Managing Organizational process
This article focuses on how organization processes vary from industry to industry and how practitioners across the various markets created simple structured framework so that these processes could be individualized. The authors of the journal also believe the literature that is available on managing processes offers many different methods on how to manage all processes. A vital part of the article discusses how the organizational information-processing theory is used to analytically develop an innovative, classification model based on theories for organizational processes. “We validate this model using survey data from 141 process practitioners of a global corporation” (2018). Market leading companies often highlight and enact different processes. The processes used to service a customer is dissimilar in various ways from the processes of granting an employee paid time off. Naturally, these two processes are different at least in terms of value creation, intricacy, and variety. The article also speaks to how practitioners understand that all processes are not as important as other processes. For example, the product-process matrix suggests that there are four options (job shop, batch, assembly line, and continuous flow) available when structuring manufacturing processes. These options differ by how difficult the job is, elasticity, and effectiveness. Another widely used process outlines include the value chain model by Porter. I believe that identifying the critical processes that will eventually lead to either one solution or multiple solutions using the five process dimensions. The information in this article will definitely help me with researching the second course outcome of the MT490 Bachelors Internship in Management.
Zelt, S., Recker, J., Schmiedel, T., & Brocke, J. V. (2018). Development and validation of an instrument to measure and manage organizational process variety. Plos One,13(10). doi:10.1371/journal.pone.0206198