improving the process in a continuous manner. It also refers to the holistic manner used to manage a business and all its aspects as well as a valuable perspective for adopting in determining the effectiveness of a business.
- The process management implementation has a number of purposes. It is used to remove or reduce the barrier to good relationships between groups in an organization. It is effective in controlling and improving organizational processes and improving the quality of an organization’s products and services.
- Process management increases output per employee reduces cycle time and enhances the quality of products. It enhances cooperation, communication, customer orientation, and learning abilities within an organization.
Critical Analysis
In research, providing an abstract of an article is an important part of reporting the findings of a study. It provides the readers with a brief summary of the entire article, which allows them to familiarize themselves with the topic or issue being studied. In this article, the author has provided a short but detailed abstract that makes the reader obtain a good understanding of the issue under discussion. In particular, the author has followed the conventional standards of developing an abstract by dividing it into separate sections in order to describe the purpose, methodology, findings, and conclusion in different paragraphs. The abstract provides a concise overview of the research, identified the research problem, and outlines the methods and recommendations.
Within the introduction part of an article, the author should provide a detailed analysis of the issue being studied in order to identify a gap in knowledge being addressed. Theoretically, the identification of a study problem must result from an in-depth search of the existing literature and analysis of the background to the phenomenon. In this case, Palmberg has reviewed the issues related to the implementation of process management in organizations.
The author notes that despite the application of process management in most contemporary organizations, a good understanding of the lived experience that the managers and employees undergo when implementing the model is lacking. Conceptually, this is a valid argument because studies have shown that the implementation of process management is a difficult task that affects organizations and the people involved.
The identification of research aims, purpose, and questions is an important aspect of any research study. It shows why the study is done and what it is seeking to address. In this study, Palmberg has provided a clear purpose of the study. The author aims at exploring and describing the organizational implications that arise when an organization is implementing process management.
A study rationale provides the justification of the research. It shows the logic of doing the research. In this case, the researcher has not provided a clear rationale for the study. In fact, the researcher has not provided a proper justification for the study. Nevertheless, it is worth noting that a comprehensive introduction has shown that the previous studies have not filled the research gap because none of them has attempted to describe the lived experiences of the process managers and their employees when implementing process management.
The definition of key concepts is an important aspect of a study because it provides the background of the research and the problem being addressed. In this study, the researcher has defined a number of key concepts such as process, process management, organizational structures, process maturity models, and the roles of managers and employees.
In relation to the topic, I tend to agree with a number of findings that the researcher has made. For instance, it is quite true to say that the idea of process management seems to be an advantage to the organization and its stakeholders, but it has a number of implications affecting the organization, the managers, and the employees (Van Der Aalst, Ter Hofstede and Weske 6). The author notes that managers and employees have trouble when implementing process management. For instance, the expectations of the stakeholders are unreasonably high, yet the work involved in implementing process management is difficult and demanding. This is true because most organizations tend to establish high hopes when implementing process management and fail to consider the difficulties involved.
Secondly, I agree with the researcher that describing and analyzing the implementation of process management is an important task because it contributes to the knowledge and understanding of the procedure in an organization (Van Der Aalst, Ter Hofstede, and Weske 6). The validity of this argument is based on the existing need for a proper understanding of process management and its implications, which organizational managers and stakeholders lack. To avoid the problems experienced by the process managers and their employees, it is important for all the stakeholders and managers in an organization to note that process management has a number of disadvantages and implications on the organization (Van Der Aalst, Ter Hofstede and Weske 6).
Thirdly, it is quite true to say that the co-existence of functional perspective and a process arises when process management is implemented. In particular, the functional and process structures must exist together for the organization to achieve its objectives. It is evident that problems arise when an organization decides to do away with a functional process and replace it with process management.
Practical Implications
In practice, organizations tend to achieve enhanced production and performance when process management is implemented. However, it is important to consider the experiences that the employees and process managers involved in the implementation undergo. I would apply this subject matter when deciding the type of process management to be involved in and the expectations therein. In particular, the article raises the issue of the experiences of the individuals who are expected to drive the implementation. It is important to work closely with these individuals in order to determine their needs, roles, and functions.
In this way, it is possible to reduce the problems that occur when implementing process management in an organization, including its impact on organizational structure, job realignment, and conflicts between the involved individuals.
Learning Reflections
I have learned that despite the perceived advantages of implementing process management in an organization, some practical problems and issues affect those who are responsible for the procedure. In particular, the article has shown that the perception of the stakeholders is that the process automatically leads to enhanced performance and enhancement of the products and services. However, I have learned that implementing process management requires an intensive analysis of the process and a description of the possible problems and implications. It is important to analyze and define the responsibilities of the individuals involved before implementing process management.
Works Cited
Palmberg, Klara. âExperiences of implementing process management: a multiple-case studyâ. Business Process Management Journal, 16.1 (2010): 93-113. Print.
Van Der Aalst, Wil MP, Arthur HM Ter Hofstede and Mathias Weske. “Business process management: A survey.” Business process management. Springer Berlin Heidelberg, 4.2 (2003): 1-12. Print.