Measuring and Managing Team Performance in Business Process Environments

1. Measuring and Managing Team Performance in Business Process Environments PhD researcher: Kepa Mendibil Telleria Supervisor: Dr Jillian MacBryde 30 January 2001 K.Mendibil / RPD’01

2. Contents • Research area & background • Research Objectives • Research Methodology • Contribution K.Mendibil / RPD’01

3. Center for Strategic Manufacturing Research area & background • For the last 12 months research was conducted as part of an EPSRC programme K.Mendibil / RPD’01

4. £ SMWG Business process teams Cellular manufacturing order in creativity & innovation £ 1+1=3 product out team purpose achieve objectives continuous learning/improvement employee satisfaction Research area & background • ‘A team concept is central to the development of process-based management and it is one of the few means by which large business processes can be integrated ‘ (Armistead et al) • Highly motivated, creative and innovative teams driving continuous improvement offer the flexibility and potential to successfully achieve customer requirements and gain competitive advantage K.Mendibil / RPD’01

5. FUNCTIONS Manage processes • Conflicts between departmental and • processes managers PROCESSES Operate processes Support processes • Employees have a lack of the company’s • vision worsening of employee • participation Research area & background • PROBLEMS: • Business Process objectives are • not aligned with company’s strategy • Employee performance measurement • is not aligned with process performance • and organisational objectives • Lack of understanding on how to • measure team performance K.Mendibil / RPD’01

6. Research objectives • To identify critical elements affecting the performance of teams based on business processes • To research and develop an integrated framework that includes a set of tools and techniques for assessing the management of teams • Assess the socio-economic impact of such an approach in the performance of organisations K.Mendibil / RPD’01

7. Research methodology ‘To identify critical elements affecting the performance of a team’ • Literature review: identify factors affecting team performance and their interrelationship • Company visits/interviews to identify organisational needs and factors that permit and constraint the development of effective team performance management systems • Analysis of ‘best practice’ companies K.Mendibil / RPD’01

8. Research methodology ‘To research and develop an integrated framework that includes a set of tools and techniques for assessing the management of teams’ • Literature review: compare and analyse pros and cons of current frameworks • Company visits to identify the requirements to meet by such a framework K.Mendibil / RPD’01

9. Research methodology ‘Assess the socio-economic impact of such an approach in the performance of organisations’ • 1-2 case studies to test and validate the functionality and practical contribution of the framework (in-depth case study at Highland Spring) • Questionnaires to validate the framework using a bigger sample of organisations K.Mendibil / RPD’01

10. Give direction, training, support Teaming Performance Measures Process Performance Measures   Input Output        Reward & recognition Provide resources   Team Management Measures Balance team roles, effective leadership Team Performance measurement K.Mendibil / RPD’01

11. Company Strategy Business process Input Output ‘Setting the right environment to ensure that the team and the process perform as expected’ Process Performance measures How process How process Team management measures How process generic long term specific short term autonomy Teaming Performance measures Team management framework K.Mendibil / RPD’01

12. Business process Input Output Business Process Process Performance measures Process performance measures How process Team management measures generic Teaming Performance measures long term specific short term autonomy Teaming Performance measures Team management framework (1) What do we want the process to do? (2) What does the team need to do? -Attitudes, behaviour -Skills, competencies (3) What is currently the team doing? How does this affect process performance? (4) How to measure them K.Mendibil / RPD’01

13. Business process Input Output ‘Setting the right environment to ensure that the team and the process perform as expected’ Business Process Process Performance measures Process performance measures How process Team management measures Team management measures Teaming Performance measures Team management framework (1) What do we want the process to do? (2) What does company need to do? -Provide resources (e.g. technology) -Internal/external benchmark -Training (3) What is currently the company doing? How does this affect process performance? (4) How to measure them K.Mendibil / RPD’01

14. ‘Setting the right environment to ensure that the team and the process perform as expected’ Business Process Process performance measures Team management measures Team management measures How process generic Teaming Performance measures long term specific short term autonomy Teaming Performance measures Team management framework (1) How do we want the team to behave? (2) What does organisation need to do? -Give direction, empower -Educate, training -Motivate, Reward (3) What is currently the company doing? How does this affect the team performance? (4) How to measure them K.Mendibil / RPD’01

15. Contribution • To further develop the understanding of the implications of BPR into team performance measurement and management • The development of a practical tool will facilitate organisations to assess and manage their teams in a way that maximises their contribution towards the success of the company • The validation of this framework will demonstrate its usefulness and practicality • To identify and define areas for future research K.Mendibil / RPD’01