Process Management and Organizational Process Maturity: Economic and Non-Economic Organizations

ISBN-13: 9783030668020 / Angielski / Miękka / 2022 / 280 str.

Anna Kosieradzka; Katarzyna Rostek

Spis treści

Introduction

 

According to the study performed by ICAN Research for Macrologic SA4 in 2016, only every fifth Polish company decided to implement a process approach, which indicates low knowledge and low confidence in this management model. To confirm this thesis, we can also cite the 2017 Webcon and Computerworld study, in which as many as 30% of directors of Polish enterprises, employing over 250 people, claimed that they had no needs in the field of the process management. The remaining 70% of directors pointed to such main challenges and barriers to the process management (Kuchnio, 2017):

 the lack of staff and competences (34% of responses),

 the lack of support from the management for the organization perception through the processes

(20% of indications),

 the necessity to adapt processes to constant changes in the organization and its environment

(18% of responses),

 difficulty in proving the profitability of investments in the process reorganization (e.g. ROI values, 18% of indications),

 extensive and powerful hierarchical relationships in the area of knowledge, information and decision flows (so-called information silos, 18% of responses),

 high complexity of the structure of particular processes (15% of indications).

 

The above clearly shows that it is necessary to know the methods, techniques and tools supporting process management in the organization. It should be emphasized that the needs for this support largely depend on the type of organization. This monograph presents these issues in terms of economic organizations (production and service enterprises) and non-economic organizations (public administration). The proposed approach is based on adapted, four-stage Deming cycle, which delivers all key stages of the process's life cycle in the organization - from modeling to perfection, but also allows ongoing updating and adaptation to the ever-changing needs of the organization (Figure I.1). Process management in an organization has an impact on the improvement and development of whole organization, measured by process maturity models. This approach to process management allows to capture the problem from the perspective of the entire organization and its functioning on the market, and not just from restricted perspective within the organization.

 

Considering the research results, it should be stated that the barrier to the correct and complete implementation of process management in organizations is on the one hand the lack of competence and understanding on the part of the management, but on the other hand it is high complexity and multidimensionality of the issue. To meet these needs, this monograph presents and organizes concepts and problems in the field of process management, but also indicates supporting tools assigned to each of the four basic stages of the process life cycle.

The monograph highlights the possibilities, conditions and effects that can be obtained at the each stage of the adapted version of the PDCA cycle. At the same time, the combined approach in the field of production enterprises and public administration ensures the versatility of this approach and the possibility of its use in various types of organizations. The monograph ends with a presentation of selected models of the organization's process maturity as tools enabling objective and comparable measurement of development and process improvement from the point of view of different goals and expected effects.

The value of this monograph determines the comparison of two perspectives - economic and noneconomic, as well as the comprehensive view of process management through the prism of the improvement and development of the entire organization. The presented solutions, methods and approaches have been largely developed during the performs of research and R&D projects in which the authors have participated for several years. Therefore, the monograph has practical, theoretical and methodical value. It can provide support in the education and training processes for both students and practitioners, but it can also be an inspiration for further research for scientists dealing with the subject of process and organizational excellence.

1 Multi-faceted process management in organization

The purpose of this chapter is to introduce the issues of process management, as well as to present the complexity and multi-faceted nature of this problem.

1.1 Organization processes in classification approaches

This subchapter presents definitions and explains concepts related to the processes, based on current literature knowledge, with particular regard to:

 process definitions,

 review of various classification approaches along with the scope of their applicability.

1.2 Process management

This section presents definitions and explains concepts related to process management, based on current literature knowledge, with particular emphasis:

 definitions and relations to each other of the terms: process management, process approach, process orientation,

 multi-faceted perspective of process management.

1.3 Needs and challenges in process management

Based on literature knowledge and current literature research in this subchapter described such issues as:

 barriers and limitations in the implementation of process management in various types of organizations,

 needs and challenges with a clear distinction between production enterprises and public administration,

 indications and recommendations motivating the adoption of the PDCA cycle for the process management.

2 Process life cycle

The purpose of this chapter is to present the various approaches to process management in the organization described in the literature, research and practical applications. In the first subchapter their critical analysis is performed, while a new approach is presented in the second one, on which the layout of the entire monograph is constructed (Figure I.1).

2.1 Process life cycle management

Based on literature knowledge and literature research within this section is presented:

 review of applied methods and approaches in the scope of process life cycle management,

 critical analysis of the methods and approaches used, both in relation to the comprehensive and complete perceptions of the process, and in relation to various types of economic and noneconomic organizations (economic, social, organizational, human, and others criteria).

2.2 Adaptation of the PDCA cycle

This subchapter contains the author's approach to the process management, based on the adapted Deming cycle and the explanation of the division made to economic and non-economic organizations. The subchapter presents:

 management cycle of process development in the arrangement of four stages: modeling  implementation - verification - perfection,

 justification for the need for separate adaptation for economic and non-economic enterprises

(reference to the criteria in Chapter 2.1).

3 Process modeling

The objective of this chapter is to develop and detailing the description of the first stage of the adapted Deming cycle, i.e. the process modeling stage. The chapter indicates methods, techniques and tools supporting the modeling stage, matching them to the specifics of the organization - economic or non-economic. The chapter ends with comparisons of both organizational perspectives and the resulting recommendations.

3.1 Process modeling in production organizations

This subchapter presents theoretical and practical aspects of process modeling on the example of selected representatives of production organizations. The content of the subchapter is based on own and the literature research.

3.2 Process modeling in public administration

This subchapter presents theoretical and practical aspects of process modeling on the example of selected public administration units. The content of the subsection is based on own and the literature research.

