Processes of OM Edited

The Processes of
Organization and
Management
Presented by :
Ma. Quena Olga M. Morillo
Mary Bernardette T. Quijano
Managers today are enamored of processes. It’s easy to
see why. Many modern organizations are functional and
hierarchical; they suffer from isolated departments, poor
coordination, and limited lateral communication. All too
often, work is fragmented and compartmentalized, and
managers find it difficult to get things done. Scholars have
faced similar problems in their research, struggling to
describe organizational functioning in other than static,
highly aggregated terms. For real progress to be made, the
“proverbial ‘black box,’ the firm, has to be opened and
studied from within.
 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: Nature of their output
Insight for Managers
The work processes perspective has led to a

number of important insights for managers. It
providesi an especially useful framework for
addressing a common organizational problem:
fragmentation, or the lack of cross-functional
integration. Many aspects of modern
organizations make integration difficult, including
complexity, highly differentiated subunits and
roles, poor informal relationships, size, and
physical distance.
 profoundly affect the form, substance, and
character of work processes by shaping how
they are carried out
 sequences of steps used for accomplishing the

cognitive and interpersonal aspects of work
 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
I you hear
speak you see
I speak you understand
I you respond
speak
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.
 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

 …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.

Thank you!
Ma. Quena Olga M. Morillo

Reporter
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?

Description of Managerial Processes
Managing is a
social process.
W.H. Newman, C.E. Summer, and E.K. Warren, The Process of Management
(Englewood Cliffs, New Jersey: Prentice-Hall, 1972)
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.
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
Negotiating and Selling

To get the job done managers need to form
relationships :
1. Horizontally
2. Vertically
to gain support .
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 :
• Detecting Perturbations
• initiating corrective actions
• 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
Managerial Processes Framework
DIRECTION-SETTING NEGOTIATION AND MONITORING AND

PROCESSES SELLING PROCESSES CONTROL PROCESSES
• Establish
• Obtain needed support • Track ongoing activities
Purpose organizational direction
and resources and performance
and goals
Primary
• Developing an agenda • Building a network • Collecting information
task
• Timing and
Critical • Synthesis, priority • Questioning and
sequencing, framing and
skills setting, communication listening, interpreting data
presentation
A Framework for Action
CONCLUSION
Clearly, a process perspective has much to offer. It sheds

light on many pressing questions of organization and
management while providing a number of practical
guidelines. Taxonomy and frameworks help for defining,
distinguishing, and classifying the major types of processes.
If used wisely and correctly, they will improve managers’
ability to get things done and efficient.
Thank you so much!
MARY BERNARDETTE T. QUIJANO

Reporter

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The Processes of

The work processes perspective has led to a

 sequences of steps used for accomplishing the

 organizational decision making was a distributed activity,

 Their effectiveness can be judged, using criteria such as

 The interrelationships among group members

 Their stances toward one another The tenor and tone

Control: acts to control member behavior

Motivation: fosters motivation by clarifying the employees

Emotional expression: provides a release for emotional

 DuPond: brainstorming, creativity

e.g., Darwinian evolution

 Two categories: autonomous and induced.

Ma. Quena Olga M. Morillo

 Management: getting things done

 Since complex : unilateral action is seldom

 Therefore: managers need to work with and

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?

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

3.Aligning and harmonizing competing interest is a

4. Cultivating commitment and motivation is crucial

 The most widely managerial activity which

1. charting an organizations course

1. which information sources to tap

2. which communication media and supporting

3. which approaches to use in framing, testing,

3. providing quid pro quos

4. appealing to compelling organizational needs

1.The strengths and weaknesses of others

2.The relationships important to them

3. What their agendas and priorities are

1. framing and presentation

2. deciding how to solicit help and present

DIRECTION-SETTING NEGOTIATION AND MONITORING AND

Clearly, a process perspective has much to offer. It sheds

MARY BERNARDETTE T. QUIJANO

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