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Article
Publication date: 16 January 2007

Nigel Grigg and Lesley Walls

The purpose of this paper is to examine the theoretical interface between statistical thinking, the statistical method of the control chart, and contemporary theories of…

2416

Abstract

Purpose

The purpose of this paper is to examine the theoretical interface between statistical thinking, the statistical method of the control chart, and contemporary theories of organisational learning in regard to processes and their improvement.

Design/methodology/approach

Theoretical discussion results in an integrated model showing how statistical thinking and methods relate to organisational learning. This is supported by findings from a food industry research project following a design of: exploration (stage 1); theory development (stage 2); and theory testing/refinement (stage 3) incorporating surveys, case studies and key informant interviews.

Findings

Empirical evidence shows that statistical techniques such as the control chart can be of benefit to organisations for creating process improvement and organisational learning, providing the charts are utilised to actively convert the data they contain into information and knowledge about the process. Four distinct categories of use of control charts were observed which impacted on the effectiveness with which the charts were able to achieve this.

Research limitations/implications

The findings have come from a study conducted only on the food industry. The implications are generalisable, however, to the wider industry context.

Practical implications

Findings illustrate problems with control chart application and the vital role of statistical thinking in ensuring that maximum benefit is derived from the charts. We argue that statistical thinking is a fundamental prerequisite to achieving effective double loop learning when using control charts as a basis for process monitoring and improvement

Originality/value

Statistical thinking and knowledge management are both growing areas of interest within the quality management and process improvement literature. The paper examines their interrelationship.

Details

The TQM Magazine, vol. 19 no. 1
Type: Research Article
ISSN: 0954-478X

Keywords

Article
Publication date: 6 September 2011

Sebastian Hales and Gordon Rabey

The purpose of this paper is to propose an organisational structure not based on power and control but on the organic and functional processes of the front line.

4048

Abstract

Purpose

The purpose of this paper is to propose an organisational structure not based on power and control but on the organic and functional processes of the front line.

Design/methodology/approach

These ideas arose from discussions about the roles and training needs of frontline managers, and frequent conflict between their organisational and functional roles.

Findings

Organisations that emphasise power and control functions, as symbolised in the organisational chart, often view solutions to efficiency, productivity and change in terms of the ability of senior managers to impose solutions on frontline staff, and the appointment of frontline managers for their ability to implement those solutions. However, more efficient, effective and creative solutions often result from developing dynamic and creative frontline teams, who can use their awareness of production, customer service and staffing issues to provide innovative organisational changes.

Practical implications

Organisations should appoint staff to frontline management positions based not on their ability to control but on their ability to provide leadership, functional facilitation and support to meet the purposes of the team.

Originality/value

The value of the paper lies in a proposed paradigm shift in organisational thinking from a model based on control to one based on functional team building.

Details

Industrial and Commercial Training, vol. 43 no. 6
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 2 August 2011

Ramiro Cea Moure

The main goal of this paper is to establish whether there is some relationship between organizational charts (OC) and corporate social responsibility (CSR) in banks. The…

1134

Abstract

Purpose

The main goal of this paper is to establish whether there is some relationship between organizational charts (OC) and corporate social responsibility (CSR) in banks. The analysis is based on contents disclosed in their CSR/sustainability reports, as well as Mintzberg's taxonomy for OC.

Design/methodology/approach

This paper describes, from a theoretical point‐of‐view, both issues (CSR and social responsible actions), as well as OC patterns according to Mintzberg's taxonomy. Then, an empirical review is gained of CSR/sustainability reports published by a representative sample from the banking industry in the EU‐15. Using a triangular methodology, an attempt has been made to verify whether there is some correlation between Mintzberg's OCs patterns and their CSR contents disclosed, mainly referring to internal management issues.

Findings

The paper found no solid evidence to accept or reject a possible relationship between both variables (type of OC adopted by each bank and reporting contents revealed). However, this is a promising research line for future analysis, using a bigger sample and more CSR reporting issues.

Originality/value

This paper opens a new research path in CSR/Sustainability and OCs, for a possible link between both variables, a matter that has not been previously explored.

Article
Publication date: 1 June 1988

George Korey

LRC is a technique of particular use as an aid to making complex decisions when the responsibility is shared amongst a group of people.

171

Abstract

LRC is a technique of particular use as an aid to making complex decisions when the responsibility is shared amongst a group of people.

