Process Management

Good management depends on the extent to which the

• End: pro?t and loss account. As a result, there will be a stage at which the parties have developed relations and prospects of gain, while there are still a number of problems that are dif?cult to solve and that fail to evoke consensus. Each party will then draw up a pro?t and loss account. On the positive side of the balance are the relations developed and the gains collected, on the negative side there are the losses and the unsolved problems. For particular parties, who have no interest in the problem, the latter side is uninteresting; for others, who have an interest in a particular solution of this problem, it represents a form of loss. • Pro?t and loss balance positive for a critical mass: speed. The speed of the process will increase if the pro?t and loss account shows a positive balance for a critical mass of parties. They wish to collect their gains and therefore to make ?nal decisions. At this point there will be an important psychological mec- nism: parties tend to anticipate on collecting their gains, which increases their urge to speed up the process. It is clear from the above, however, that the end of a process is dif?cult to predict.

A guide to processes that result in successful changes Provides concrete examples for the management of complexity Gives recommendations on how to accelerate processes of change Includes supplementary material: sn.pub/extras

Autorentext
Hans de Bruijn is professor of Organization and Management at the Faculty of Technology, Policy and Management, Delft University of Technology. Ernst ten Heuvelhof is professor of Policy Science at the Faculty of Technology, Policy and Management, Delft University of Technology and at the Department of Public Administration at Erasmus University Rotterdam.Roel in 't Veld is professor of Management of Hybrid Organizations at the Open University of the Netherlands, and professor of Governance at the University of the Netherlands Antilles.

Klappentext
What is it that makes a manager or a politician a successful decision maker? Our first inclination would be to say decisiveness and substance. Many managers who met those criteria, however, have had to abandon the field in the past several years..--The authors of Process Management regard a manager as successful if he pays much attention to the process aspects of change. Successful management depends on the extent to which the 'stakeholders' are involved in the decision making and see their own interests protected. This book offers a wealth of insights about this 'process management'. --The book has been thoroughly revised and updated. It contains a large number of new examples. Risks and shortcomings of process management are explained more accurately. The authors also address strategies to deal with the disadvantages of process management. Moreover, there is an extra emphasis on the role of substance in processes.

Inhalt
Introduction: Process and Content.- Introduction: Process and Content.- to process design and process management.- Positioning the Process Approach.- Process Architecture.- Designing a Process.- The Process Architect in Action: Making a Process Design.- Managing the Process.- An Open Process.- A Safe Process: Protecting Core Values.- A Process with Sufficient Speed: Incentives for Progress.- The Process Manager and the Substance of Decision Making.- A Concluding Remark.