User:Harshil Varandani/sandbox/Process Orientation - Firm/Manager Success

OVERVIEW OF PROCESS ORIENTATION

The adoption of the process view of the organisation by many enterprises has raised interest in process orientation.  Process orientation refers to the emphasis placed on organisational processes rather than functional organisation or hierarchy. Despite the extensive growth of literature on business process management, there's still methodological space regarding some uncertainty in the description of the idea, which specifies its theoretical scope and dimensionalisation. It is possible and expected to make a statistical model for the concept of process orientation. Of course, the challenge is to take that wide variety of experience and reduce it in ways that are acceptable from a scientific perspective so that practitioners may use it with ease in the field. Organisations are built around process orientation. BPM (business process management) claims that businesses can obtain a competitive edge by refining and developing their process from a holistic process-oriented approach. According to their expertise in implementing process analysis for more excellent outcomes, a company can be somewhat or completely process-oriented. Processes are crucial to today’s and tomorrow's completion. The process orientation strategy entails decomposing incriminate corporate operations into a collection of connected processes that may be evaluated, improved and automated. This technique enables businesses to spot waste, obstacles, and other problems that may obstruct the result, quality and customer satisfaction. Process optimisation allows businesses to cut expenses, raise standards, and improve customer satisfaction. Process orientation also requires managing corporate objectives and culture with organisational structure. It necessitates providing value to the customers, a dedication to ongoing enhancement and openness to readily accept the change happening in the organisation.  Process-oriented businesses frequently use tools like workflow analysis, process mapping, and efficiency metrics to track and refine their operations. Overall the process-oriented approach is a potent method of company management that can aid organisations in enhancing productivity, quality and customer satisfaction. Organisations can develop a competitive edge in their markets and succeed over the long term by concentrating on process improvement. Process Mapping is one of the best tools which is used by firms to apply process orientation. Under this method, each and every step that is being followed is mapped in a diagram, which makes it really simple to point out the inefficiencies, bottlenecks, and areas for improvement.

HISTORY OF PROCESS ORIENTATION

In the late 1970s, Process Orientation was established by Arnold Mindell, a Jungian analyst at the time. Its roots can be found in Mindell's discovery that somatic experiences, notably bodily ailments, were replicated in his clients' overnight dreams. He broadened the definition of "dreaming" to encompass all aspects of experience that, while possibly deviating from conventional conceptions of reality, were nonetheless consistent with a person's dreams, fantasies, and somatic experiences, as well as the unintended but significant cues that serve as the foundation for interpersonal relationships. Since information theory is a discipline of applied mathematics and electrical engineering that deals with the quantification of information, Mindell's physics expertise pushed him to see the unconscious mind both phenomenologically and symbolically.

Concepts to the observation of his client's behaviour "Historically, information theory was established to discover fundamental constraints on compressing and reliably transferring data. As a result, the definition of the "unconscious" was broadened to encompass a variety of inadvertent verbal and nonverbal cues, as well as views, attitudes, and ideas that an individual does not personally identify with. In the mid-1980s, along with his process orientation associates, Mindell started to apply the applied structure he had been utilising with people, couples and families to the assistance of compromise in huge gatherings, checking out overall vibes. He named this new discipline "Worldwork" after himself. Late in the 1990s, Mindell rekindled his interest in physics and started to investigate a framework for comprehending the fundamental human experience that underlies both psychology and quantum and relativistic physics.

Drs. Arnold and Amy Mindell, and others created Process Oriented Psychology, a comprehensive theory, approach, and way of thinking about working with people in relationships, organisations, and communities. Process Work was initially used to refer to dealing with people, including bodywork, working with altered states, and working with extreme situations. It was occasionally seen as the offspring of Jungian psychology. The ideas and methods of Process Oriented Psychology have strong links with indigenous teachings and modern physics.  The techniques encourage awareness of an underlying creative field that forms us and initially draws our attention through sentient or subtle feelings, signals and impulses, unintended communication, dreams, altered states, symptoms, and tensions, conflicts, and creative expression within organisations and communities. The Deep Democracy principle holds that all perspectives, feelings, and dimensions of experience may interact with awareness, direction, resolution, or transformation that take place within both individuals and communities.