3.3 Comparison and recommendations

The role of this subsection is to summarize two approaches to process modeling - in economic and non-economic organizations, to indicate the differences and similarities distinguishing them, and on this basis to develop recommendations useful for practitioners, managers and decision makers.

4 Process implementation

The objective of this chapter is to develop and detailing the description of the second stage of the adapted Deming cycle, i.e. the process implementation stage. The chapter indicates methods, techniques and tools supporting the modeling stage, matching them to the specifics of the organization - economic or non-economic. The chapter ends with comparisons of both organizational perspectives and the resulting recommendations.

4.1 Process implementation in production organizations

This subchapter presents theoretical and practical aspects of process implementation on the example of selected representatives of production organizations. The content of the subchapter is based on own and the literature research.

4.2 Process implementation in public administration

This subchapter presents theoretical and practical aspects of process implementation on the example of selected public administration units. The content of the subsection is based on own and the literature research.

4.3 Comparison and recommendations

The role of this subsection is to summarize two approaches to process implementation – in economic and non-economic organizations, to indicate the differences and similarities distinguishing them, and on this basis to develop recommendations useful for practitioners, managers and decision makers.

5 Process verification

The objective of this chapter is to develop and detailing the description of the third stage of the adapted Deming cycle, i.e. the process verification stage. The chapter indicates methods, techniques and tools supporting the modeling stage, matching them to the specifics of the organization - economic or non-economic. The chapter ends with comparisons of both organizational perspectives and the resulting recommendations.

5.1 Process verification in production organizations

This subchapter presents theoretical and practical aspects of process verification on the example of selected representatives of production organizations. The content of the subchapter is based on own and the literature research.

5.2 Process verification in public administration

This subchapter presents theoretical and practical aspects of process verification on the example of selected public administration units. The content of the subsection is based on own and the literature research.

5.3 Comparison and recommendations

The role of this subsection is to summarize two approaches to process verification - in economic and non-economic organizations, to indicate the differences and similarities distinguishing them, and on this basis to develop recommendations useful for practitioners, managers and decision makers.

6 Process perfection

The objective of this chapter is to develop and detailing the description of the fourth stage of the adapted Deming cycle, i.e. the process perfection stage. The chapter indicates methods, techniques and tools supporting the modeling stage, matching them to the specifics of the organization - economic or non-economic. The chapter ends with comparisons of both organizational perspectives and the resulting recommendations.

6.1 Process perfection in production organizations

This subchapter presents theoretical and practical aspects of process perfection on the example of selected representatives of production organizations. The content of the subchapter is based on own and the literature research.

6.2 Process perfection in public administration

This subchapter presents theoretical and practical aspects of process perfection on the example of selected public administration units. The content of the subsection is based on own and the literature research.

6.3 Comparison and recommendations

The role of this subsection is to summarize two approaches to process perfection - in economic and non-economic organizations, to indicate the differences and similarities distinguishing them, and on this basis to develop recommendations useful for practitioners, managers and decision makers.

7 Organizational process maturity models

The purpose of this chapter is to discuss comprehensive tools for assessing the organization's process maturity, i.e. maturity models. The chapter presents the most important and most commonly used maturity models for economic and non-economic organizations. The chapter ends with comparisons of both organizational perspectives and the resulting recommendations

7.1 Process maturity models in production organizations

This section presents examples of process maturity models dedicated to production organizations.

The content of the subchapter is based on own and the literature research.

7.2 Process maturity models in public administration

This section presents examples of process maturity models dedicated to public administration. The content of the subchapter is based on own and the literature research.

7.3 Comparison and recommendations

The role of this subchapter is to summarize two approaches to assessing the process maturity of an organization - in economic and non-economic organizations, to indicate the differences and similarities between them, and on this basis to develop recommendations useful for practitioners, managers and decision makers.

Summation

The monograph focuses on three aspects of process management (Figure S.1):

1. process life cycle - as an approach to the development and improvement processes in the organization,

2. type of organization (economic and non-economic) - as the basic criterion for the selection supporting tools and methods at particular stages of the process life cycle,

3. process maturity models - as a tool for monitoring and controlling process management throughout the organization, taking into account the objectives in particular processes and for the entire organization.

 

 

O autorze

Anna Kosieradzka is Professor at the Faculty of Management,  Chair of Innovativeness and Entrepreneurship at Warsaw University of Technology, Poland. She is also the President of the Warsaw Branch of the Polish Society of Production Management, and has taken part in various projects in the field of production management and productivity improvement, including development projects for public organizations. 

Katarzyna Rostek is Professor at the Faculty of Management, Chair of Management Systems at the Warsaw University of Technology, Poland. She has above twenty five years of experiences in IT project management, risk management and business continuity management in both - business and public organizations.

Blurb

This book addresses the need for a better understanding of the design, implementation and improvement of process management. It presents and organizes concepts and problems in the field of process management, and indicates supporting tools assigned to each of the four basic stages of the process life cycle (modeling, implementation, verification and perfection). 

By comparing non-economic and economic organisations, the authors demonstrate that a uniform approach to process management (one that does not take into account the specifics of an organizations goals) is ineffective; instead, process management needs to account for the individuality of an organisation. 

This book will appeal to researchers studying process and organizational excellence. 

 

Anna Kosieradzka is Professor at the Faculty of Management,  Chair of Innovativeness and Entrepreneurship at Warsaw University of Technology, Poland. She is also the President of the Warsaw Branch of the Polish Society of Production Management, and has taken part in various projects in the field of production management and productivity improvement, including development projects for public organizations. 

Katarzyna Rostek is Professor at the Faculty of Management, Chair of Management Systems at the Warsaw University of Technology, Poland. She has above twenty five years of experiences in IT project management, risk management and business continuity management in both - business and public organizations.