Management and Control of Processes

‭4. MANAGEMENT AND CONTROL OF PROCESSES‬ ‭ rganizations set up processes to deliver their products and/or services.‬ O ‭Many instruments can be used to manage and control the primary and‬ ‭supporting processes. The most important management aspects are‬ ‭structure, personnel, culture, raw materials, finance, technology and‬ ‭administrative information. As far as routine processes are concerned, the‬ ‭planning and control cycle is used in the application of many instruments.‬ ‭The design of the control and management system and therefore the choice‬ ‭of instruments is no easy task. The choice must be made carefully. The‬ ‭mutual coordination of the instruments determines their operation and the‬ ‭synergy that can be achieved. The manner in which the instruments are used‬ ‭can be based on the results of a number of logical steps.‬ ‭Introduction‬ I‭n this chapter we focus on the operational level. In the context of the control‬ ‭measures at operational level, a distinction can be made between the primary and‬ ‭supporting processes.‬ ‭-‬ ‭Primary processes‬‭. These are the processes that are‬‭directly aimed at realizing‬ t‭he organization's product or service. The organization derives its right to exist from‬ ‭carrying out these processes. Consider, for example, the educational process at‬ ‭educational institutions.‬ ‭-‬ ‭Supporting processes‬‭. These are the processes that‬‭facilitate and support the‬ ‭primary processes. They focus on taking care of and maintaining the flow of‬ ‭people and resources. An example of this is staff recruitment at an organization.‬ ‭T he participants in the management and control process‬ ‭ his section provides insight into the different roles that members of the organization‬ T ‭can have in setting up/designing the management of the processes.‬ ‭-‬ ‭The management‬ ‭ he manager or leader plays a key role in management and control. He is‬ T ‭responsible for the quality of the processes and their management. We can divide‬ ‭the management tasks into three categories. These categories are detailed in the‬ ‭following table.‬ I‭nterpersonal‬ ‭activities‬ ‭(„interpersonal‬ ‭roles‟)‬ ‭-‬ ‭The manager as leader is‬‭r esponsible for‬ ‭ otivating and activating all employees. Contacts‬ m ‭are maintained with employees. Not only‬ ‭business aspects deserve attention, but personal‬ ‭attention is important.‬ ‭-‬ ‭The manager as a figurehead is‬‭the formal face to‬‭the‬ ‭ utside world and represents the organization at all‬ o ‭kinds of (in)formal meetings.‬ ‭-‬ ‭The manager as network develops‬‭and‬ ‭ aintains a personal network with people who‬ m ‭can provide‬ ‭ ecision-making‬ D ‭activities („decisional‬ ‭roles‟)‬ i‭nformation or otherwise be of service.‬ ‭-‬ ‭The‬ ‭manager‬ ‭as‬ ‭an‬ ‭entrepreneur‬ ‭c ontinuously‬ ‭looks‬ ‭for‬ ‭opportunities‬ ‭to‬ ‭improve‬‭the‬‭organization‬‭or‬‭find‬‭solutions‬‭to‬ ‭problems.‬ ‭-‬ ‭The manager as troubleshooter takes‬ c‭ orrective measures for events that occur‬ ‭unexpectedly.‬‭The‬ ‭-‬ ‭manager as allocator makes‬‭decisions on‬ ‭resource allocation.‬ -‭ ‬ ‭The manager as negotiator‬ ‭represents‬‭the organization's‬ ‭interests in important‬‭negotiation‬ ‭processes.‬ I‭nformative activities‬ ‭(„informational roles‟)‬ ‭-‬ ‭The manager as observer looks‬‭for‬ i‭nformation to continuously understand the‬ ‭organization and the‬ ‭-‬ ‭environment.‬‭The manager as distributor‬‭passes on‬ i‭nformation to employees of the organization.‬ ‭-‬ ‭The manager as spokesperson informs‬‭the‬ ‭environment about the functioning and plans of the‬ ‭organization.‬ ‭-‬ ‭The controller‬ ‭ he controller is the support and source of management when it comes to the design‬ T ‭and maintenance of the administrative information system. The controller therefore‬ ‭supports the manager in control and can advise the manager when it comes to the‬ ‭design of the operating system (especially when it concerns the more financial-economic‬ ‭oriented aspects).‬ ‭-‬ ‭Other staff officers‬ ‭ ther staff officers can also provide the manager with substantive support in the‬ O ‭evaluation, choice, design and implementation of various management instruments.‬ ‭Consider, for example, an information manager, personnel manager or facilities‬ ‭manager.‬ ‭-‬ ‭The employees of the organization‬ ‭ he organization's employees play a role in the execution of processes and are‬ T ‭therefore in fact derivative objects of management.‬ ‭ framework of management and control aspects of operational processes‬ A ‭T he following table provides insight into the most important management aspects‬ ‭and instruments.‬ ‭Production factor‬ ‭ ain‬ M ‭control aspects‬ ‭Examples of control instruments‬ ‭Labor‬ ‭Structure‬ ‭Staff‬ ‭ ulture and management‬ C ‭style‬ ‭Nature‬ ‭Raw materials‬ ‭Capital‬ ‭Financial resources‬ (‭sustainable‬ ‭means of production)‬ ‭Technology‬ ‭Information‬ ‭A dministrative‬ i‭nformation‬ ‭provision‬ ‭(administrative‬ ‭organization)‬ -‭ ‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭-‬ ‭Department formation‬ ‭Coordination‬ ‭Span of control‬ ‭Motivation‬ ‭Recruitment and selection‬ ‭Training and education‬ ‭ ariable reward‬ V ‭Norms and values‬ ‭Management style‬ ‭Communication‬ ‭ ocation concentrated or unconcentrated‬ L ‭Integrating another department‬ ‭Service level agreements‬ ‭Quality standards‬ ‭ udgeting‬ B ‭Cost calculation‬ ‭Internal taxation‬ ‭ roduction automation‬ P ‭W orkplace automation‬ ‭Process design‬ ‭Procedures and guidelines‬ ‭Internal control measures (Formal)‬ ‭management reports Informal‬ ‭exchange of information‬