Orientation Characteristics of Organizations With Thesis

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Organizations with a strong process orientation over time and through the analysis of their process strategies, process data, financial and operational results as the basis of analysis begin to define their own process maturity models. The stronger the process orientation, the more defined the process maturity model that organizations' data exhibits over time (Liu, Li, Zhao, 2009). While process maturity models vary in their definition of levels and lexicon, they all share a common trait of the lowest level of process integration typically being ad-hoc and often indicating an organization prior to process definition. There are processes not well defined, integrated or measured for performance. This is the first layer in a maturity model and is often marked by reaction and firefighting over getting actual process integration completed. The second layer of a process maturity model in organization with strong process orientation is marked by internal orchestration and the ability to anticipate information needs over time (Kim, Won, 2007). In larger organizations this is commonplace and often leads to a silo-based approach to managing processes, which has been shown to be very ineffective in getting objectives accomplished (Hammer, 2002). The third layer up on the model is one marked by collaboration both within and outside the organization.

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This is a level that requires information systems and process integration for process improvement to gain this level of coordination and synchronization. Smaller organizations typically have an exceptional ability to attain this level of performance given their smaller staffs and the reliance on external partnerships for their growth (Kim, Won, 2007). Organizations that have an exceptionally strong process orientation and have attained a level of trust with internal and external departments and divisions attain the highest level of process maturity, which is multitier visibility and collaboration (Liu, Li, Zhao, 2009). This is level of process maturity is marked by the complete integration of IT systems and process integration (Hammer, 2002). It is rare for an entire organization to reach this level of maturity, yet operating divisions of General Electric have (Hammer, 2002).

Conclusion

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 (Hammer, 2002), use information strategically to promote change (Hammer, 2005), and create a continual mindset of measuring and improvement processes to attain successively higher levels of performance over time......

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