Presented by : Pedram Toloei Hamid Abbasi

Under supervision of : Dr. Ekhlassi

http://creativecommons.org/licenses/by-nc-sa/2.0/

David A. Garvin is Professor of Business Administration at the Harvard Business School. He joined the Business School faculty in 1979 and has since then taught courses in leadership, general management, and operations in the MBA and Advanced Management programs, as well as serving as faculty chair of the School's Teaching and Learning Center.

dgarvin@hbs.edu

Other interests: Change through persuasion, learning in action

Many modern organizations are functional and hierarchical; they suffer from isolated departments, poor coordination, and limited lateral communication.

Processes together—and only together—transform inputs into outputs.

What are we going to do? First, processes provide a convenient, intermediate level of

analysis. Because they consist of diverse, interlinked tasks, they open up the black box of the firm without exposing analysts to the “part–whole” problems

Second, most past research has highlighted the fragmented quality of managers' jobs rather than their coherence. A process approach, by contrast, emphasizes the links among activities.

(1) Work processes(2) Behavioral processes(3) Change processes

 

“organizations accomplish their work through linked chains of activities cutting across departments and functional groups”

    Operational processes “create, produce, and deliver products and services that customers want”

e.g., new product development, manufacturing, logistics, distribution

    Administrative processes “do not produce outputs that customers want, but that are still necessary for running the business”

e.g., strategic planning, budgeting, performance measurement

Similarities : sequences of activities beginnings and ends customers Differences: outputs

Insights for managers

Reasons for failure

Organizations tend to have “ingrained behavioral processes.

Embedded in everyday work flows

These patterns reflect an organization’s characteristic ways of acting and interacting; decision-making, communication and learning processes.

They are lengthy, complex, and slow to change.

organizational decision making was a distributed activity, extending over time, involving a number of people.

Their effectiveness can be judged, using criteria such as speed, flexibility, range of alternatives considered, logical consistency and results.

The nature, direction, and quality of discussion flows

The interrelationships among group members

Their stances toward one another The tenor and tone of group work

I speak you hearI speak you seeI speak you understandI speak you respond

A perfect communication is when a thought or idea was transmitted so that the mental picture perceived by the receiver was exactly as envisioned by the sender

Communication helps us:• To sort out, categorize, understand and

interpret messages we receive from others. • To understand, interpret and create our own

responses to messages we have received.

Information: provides the information that individuals and groups need to make decisions

Control: acts to control member behavior

Motivation: fosters motivation by clarifying the employees what is to be done to improve performance

Emotional expression: provides a release for emotional expression of feelings and frustrations.

Medium Information richness

Feedback Channel Type Language source

Face-to-face

High Immediate Visual, audio

Personal Body, verbal

Telephone High/mod Fast Audio Personal Limited body, verbal

Personal

written

Mod Slow Limited visual

Personal Verbal

Formal written

Mod/low Very slow Limited visual

Impersonal Verbal

Formal numeric

Low Very slow Limited visual

Impersonal Numeric

Knowledge acquisition Knowledge interpretation Knowledge dissemination Knowledge retention

Each involves distinctive tools, systems, and behaviors and is associated with a particular learning style.

DuPond: brainstorming, creativity Boeing and Microsoft internal

manufacturing and development experiences

AT&T and Xerox benchmarking competitors and world leaders

Royal Dutch/Shell: hypothetic planning

…focus on sequences of events over time. These sequences, called processes, describe how individuals, groups, and organizations adapt, develop, and grow. e.g., Darwinian evolution.

Four areas: creation, growth, transformation, and decline.

Two categories: autonomous and induced.

Change processes

Behavioral processes

Time

Work

Admin.

Decision makingCommunication, org. learning

Change processes Another Change Process

Work Processes Work Processes

Decision Decision settingsetting

Are there clear goals for operational and Are there clear goals for operational and strategic performance?strategic performance?

NegotiatinNegotiating. Selling g. Selling

Have we obtained the necessary agreements Have we obtained the necessary agreements and resources from upstream and downstream and resources from upstream and downstream departmentdepartment

MonitoringMonitoring, control, control

Do we know how well our performance matches Do we know how well our performance matches plans?plans?

Behavioral Processes Behavioral Processes

Decision Decision settingsetting

Are there well-specified approaches to Are there well-specified approaches to communication, decision making and learning? communication, decision making and learning?

NegotiatinNegotiating Selling g Selling

Is there wide acceptance of the desired Is there wide acceptance of the desired approaches to communication, decision making approaches to communication, decision making and learning? and learning?

MonitoringMonitoring, control, control

Do we know how well our current behaviors Do we know how well our current behaviors match the desired approaches match the desired approaches

Change Processes Change Processes

Decision Decision settingsetting

Is there a clear rational, direction and path of Is there a clear rational, direction and path of change?change?

NegotiatinNegotiating. Selling g. Selling

Are others in the org. convinced that change is Are others in the org. convinced that change is needed and that the proposed changes are the needed and that the proposed changes are the right one? right one?

MonitoringMonitoring, control, control

Do we know whether critical milestones have Do we know whether critical milestones have been reached and planned changes have been been reached and planned changes have been implemented?implemented?

Managerial processes

Management: getting things done

Since complex : unilateral action is seldom sufficient

Therefore: managers need to work with and through people

Challenges managers face

1.How to get the organization moving in the desire direction

2. How to gain allegiance

3. How to harmonize diverse group interests and goals

These are questions of process

When focusing on implementation ,the question of how things are done arises.

Content does not matter as much.

Managers’ emphasis is on orchestrating activities and engaging others

Here the key is action .

The term process implies “ a skilled professional practice “ in the context involving

1. artistry 2.subjectivity 3.careful discrimination

Complexities of managerial processes

1. Organizations are fundamentally political entities

2.They are composed of diverse groups and interest which may cause conflict

3.Aligning and harmonizing competing interest is a difficult task particularly while …

4.Cultivating commitment and motivation is crucial

Two major classes of empirical studies on managerial process

1.anthropological

2.scholastic a) direction setting b) negotiating and selling c) monitoring and control

Direction setting process

The most widely managerial activity which involves :

1. charting an organizations course 2. mobilizing support 3. ensuring alignment with stated goals

Kotter’s description

1. developing an agenda

2. collecting information

3. assimilating the information

4. forming the few general goals

5. framing messages

Critical process choices for managers

1. which information sources to tap

2. which communication media and supporting systems to emphasize

3. which approaches to use in framing, testing, and revising initiatives

To get the job done managers need to form relationships :

1.Horizontally

2.Vertically

to gain support .

Negotiating and selling

Various approaches to gain support

1. currying favor

2. creating dependence

3. providing quid pro quos

4. appealing to compelling organizational needs

Successful negotiating requires an understanding of:

1.The strengths and weaknesses of others

2.The relationships important to them

3. what their agendas and priorities are

Sayles: Managers need to begin with

“ missionary work “

Critical process choices

1. framing and presentation

2. deciding how to solicit help and present proposals

Monitoring and control

Because of the unstable environment a number of unexpected shocks and disturbances may arise.

Monitoring involves : 1. detecting

perturbations(formal,informal) 2. initiating corrective actions 3. restoring the organization to its

previous equilibrium

Critical process choices

1. Information to tap

2. Data to request

3. Questions to pose

4. Amount of time to allow before conclusions and initiating corrective action

All these processes involve the following variables

(choices)

1. participants

2. timing and sequencing

3. duration

4. framing & presenting

5. format

6. style

Implications for action

Process approach : A movie rather than a snapshot

Framework for action

Framework for action

The 2 uses of the framework:

1.Through columns

2.Through rows

Thanks for your patience