PROCESS MANAGEMENT

Executives with many organizations today view their business as a series of functional
silos concerned with their own requirements. This perspective is particularly pervasive
among managers accustomed to being rewarded for optimizing the performance of their
functions relative to the rest of the organization.

Although managers talk about “big picture” processes, their efforts are often focused
inwardly on their own requirements and are measured accordingly. In such situations,
there is an obvious need for common systems and operations that apply uniformly
throughout the organization and, like a thread, sew the various functional parts together
into a common purpose. There is also a need for compatible strategies to optimize
organizational performance. In other words, process management is required.

Taking a vision and making it a reality through smooth-flowing daily work in an

organization is largely dependent on ongoing “processes.” These are the internal value-
adding management systems and operations that cut across functional and
departmental boundaries. They are the mechanisms that guide interactions among all
groups of people in an organization to ensure that ongoing work is accomplished rather
than hindered or blocked.

Thus, process management is the task of aligning and integrating the various practices
and cultures of different segments of an organization through the introduction of
common systems and operations that apply uniformly to all segments of the
organization. These common operations or processes include problem-solving,
planning, decision-making, communication, and monitoring and evaluation.

People often interact to accomplish their work, and the way that organizational
processes are set up dictates the tone of their interaction. If the processes are all
working, the outcome is that the organization is learning and accomplishing a great
deal.
Process management takes place at every level of an organization, from the board of
directors to the line worker. The board and senior managers must know how to
problem-solve, plan and make timely decisions. If they are deficient in these areas,
organizational direction is often hampered. At the more operational level, program units,
departments and other functional segments of the organization must plan and set short-
and medium-term goals, as well as solve problems, make decisions and generate
strategies to carry out appropriate activities to achieve results.