초록 열기/닫기 버튼
최근 기업에서 활발히 도입되고 있는 프로세스 혁신 또는 프로세스 경영이 정착되기 위해서는 조직구조도 프로세스 지향적으로 근본적인 변화가 따라야 한다. 그러나 프로세스 조직에 대한 기존 문헌들은 처방적, 규범적 측면에 치우쳐, 프로세스 조직에 대한 이해가 부족하고 논의가 추상적이다. 본 논문은 이론적 고찰과 국내외 기업에 대한 사례를 바탕으로, 프로세스 조직의 제 유형을 도출하였다. 프로세스 조직은 혼합형 구조로서의 특성에 따라 다양한 유형이 있으며, 그 구조적 특징과 효과적 운영방안도 각 유형별로 상이하다. 또한, 기업에 도입시 프로세스 특성에 따른 효과적인 프로세스 조직화 방법도 제시하였다. 마지막으로 환경, 기업특성, 경쟁전략 등과 같은 상황적 요인과 프로세스 조직의 관계에 대해서도 상황적 관점에서 명제를 제시하였다. 프로세스 조직은 모든 종류의 기업에 적합한 만병통치약이 아니다. 프로세스 조직은 기술적 환경의 불확실성은 높지 않으나, 고객이 차별적이고 고객의 교섭력이 강한 환경에 처한 기업에 보다 적합하다. 또한, 각 부문별 역량은 잘 구축되어 있는 반면, 특정 기능분야의 전문성이나 역량이 더 이상 경쟁우위의 원천으로 작용하지 않으며, 규모가 크고 역사가 오래되어 조직의 수평적 분화와 관료화가 심한 성숙기의 대기업에 효과적이며 적용의 여지도 가장 크다. 또한, 원가주도 전략이나 기술 차별화 전략보다는 마케팅 차별화 전략을 추구하는 기업에 보다 효과적이라고 판단된다.
This paper investigates the nature and characteristics of the organization structure in process-based organizations. In recent years, a number of companies have introduced the massive process redesign programs such as business process redesign and process innovation, and have redesigned their business processes accordingly. However, the results are mixed at best. Why most of the business redesign efforts have produced such disappointing results? One of the main reason is that the companies typically maintain a traditional functional structure and few have fundamentally changed the way they run their organizations. The combination of integrated processes and fragmented organizations have created confusions and conflicts, undermining performance. They need a new organization called process or horizontal structure. The literature on process organization to date, however, is overly both normative and prescriptive, hindering the balanced view of process-oriented organization structure. In this study, I develop a framework for the design and implementation of process organization, especially about its various types, structural forms, design principles, strengths and weaknesses, and relationships with contingency factors including external environment and firm strategy. What does a process organization really look like and how do we realize the process-based view of organization? Four cases of the domestic and foreign leading companies that have recently implemented process-oriented restructurings with significant success are analyzed over the period of their organizational change toward process organization in order to illustrate how they undergo structural transformation and their structure has been changed. These cases show that process-based groupings can be applied to varying degrees and produce different organizational structures. Based on the theoretical considerations and the closer examination of what these companies have attempted and achieved, I delineated five possible types of process- oriented structures from the functional organization with horizontal process overlays to ideal process organization. I focused on the question how processes can be translated into the design of organizational units. Three key ideas underpin a process-based organizational structure. First, organizational units are organized around core processes. Second, firms cannot be designed upon organizational processes solely or that process-based grouping can be simply imposed as an additional structural dimension on the existing functional (or product) dimension. Third, being good in horizontal processes is not good enough. Companies need a set of core disciplines and it might need to be organized around their functions. Essentially a design continuum exists-ranging from the traditional functional hierarchy, all the way to an organization that is fully process-based, and has no functional groupings whatsoever. However, most companies that have implemented horizontal grouping principles emerge with a hybrid organization that lies somewhere in the middle of the design continuum -balancing functional and process dimensions to meet their unique situations. In addition, I suggested the effective method of process organizing such as linked, parallel, or mixed grouping, depending upon both the complexity of process itself and the diversity of the customer needs of process. Process organization is not a panacea as popularly perceived and anticipated. I argue that success lies in the tailored application of process groupings to each individual organization and its situation. The appropriate scope of change (how much of the organization is transformed) and depth of change (how completely the process organizing is applied) depends on the nature of the company’s external environment, customer base, competitive strategy, size and history, and value delivery system. First, it is more appropriate for businesses whose technological environment is not dynamic, and when the bargaining power of the customer is strong. Second, it is not suitable for companies whose value stems from excellence in specific functional skills or economies of scale. The same would hold true for organizational areas where mastering a single skill is source of value. Third, it is especially well suited for those organizations which are large, old, and thus horizontally differentiated and bureaucratized. Fourth, firms pursuing marketing differentiation strategy rather than those seeking after technological differentiation or cost leadership strategy are more likely to capitalize on the potential of process structure. The arguments presented in this paper are as follows: (1) Process redesign efforts should lead to a process-oriented new organizational structure; (2) As illustrated by the four organizations analyzed, every process organization is different although they have some fundamental traits in common (e.g., organized around core process); (3) In even the most process-oriented organizations, functional units continue to play essential roles. Rather, it means that horizontal and vertical structures have to coexist in partnership; (4) The design has to be tailored to fit each organization, taking into account its goals, environment, strategy, and internal capabilities. The idea of process organization represents a fundamentally new approach to design of organization structure. While process organization is not appropriate for all companies and all situations and needs company-wide efforts for organizational innovation to put into action, if customer requirements are changing rapidly, agility and responsiveness are critical, and multiple, interdependent functions are involved to deliver customer value, it would hold great promise.
키워드열기/닫기 버튼
process organization, process grouping, horizontal organization, process management, organization structure, horizontal structure.
