Business Process Management and change management

Today organizations are traditionally engaged in change, especially to react to the dynamic environment, dominated by extreme competition, increasing customer needs and the extraordinary technologies-introduction rate. Particularly, in order to reach a sustainable competitive advantage, the literature has focused on ambidexterity as one of the most important theoretical concepts related to organization performance. Ambidexterity is the ability to reach an efficient equilibrium between exploration, or innovation-related activities, and exploitation, or refinement-related activities. The purpose of setting a change in strategy     is important to shift with the needs of customers an d to stay ahead in market competition. Must be able to adjust quickly and shift focuses at any time.

            Due process is the means by which ethical constraints are placed on administrative decision-making. I have developed a model of variation in due process and use this model to explore the implementation of ‘‘due process’’ norms by three standard-setting bodies. It is about setting standards that create processes that help reach goals and bottom line.

References:

Binci, D., Belisari, S., & Appolloni, A. (2019). BPM and change management. Business Process Management Journal, 26(1), 1-23. 

Richardson, A. J. (2008). Due process and standard-setting: An analysis of due process in three canadian accounting and auditing standard-setting bodies: JBE JBE. Journal of Business Ethics, 81(3), 679-696. 

Business process versus coordination process

Managers today have to deal with organization hierarchy, department isolation, poor coordination, and limited communication. Due to the organization process being difficult at the time it makes it hard for management to get things done (Garvin, 1998). Kim Hee-Woong stated that the lack of organization within an organization can create a poor performance which in turn will cause coordination costs to go up. Successfully implementing the organization process requires numerous dependencies as well as identifying the elements affecting the process. Implementing a Process Handbook (PH) would show the business process and how resources are allocated. This will assist with the organization's processes and procedures becoming a part of the organization's success (Hee-Woong, K., 2000).

As organization process change Leadership should encourage and motivate staff during the change by implementing fair procedures as well. This would mean creating an organization identity that influences staff and customers. This can be done by including staff in the process from beginning to end. Including staff in the process will ensure Leadership gets a full view of whether or not the process will benefit management only or the organization as a whole (Tyler, T. R., & De Cremer, D. (2005).

I definitely agree that many businesses deal with “organizational hierarchy, poor coordination, department isolation as well as limited communication”.  The combination could be devastating to any business if not corrected.  Performance and productivity would suffer, employee morale would deteriorate and there would be an increase in employee turnover.  When communication is lacking, employee’s actions will most likely result in unmet expectations and passion and motivation will be non-existent.

The role of leadership not only is to encourage and motivate staff but should also be able to delegate responsibilities and lead by example.  This will create a sense of direction and will inspire personnel to work to their potential.

References

Garvin, D. (1998, July 15). Massachusetts Technology. Retrieved from The Processes of Organization and Management: https://sloanreview.mit.edu/article/the-processes-of-organization-and-management/

Hee-Woong, K. (2000). Business process versus coordination process in organizational change. International Journal of Flexible Manufacturing Systems, 12(4), 275-290. 

Tyler, T. R., & De Cremer, D. (2005). Process-based leadership: Fair procedures and reactions to organizational change. Leadership Quarterly, 16(4), 529-545. 

Business Process Management

Business processing management is a tool that organizations use to analyze their process from end to end and modeling how it works in different scenarios (Rouse, 2011). It is a very important tool that helps to retain customers’ satisfaction and improve work process and make smoothly running. One business process in the pharmaceutical industry that does not have a work flow diagram in the line clearance activities in which a quality assurance (QA) inspector must give a permission to start the manufacturing process after checking some requirements like the cleanliness of the area, temperature and pressure and other requirements and this activity is called line clearance.

The problem with the previous with previously mentioned process is that QA inspectors are not available all the time and this could lead to a delay in the manufacturing process. So, it is better to make the line clearance activity a responsibility of the production supervisor as he is available all the time and QA inspector can come whenever he is available to check the area again to make sure it meets the requirements. One concern in this situation is that there is an increased chance of mistakes if QA is not involved in the line clearance so I suggest that to create a checklist of all the requirements and the production supervisor follow this list and when the QA inspector is available he verify that the list has been filled and signed by the supervisor.

Reference:

-  Margaret, Rouse (2011). business process management (BPM). Retrieved from: https://searchcio.techtarget.com/definition/business-process-management