PROCESS ORIENTATION

For the firm's success

Managing the business process orientations is really important. It has grown more crucial as a result of the complexity of company operations and the requirement for organisations to increase their effectiveness and efficiency in order to remain competitive. A few of the main arguments in favour of process orientation are as follows:

Helps in enhancing efficiency: as we all know, there are many complicated components in the organisation which are very important and difficult to operate successfully. So, by the deconstruction of the complicated components of the organisation into a network of connected procedures, businesses can find inconsistencies, bottlenecks, and other problems that might be impeding productivity. Process optimisation can aid businesses in reducing waste, minimising errors, and increasing throughput, leading to increased efficiency and cheaper costs.

Improving the level of quality: undertaking a process-oriented approach helps organisations to streamline the process and apply best practices. By doing this, businesses can enhance the quality they offer goods and services while lowering flaws and satisfying the customers.

Improved customer service: Process orientation assists companies in focusing on the requirements and expectations of their clients. Organisations can reduce wait times and improve customer experiences by streamlining their operations in order to deliver services more quickly and accurately.

Increased agility: Process orientation equips organisations to react swiftly and successfully to shifts within their company environment. Organisations may react to new market possibilities or problems by improving their flexibility and adaptability through process optimisation.

Competitive advantage: Process orientation can give organisations an edge over others by allowing them to function more effectively and efficiently than their rivals. Organizations can gain popularity and revenue by optimizing processes in order to reduce expenditures, improve excellence, and improve interactions with clients.

Some examples of successful forms that have adopted process orientations are Toyota, Amazon, Starbucks and Zara. These firms have demonstrated how process orientation can create a comparative advantage in their respective markets.

For the manager’s success

In today's complicated and dynamic corporate world, process orientation is a critical element of a manager's success. Process orientation is crucial for a manager's performance for the following main reasons:

Enhanced ability to make decisions:  By giving managers a clear grasp of how their actions will affect the procedures of the company, process orientation assists managers in making better decisions. This makes it possible for managers to decide with greater knowledge and in accordance with the aims and objectives of the company.

Enhancing Efficiency: it can be increased because process orientation enables managers to spot waste and obstacles in their operations. Process optimisation allows managers to boost output, cut expenses, and boost overall effectiveness.

Improved quality: Leaders who are process-oriented can standardise procedures and put best practices into action. This raises client happiness, lowers faults, and improves product or service quality.

Uncertainties management: Process orientation helps executives proactively recognise potential dangers and reduce them, which results in improved risk management. Administrators may determine regions that are vulnerable to mistakes or failures by analysing processes and then take action to reduce risks.

Employee engagement: Process orientation can assist managers in including their staff in efforts to enhance processes, which will lead to more employee engagement. Managers can foster a culture of continual enhancement and raise the spirits of staff members by involving workers in the task of improving processes.

HOW PROCESS ORIENTATION WORKED IN FIRM BEFORE

The phrase "process orientation" was rarely used during the 1990s. Despite its growing acceptance, process improvement was still not widely used in corporate management at the time.

Businesses which were running in the past were divided into different departments like Marketing, Sales, Production and Finance, where each department had its own set of duties and responsibilities. Communication and Coordination between these departments were negligible. It was difficult to see how work was distributed among the organisation, so chances to improve the process were missed.

With the introduction of Process orientation, companies have started to approach their operations more thoroughly. They have started to understand the importance of improving efficiency and effectiveness in the production line. Due to this, businesses are paying more attention to working together with different departments and creating an integrated process.

HOW PROCESS ORIENTATION WORKS IN FIRM NOW

In today's world, process orientation is an established approach to business management used by organisations across various industries. In this process, end-to-end processes are emphasised, cross-functional teams are involved, and continuous improvement is a key component. Today, firms use process orientation in the following ways:

• Complete Process Emphasis -

In Process Orientation, the entire process is considered rather than just individual tasks or functions. By doing so, bottlenecks, inefficiencies, and opportunities for improvement can be identified. For example, a firm involved in manufacturing biscuits can use Process Orientation to monitor the entire production process, which is from getting wheat to the final product.

• Interdisciplinary teams -

Under this method, employees from different departments are brought together to suggest ways to improve the production process. This helps people work together better by breaking down barriers between different groups and making sure everyone understands how things are done. For example, a Hospital might use this process to bring together its employees from different departments to improve the patient intake process.

