Embed Size (px)
Citation preview
Systems Analysis:
Organizations are systems.
2 Types
• We commonly think of at least 2 things when we think of systems in organizations:
1. Most commonly we think of systematic solutions
• i.e., a solution that is automated, built into existing practices, or supported in such a way so that it will continue (“I need a system of organization”).
2. Less commonly, we think of systems as the things that impact; and are impacted by the pinpoint we select to improve.
3 Levels of Organizations
1. Performer levelPerformance management view
2. Process levelProduct or service creation view
3. Organizational levelTotal organization view
The Organizational Level
GENERAL ENVIRONMENTAL INFLUENCES:
Resources
Competition
Shareholders
6
10
10
1010
10
11
technology
raw materials
capital
humanresources
Processing System(Organization)
ReceivingSystem
Market
products /services
orders
1 5
4Outputs
products /services
3
7
2
Inputs
$
8
9
Government Economy Culture
From Rummler & Brache, 1995From Rummler & Brache, 1995
The Organizational Level
GENERAL ENVIRONMENTAL INFLUENCES:
Resources
Competition
Shareholders
6
10
10
1010
10
11
technology
raw materials
capital
humanresources
Processing System(Organization)
ReceivingSystem
Market
products /services
orders
1 5
4Outputs
products /services
3
7
2
Inputs
$
8
9
Government Economy Culture
From Rummler & Brache, 1995From Rummler & Brache, 1995
InputsProcessing system
Receiving system
The Organizational Level: The TPS View
Processing System
ReceivingSystem
Input Output
Internal Feedback
External Feedback
From Brethower, 2000; Sasson & Austin, in press
A TPS Example in Education
ElementarySchool(K-6)
Middle School
Children, Teachers,CurriculumResources
CompetentStudents
Internal Feedback
External Feedback
Processing System
Process 3
Process 2
Process 1
Dept 1 Dept 2 Dept 3 Dept 4 Dept 5 Dept 6 Dept 7
Functions (Silos)
Processes
Ed Example - Processing System
Subject 3
Subject 2
Subject 1
Grade1 Grade2 Grade3 Grade4 Grade5 Grade6
Functions (Silos)
Processes
Reviewers
All NetworkOfficers
Editor
Printer
Asst. Editor
Membership
1. Recruitarticles onan ongoing
basis
2. Setsubmission
deadlineand notify
group
3.Constructand copyedit firstdraft of
newsletter
5.Distributenewsletterto proof-readers
9. Proofnewsletterand return
to asst.editor
16. Filereceived byprinter and
proof iscreated
11. Printlabels andreturn to
asst. editor
4. Sendfirst draft ofnewsletter
to asst.editor
6. Callprinter to
orderproperpaper
7. Contactmember-
ship to printlabels
10. Orderproperpaper
13. Receivereviewerschanges
and send toeditor
14. Makechanges /send finalversion to
asst. editor
15. Receivefinal
version andsend to
printer/ WM
18. Allnewslettersare printed
17.Proof
approved?
