Organizational Management Tools: Process-based vs Result-based Orientations
By Chalachew N. Agonafir
In the last decade, I have had a chance to work for organizations based in America and Europe. My observation which is [not researched and glad to be corrected] showed me that most American organizations tend to be results-oriented while Europe (mainly British) organizations are process-oriented.
This is not exhaustive analysis and describes my only observations in the last few years. Both orientations highlight the importance of having consistent strategic planning (although the process-based orientation requires a strategy with longer period compared to results-based). Standards and qualities of doing each and every activity is mostly set for both orientations.
Process-oriented organizations have specific tools and formats for managing budget, human resources, different activities etc. Result-oriented organizations on the other hand never use specific tools instead follow what is required locally as a result of socio-cultural and politico-economical factors and/or desires of the funding agencies. This implies that result-orientation emphasizes on using systems-based approaches.
Under the process oriented management, senior managers take much of their time in doing every aspect of staffing all the way from field guards up to their immediate sub-ordinates; understand and use the tools/formats for doing everything and follow individual activities in the field to understand specific indicators of outputs. This makes senior managers to spend less time on checking whether the details are following strategic objectives and standards/qualities are being followed. The opposite applies to results oriented organizations. Result-oriented organizations are more prone to corruption compared to process oriented requiring strong regulatory mechanisms locally and remotely.
Below are some of the differences between the two approaches.
Process oriented:
- Managers involve in individual activities that lead to specific efficiency of indicators;
- Staff stick to the processes of activities to the greatest details;
- Managers are busy of looking after individual activities that make them concentrate less on strategies and standards;
- Staff must attend offices in accordance with the time schedule set by the organization.
Results oriented:
- In whichever or whatever way, the staff need to bring the final results of the project working in the office or outside;
- Managers focus on whether strategic objectives and qualities are being achieved;
- It is not a must to go to the office everyday unless there are meetings or conferences;
- Emphasis is given by managers to ensure strategies and qualities are being properly followed and systems approaches being reflected.
Regardless of their differences, both approaches have achieved good performance. It is easier for managers to move from process-oriented to result-oriented organizational settings.