• Continuous Growth -

In process orientation, there is a constant strive for businesses to make their production line better. One of the best ways to do this is through data-driven analysis, in which the root cause of the problem can be identified, and necessary solutions can be implemented. For example, online retail businesses like Flipkart and Myntra can use this approach to improve their system of ordering by monitoring their data and feedback of the customers.

• Technology

Business use technology to make things easier and faster. This includes Data analysis, data mining, workflow automation, process mining and many other systems which can easily examine your process and it can make it easier to find out the flaws in the process. A company could use tools to automatically send its requests for customer services to the right team, which can result in faster responses to the customer.

INTERLINK OF FIRM'S AND MANAGER'S SUCCESS IN PROCESS ORIENTATION

Process Orientation is a management approach that has been developed and proven to be extremely helpful in the achievement of a firm's and manager's success. By prioritizing efficiency, consistency, and continuous improvement this approach can help firms to improve their productivity, maintain quality controls, and can increase customer satisfaction at a good margin. With standardized processes and procedures, firms can ensure that their product or services are met and consistently delivered at high standards which can help in building customer loyalty and can earn goodwill to a firm which can lead to an increase in sales and revenue.

This approach can not only reap benefits for a firm but also for managers as they can also achieve success by adopting this approach. This can be done by focusing on key processes managers can identify important areas for improvement which can lead to greater efficiency and productivity by establishing clear processes and procedures and maintaining guidelines on time managers can aim to reduce the scope of errors and variability and ensure that tasks are completed effectively and on time this can not only build credibility among them but also lead to greater responsibility and give them future opportunities for advancing their careers.

Howsoever, by realizing the benefits of process orientation it requires long-term patience and commitment for both firms and managers as it demands investment in training and development, as well as the adaptation and adjustment for the processes that are needed to be followed upon. By working together, forms and managers can create a culture of continuous improvement where everyone is focused on achieving the best possible outcome for their organization as a whole and this approach can help both of them to stay competitive and gain an edge in an ever-changing and in a dynamic business environment.

References

Brief History of Process Oriented Psychology - IAPOP. (n.d.). IAPOP. https://iapop.com/history/

Process Orientation - Province of British Columbia. (n.d.). Process Orientation - Province of British Columbia. https://www2.gov.bc.ca/gov/content/careers-myhr/job-seekers/about-competencies/indigenous-relations/process-orientation

Incubator, B. P. (2022, January 24). Task-Oriented vs. Process-Oriented Approach in Management - BPI - The destination for everything process related. BPI - the Destination for Everything Process Related. https://www.businessprocessincubator.com/content/task-oriented-vs-process-oriented-approach-in-management/

The Importance of Process-Oriented Thinking. (2017, August 24). RCW. https://www.riversidecorporatewellness.com/single-post/2017/08/24/the-importance-of-process-oriented-thinking

Geelhaar, S. (2018, November 1). Process orientation creates sustainable success » Culture Change. Cultural Change | the Way. https://www.unternehmenskulturwandel.de/en/process-orientation-sustainable-success/

Process orientation: conceptualization and measurement | Emerald Insight. (2011, April 19). Process Orientation: Conceptualization and Measurement | Emerald Insight. https://www.emerald.com/insight/content/doi/10.1108/14637151111122347/full/html

McCormack, K. P., & Johnson, W. C. (2001). History of business process orientation. In Business Process Orientation (1st Edition, pp. 15–34). CRC Press.

Santayana, G. (n.d.). A brief history-how the enterprise came to be process oriented. Bsu.By. Retrieved April 17, 2023, from http://km.mmf.bsu.by/courses/2022/msbp/sharp_bpm_history.pdf

(N.d.). Researchgate.net. Retrieved April 17, 2023, from https://www.researchgate.net/publication/339196410_History_of_Business_Process_Orientation

Garvin, D. A., & of Technology, M. I. (1998, July 15). The Processes of Organization and Management. MIT Sloan Management Review. https://sloanreview.mit.edu/article/the-processes-of-organization-and-management/

Borja, C. (2022, January 22). A Definitive Guide to Process Management. SweetProcess. https://www.sweetprocess.com/process-management/

External links

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