Business Process Management.

Business Process Management. Case study regarding the course Business Process Management. Attached are both the article and the required questions to be answered regarding the case. III. SUMMARY Provide a summary in your own words on the article you requested to read and analyze in the following space. IV. KEY LEARNING POINTS Identify the key learning points in the read and analyze assigned activity. V. RELEVANT STATEMENTS TO THE SESSION While you reading, identify the relevant statements to the session and insert them in order in the following space. VI. CRITICAL ANALYSIS This is the most important section in your analysis. To complete it sucessfully, learner is to consider the following guiding steps: ?    Present arguments coherently, supported by evidence and facts to substantiate on why you may take a particular stance and/ or position towards a particular approach whether against or in support of it; ?    Capable of bridging the gap between the theory and conceptual work with the application under consideration. VII. PRACTICAL IMPLICATIONS How could you apply the subject matter from the article in a real business case? VIII. LEARNING REFLECTIONS What have you learnt? Critical thinking is about lessons learnt to be drawn from the analysis. Experiences of implementing process management: a multiple-case study Klara Palmberg Lulea° University of Technology, Lulea° , Sweden Abstract Purpose – Process management is becoming an essential part of contemporary organizations in all industries. However, many organizations experience problems during the implementation of a process management approach. The purpose of this paper is to explore and describe the organizational implications when implementing process management, how to handle the relationship between the functional organization and a process perspective, and the roles of managers, teams, and individuals. Design/methodology/approach – A multiple-case study approach is used to get an extensive picture of and analyze how three Swedish organizations have worked with process management. Findings – The studied organizations have introduced a process management structure into their functional organizational structure, including the introduction of new management positions such as process owners and process leaders. A discourse is identified in earlier research between those arguing for a full transformation from a functionally oriented to a fully process-oriented organizational structure, and those promoting a more moderate transformation where a process management structure is “matrixed onto” the existing organization. The analysis could be interpreted as supporting the second line of reasoning, where the functional and process structures co-exist in the organization, creating a constructive dynamic. Originality/value – The paper provides two major contributions. First, the empirical descriptions and analysis of implementing process management contribute to the knowledge and understanding among both practitioners and researchers. The second major contribution is the identified need of co-existence of a process and functional perspective, and the implication that complexity is created rather than reduced in organizations. Keywords Process management, Business process re-engineering, Organizational structures, Sweden Paper type Case study 1. Introduction Processes and process management are becoming an essential part of contemporary organizations in all industries. Quality management, Six Sigma and Lean all build on components of working with and improving organizational processes (Andersson et al., 2006; Dahlgaard and Dahlgaard-Park, 2006). The new ISO 9001:2008 standard is placing considerable emphasis on processes (ISO, 2009), and process management is a significant part of most excellence models, such as the Malcolm Balridge National Quality Award (NIST, 2009) and the EFQM Excellence Model (EFQM, 2009). When exploring if Six Sigma and Lean are new methods, or if they are repackaged versions of previously popular methods – total quality management and just-in-time – Na¨slund (2008) emphasises the importance of placing organizational change and improvement methods in general under a process management umbrella. Zairi (1997) stated, based on a literature review, that the word “process” had become a part of everyday business language. Hammer and Stanton (1999) argued, on the basis The current issue and full text archive of this journal is available at www.emeraldinsight.com/1463-7154.htm Process management 93