Characteristics of Organizations with Strong Process Orientation Analytical Essay by Nicky

A look at the characteristics of organizations with a strong process orientation.
# 151214 | 924 words | 9 sources | APA | 2012 | US
Published on May 30, 2012 in Business (Management)

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The paper examines the common characteristics of organizations with a strong process orientation and how organizations vary in their perceptions of the value of process orientation. The paper finds that the ability of an organization to achieve process maturity and attain the financial and operational benefits is proportional to their commitment to change how they measure themselves, use information strategically to promote change and create a continual mindset of measuring and improvement processes to attain successively higher levels of performance over time.

Characteristics of Process Orientation

From the Paper:

"From the strategic use of financial data to see the implications of process modifications made over the long-term and their impacts on financial ratios (Yeung, Selen, Sum, Huo, 2006) to the more tactically-based approach to value stream mapping to define process gains (Lasa, Laburu, Vila, 2008), all organizations who have a strong process orientation quantify performance. As financial measures of performance require months to become evident in financial statement analysis, the tendency on the part of organizations with a strong process orientation is to rely on tactical measures first. Increasingly organizations are using a combination of process improvement methodologies, including lean manufacturing, Six Sigma, and the hybrid of these two concepts, lean Six Sigma (Naslund, 2008).
"The aggregate effect of these measures of performance over time leads to the development of models that validate the long-term causality in the data, where the effects of process improvement can be seen from the tactical to the strategic in scope. This is evident in the create of business process-based models (Kim, Won, 2007) and the development of capability-based process maturity models
(Veldman, Klingenberg, 2009) that illustrate the longitudinal effects of process improvements on key business processes over time. The maturity models of organizations are often bimodal in that processes cluster in the low-end of the spectrum of integration and consistency, or in the mid-tiers of integration."

Sample of Sources Used:

  • Michael Hammer. (2005, August). CIO Evolution; To avoid extinction, CIOs must move from an orientation that revolves around technology to one centered on business processes. CIO, 18(20), 34-361.
  • Michael Hammer. (2002). Process management and the future of Six Sigma. MIT Sloan Management Review, 43(2), 26-32.
  • Gyeung-Min Kim, & Hyun Jung Won. (2007). HR BPO service models for small and medium enterprises. Business Process Management Journal, 13(5), 694-706.
  • Ibon Serrano Lasa, Carlos Ochoa Laburu, & Rodolfo de Castro Vila. (2008). An evaluation of the value stream mapping tool. Business Process Management Journal, 14(1), 39-52.
  • Liu, C., Li, Q., & Zhao, X.. (2009). Challenges and opportunities in collaborative business process management: Overview of recent advances and introduction to the special issue. Information Systems Frontiers, 11(3), 201-209.

Cite this Analytical Essay:

APA Format

Characteristics of Organizations with Strong Process Orientation (2012, May 30) Retrieved October 02, 2022, from

MLA Format

"Characteristics of Organizations with Strong Process Orientation" 30 May 2012. Web. 02 October. 2022. <>