Resume Managerial

Processes
Muhammad Mahrus Syamsurrijal
09211750014004
Managerial Processes: an Operations
Management Perspective Towards
Dynamic Capabilities
Umit S. Bititcia, Fran Ackermannb, Aylin Atesa, John D. Daviesc, Stephen
Gibbd, Jillian MacBrydeb, David Mackaya, Catherine Maguirea, Robert
van der Meerb and Farhad Shaftib
Introduction

 For many years, the field of management has been concerned with
gaining a better understanding of how organisations perform
 Managerial processes determine the organisation’s ability to develop and
sustain competitive advantage in the long term
Goals

 To review the current state of knowledge on managerial processes with a

view to propose a research agenda that would lead to a better
understanding of these processes
 To start a debate amongst the operations management community as to
how their expertise and experiences, around business process
management, may be engaged to develop a better understanding of
managerial processes.
Research method

Phase Literature search Literature Literature review

reduction
Timeframe June–November November 2008 to February–June
2008 February 2009 2009
Description Key word Analysis of titles Detailed analysis
searchers to and abstracts to of the literature
identify articles focus on articles resulting in further
published with strategic reduction based
between 1990 perspective on emphasis,
and 2008 content and
quality.
Result Over 20,000 Approximately 400 Approximately 130
articles articles articles
Research method (Cont.)

 Business process literature – generally concerned with issues such as the

definition of business processes, different types of business processes,
business process modelling and improvement and so on. In this body of
literature, how different authors attempted to classify business processes
and, specifically, how they defined managerial processes were of
particular interest.
 Strategic management literature – generally concerned with how firms
manage their strategies to develop and sustain competitive advantage. Of
particular interests were how firms compete, how they develop and sustain
competitive advantage and how they manage strategy, including how
they develop their resources, how they learn and how they change.
 Research method (Cont.)
Classification of Business Process
Result

Managerial Process – a definition

Managerial processes are a series of managerial routines that underpin, as an
inter-connected managerial system, the dynamic capabilities of an
organisation by controlling and reconfiguring the organisation’s resource base
thus impacting on the organisation’s ability to attain, sustain or enhance
competitive advantage in the long term.
Result (Cont.)

Managerial Process – the context

 more uncertain
 more complex
 more emergent
 more influenced by emotions
 more concurrent
 more learning focused
 more cognitive and interpretive.
Conclusions
Managerial Processes: Business
Process that Sustain Performance
Umit S. Bititci, Fran Ackermann, Aylin Ates, John Davies, Patrizia Garengo,
Stephen Gibb, Jillian MacBryde, David Mackay, Catherine Maguire,
Robert van der Meer, Farhad Shafti, Michael Bourne, Seniye Umit Firat
Introduction

 For many years management practitioners and researchers have been

concerned with gaining a better understanding of how organisations
survive and grow
Goals

To better understand what these managerial processes are and how they
influence organisational performance.
Research method
Theoretical Background
Classification of business process
Research method (Cont.)
Empirical Method (from 37 case studies)

 Data collection and coding

 Performance analysis and ranking
 Maturity assessment
 Data analysis and interpretation
Result

What are the managerial processes in practice?

 Managing performance
 Managing decision making
 Managing communications
 Managing culture
 Managing change
Result (Cont.)
Managerial processes and performance
Result (Cont.)
Process maturity profiles of case study organisations
Conclussions

 Managers need to develop a wider understanding and awareness of the

overall managerial system as well as a deeper understanding of their own
immediate area of responsibility.
 Managers need to be better equipped and motivated towards achieving a
workable balance between short-term and the longer term, future-oriented,
activities.
 It is also important for managers to exploit their managerial activities for multiple
purposes whilst improving the maturity of the individual managerial activities.
 The normative model provided in Appendix 2 of the paper may serve as a
guide to assist managers to evaluate the maturity of their managerial activities
and processes.
 The fact that managerial perceptions appear to play a central role in shaping
the organisation of the managerial system and ultimately performance,
organisations needs to carefully consider the selection and education of
managers together with placement of managers in appropriate roles.