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2021 | OriginalPaper | Buchkapitel

6. The Process Perspective of TBM

verfasst von : Uwe G. Seebacher

Erschienen in: Template-based Management

Verlag: Springer International Publishing

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Abstract

It is time to leave our consideration of the background of TBM in order to discuss and evaluate the underlying topics and assumptions. Our focus will now shift to the following questions:

What is TBM.
What do I as a business manager have to know about TBM.
How is TBM different from conventional management approaches to answer this question, it is necessary to understand, from a manager’s point of view, how problem-solving processes overall, and in the areas of Information Technology, Process, and Human Resources Management, are generically similar.
What do I have to expect from templaters.
What is a template.
How can I develop one.
What do I need to pay attention to when I do so.
How do I have to change when I am applying TBM.
What are the benefits of TBM for me as a manager.

All these questions will be answered! Especially for practitioners and managers, this section provides valuable information for dealing with their internal templaters.

In this section you will learn more about the new management approach, enabling you to sustainably optimize the entire operative work as basis for an efficient and impactful professional practice. This means that we are about to jump right into the nucleus of Template-based Management.

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Vorheriges Kapitel The Learning Dimension of TBM

Nächstes Kapitel The Tool Dimension of TBM

An overview on one classical 7-step consulting process can be found on www.vanderbilt.edu/sos/7consulting%20Steps.htm. Another conventional cycle is at display on www.outplay.com/consulting/steps.htm.

Sometimes the internal clients cannot even give you a brief description of the problem because they don’t know what is wrong, just that something is.

Does the problem involve IT, strategy, or a process, or is it about human resources?

Russo, E.J.; Schoemaker, P.J.H.: “Winning Decisions—Getting It Right the First Time”, Doubleday 2001.

Drucker, P.F.: “The Essential Drucker—In One Volume the Best of Sixty Years of Peter Drucker’s Essential Writings on Management”, HarperBusiness 2001.

Hakel, M.D.: “Beyond Multiple Choice—Evaluating Alternatives to Traditional Testing for Selection”, Lawrence Erlbaum Association 1998.

Russo, J.E.; Schoemaker, P.J.H.: “Winning Decisions—Getting It Right the First Time”, Doubleday 2001, p. 131–159.

Britton, C.: “IT Architectures and Middleware—Strategies for Building Large, Integrated Systems”, Addison-Wesley Publishing Co 2000.

Lowson, B.; King, R.; Hunter, A.; Bohn, L.: “Quick Response—Managing the Supply Chain to Meet Consumer Demand”, John Wiley & Sons 1999.

Forsha, H.I.: “Show Me—The Complete Guide To Storyboarding and Problem Solving”, American Society for Quality 1994.

Forsha, H.I.: “Show Me—Storyboard Workbook and Template”, American Society for Quality 1995.

Ulrich, K.T.; Eppinger, S.D.: “Product Design and Development”, McGraw-Hill/Irwin 1999.

Tools, among others, include the SWOT-Analysis (strengths, weaknesses, opportunities and threats), Michael Porter’s Five-Forces-Model or the 4 Cs-Analysis (Customer, Competition, Costs, Capabilities).

Mintzberg, H.; Ahlstrand, B.; Lampel, J.: “Strategy Safari—A Guided Tour Through the Wilds of Strategic Management”, Simon & Schuster 1998.

Camp, R.C.: “Benchmarking—The Search for Industry Best Practices That Lead to Superior Performance”, ASQ Quality Press 1989.

This matrix template very much resembles the Zig-Zag Diagram discussed later.

Stambaugh, R.H.: “21 Tomorrows—HR Systems in the Emerging Workplace of the 21st Century”, IHRIM 2000.

The wider definition can also be referred to as an ‘HR policy’.

For instance, SAP R/3 or specific software from PeopleSoft or Oracle. Additionally, an HR-IT system can serve as a portal for employees to check, for example, their time and vacation accounts, or for online recruiting.

Rothwell, W.J.; Kazanas, H.C.: “Human Resource Development—A Strategic Approach”, Human Resource Development Press 1994.

Mabey, C.; Salaman, G.; Storey, J.: “Human Resource Management—A Strategic Introduction”, 2nd Edition, Blackwell Business 1998.

A ‘long list’ comprises all possible providers. The ‘short list’, on the other hand, cuts the long list down to the provider(s) that offer the demanded solution(s).

Fombrun, Charles J.: “Strategic Human Resource Management”, Wiley-Interscience 1984.

Hammer, M.; Champy, J.: “Reengineering the Corporation—A Manifesto for Business Revolution”, Harper Business 1993.

A matrix-template is made up of a vertical and horizontal axis. The horizontal represents the various processes/problems and their component parts. The vertical axis, on the other hand, shows the process/problem owners. In this way, the template shows which parts of a process/problem are owned by whom.

Titel: The Process Perspective of TBM
verfasst von: Uwe G. Seebacher
Verlag: Springer International Publishing
Buch: Template-based Management
Print ISBN: 978-3-030-56610-4

Electronic ISBN: 978-3-030-56611-1

Copyright-Jahr: 2021
DOI: https://doi.org/10.1007/978-3-030-56611-1_6

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