19. Pick-upand mail
newsletters
Treasurer12. Provide
a form ofpayment toasst. editor
8. Requesta form of
payment forprinting /stamps
NO YES
Web master20. Receive
file andpost onWebsite
2 Weeks 1 Day 3 Days 3 Days 2 Days 5 Days 4 Days 2 DaysEst. Timeline
OBM Network Newsletter Production Process
Total Performance System Components - 1
• Mission: The major purpose or reason for being a performance system
• Input: Information, technology, people, money, or material that initiates or is a resource for a work process
• Processing system: A system that processes inputs, generating at least one output valued by an external receiver
Total Performance System Components - 2
• Internal Feedback: Information about the performance of individuals, work groups, or processes that is used to guide performance
• Output: Information, money, material, or added value that is produced by a work task or process
• Receiving system: A set of systems that are closely linked to a processing system and receive its outputs
• External Feedback: Information from customers and other external sources, used to guide performance
The Process Level
• Process = “A series of steps designed to produce a product or service”
• Steps can be shared • Across people• Across departments• Across organizations
• At least three different types of processes are critical to a system’s health
Customer Processes
• Result in a product or service that is received by an organization’s customers
– Preparing meals at a restaurant– Producing parts for an automobile that is sold
to an auto manufacturer– Making payments to clients for an insurance
claim
Administrative Processes
• Produce products or services that are invisible to the external customer but essential to the effective operation of a business
– Balancing a cash register at the end of the day
– Paying bills– Sending out paychecks– Hiring/promoting/firing
Management Processes
• Processes that result in products or services that ensure adequate performance of customer and administrative processes
– Performance measurement– Goal setting– Performance Feedback– Resource Allocation– Rewards– Job Analysis and Design
Reviewers
All NetworkOfficers
Editor
Printer
Asst. Editor
Membership
1. Recruitarticles onan ongoing
basis
2. Setsubmission
deadlineand notify
group
3.Constructand copyedit firstdraft of
newsletter
5.Distributenewsletterto proof-readers
9. Proofnewsletterand return
to asst.editor
16. Filereceived byprinter and
proof iscreated
11. Printlabels andreturn to
asst. editor
4. Sendfirst draft ofnewsletter
to asst.editor
6. Callprinter to
orderproperpaper
7. Contactmember-
ship to printlabels
10. Orderproperpaper
13. Receivereviewerschanges
and send toeditor
14. Makechanges /send finalversion to
asst. editor
15. Receivefinal
version andsend to
printer/ WM
18. Allnewslettersare printed
17.Proof
approved?
19. Pick-upand mail
newsletters
Treasurer12. Provide
a form ofpayment toasst. editor
8. Requesta form of
payment forprinting /stamps
NO YES
Web master20. Receive
file andpost onWebsite
2 Weeks 1 Day 3 Days 3 Days 2 Days 5 Days 4 Days 2 DaysEst. Timeline
OBM Network Newsletter Production Process
Process Management and Process Mapping
• When people, departments, or organizations share steps of a task, there is potential for “disconnects”– People may not know how their contribution benefits
the end result of the process– Participants in the process may not know the goal or
ultimate result of their work– People may make the wrong kind of contribution or
spend time producing extra products that are not needed
– A person might hold up the process by not completing their portion of the work
Minimizing “Disconnects”
• A process must be understood before it can be managed or adjusted effectively
• Implementing a new process requires planning for relationships and responsibilities
• People participating in a process must get feedback from internal co-workers about their individual contributions
• People participating in a process must get feedback from those who receive the services/products they produce
Mapping out a Process (“Is” map)
• Who are the participating parties (people, departments, organizations)?
• What is the end result/product/service of the process?
• Who receives the output of the process?• THEN MAP: how does this process get
accomplished currently (not how we wish it was accomplished, but how it IS accomplished)
• OR, how would we like this process to be accomplished (“should” map)
INPUT OUTPUT
PERFORMER
CONSEQUENCES
FEEDBACK
2. TASK SUPPORT
Ÿ Can the performer easily recognize the inputrequiring action?
Ÿ Can the task be done without interference fromother tasks?
Ÿ Are job procedures and work flow logical?
Ÿ Are adequate resources available forperformance (time, tools, staff, information)?
1. PERFORMANCE SPECIFICATIONS
Ÿ Do performance standards exist?
Ÿ Do performers know the desired output andperformance standards?
Ÿ Do performers consider the standardsattainable?
3. CONSEQUENCES
Ÿ Are consequences aligned to supportorganizational performance?
Ÿ Are consequences meaningful fromperformer's viewpoint?
Ÿ Are consequences timely?
4. FEEDBACK
Ÿ Do performers receive informationabout their performance?
Ÿ Is the information they receive: - relevant? - accurate? - timely? - specific? - easy to understand?
5. SKILLS/KNOWLEDGE
Ÿ Do performers have the necesssaryskills and knowledge to perform?
Ÿ Do performers know why desiredperformance is important?
6. INDIVIDUAL CAPACITY
Ÿ Are performers physically, mentally,and emotionally able to perform?T
he P
erfo
rmer
Le
vel
From Rummler & Brache, 1995
Performer-Level Analysis Dimensions
1. Performance specifications
2. Task support
3. Consequences
4. Feedback
5. Skills/knowledge
6. Capacity