Details

Management Decision, vol. 26 no. 6
Type: Research Article
ISSN: 0025-1747

Abstract

Details

The Ultimate Guide to Compact Cases: Case Research, Writing, and Teaching
Type: Book
ISBN: 978-1-80382-847-3

Article
Publication date: 1 September 2001

Mark N. Wexler

Examines the who, what and why of the knowledge mapping process used in the visual display of information in contemporary organizations. Knowledge mapping serves as the…

6956

Abstract

Examines the who, what and why of the knowledge mapping process used in the visual display of information in contemporary organizations. Knowledge mapping serves as the continuously evolving organizational memory, capturing and integrating strategic explicit knowledge within an organization and between an organization and its external environment. Knowledge map making is treated as a medium of communication over what is important and actionable information (knowledge) in organizational contexts. Effective knowledge maps take into account the who, what and why of the knowledge mapping process. Effective knowledge maps help identify intellectual capital, socialize new members, enhance organizational learning and help anticipate impending threats and/or opportunities.

Details

Journal of Knowledge Management, vol. 5 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 25 February 2020

Michael Leyer, Deniz Iren and Banu Aysolmaz

Identifying handovers is an important but difficult to achieve goal for companies as handovers have advantages allowing for specialisation in processes as well as…

Abstract

Purpose

Identifying handovers is an important but difficult to achieve goal for companies as handovers have advantages allowing for specialisation in processes as well as disadvantages by creating erroneous interfaces.

Design/methodology/approach

Conceptualisation of a method based on theory and evaluation with company data using a process model repository.

Findings

The method allows to evaluate handovers from the perspective of roles in processes and grouping of employees in organisational units. It uses existing process model repositories connected with organisational chart information in companies to determine the density of handovers. The method is successfully evaluated using the example of a major telecommunications company with 1,010 process models in its repository.

Practical implications

Companies can determine on various levels, up to the overall organisational level, in which parts of the company efforts are best spent to manage handovers in an optimal way.

Originality/value

This paper is first in showing how handovers can be conceptualised and identified with a large-scale method.

Details

Business Process Management Journal, vol. 26 no. 6
Type: Research Article
ISSN: 1463-7154

Keywords

Content available
Book part
Publication date: 8 October 2018

Vickie Cox Edmondson

Abstract

Details

The Thinking Strategist: Unleashing the Power of Strategic Management to Identify, Explore and Solve Problems
Type: Book
ISBN: 978-1-78756-158-8

Book part
Publication date: 26 October 2012

Geoffrey P. Morgan and Kathleen M. Carley

We present a simulation designed to capture the impact of both formal authority ties and informal socialization ties on the performance of an organization adapting to a…

Abstract

We present a simulation designed to capture the impact of both formal authority ties and informal socialization ties on the performance of an organization adapting to a turbulent world. We present a summary of three key models that informed our approach and then outline and describe the operation of our resulting simulation. Using an experiment that manipulated both the authority network structure and the stress the organization placed on socialization, we show inefficient authority structures harm performance, and also that socialization has a strong and nonlinear impact on peak organizational performance and on the performance of top management. We also present a case study, instantiating the general model with the specific context of a real-world organization. Finally, our integrated multimodel suggests that companies should pursue different strategies in hiring key strategic actors than they do for other actors.

Details

The Garbage Can Model of Organizational Choice: Looking Forward at Forty
Type: Book
ISBN: 978-1-78052-713-0

Open Access
Article
Publication date: 25 April 2022

Pedro Antunes and Mary Tate

Many organizations struggle to achieve their desired levels of business process flexibility and support. However, these two capabilities conflict with each other and…

Abstract

Purpose

Many organizations struggle to achieve their desired levels of business process flexibility and support. However, these two capabilities conflict with each other and different tradeoffs have to be made. In this paper, the authors analyze different process conceptualizations and discuss their implications. The authors argue that the conceptualizations people adopt to think (conceptualize) about business processes affect the way they model them, which in turn result in different flexibility-support tradeoffs.

Design/methodology/approach

A set of properties is proposed to compare process conceptualizations: dominant concept, contract, and existential and representational properties. Using these properties, several process conceptualizations are analyzed and integrated in a comparison chart, which highlights different flexibility-support tradeoffs. The storytelling method is adopted to support the analytic process.

Findings

The authors show how different process conceptualizations result in different flexibility-support tradeoffs. The authors suggest that we need to intervene on a set of properties of process conceptualizations to achieve different flexibility-support tradeoffs.

Research limitations/implications

This research contributes to understanding the relationships between process conceptualizations, process modeling, and the flexibility-support tradeoff. A comparison chart helps organizations analyze their desired levels of flexibility and support using a set of properties.

Originality/value

The extent of covered viewpoints makes this study unique in the process management field. Such effort provides a contribution towards a more multidisciplinary discussion of process models, which integrates different process conceptualizations.

Details

Business Process Management Journal, vol. 28 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

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