Week 6

This week we covered chapter 4 in the textbook, which by the way you can learn more information about our class textbook here.  Chapter 4 focuses on Process Strategy, "which specifies the pattern of decisions made in managing processes so that they will achieve their competitive priorities."

One of the concepts in the chapter that stuck out to me was service process structuring.  Most of my work experience has been in the service industry.  There are "three process structures, which form a continuum to choose from: (1) front office, (2) hybrid office, and (3) back office."  I started thinking about my work experiences in this matter.  I leaned over to a friend of mine in class, Eduardo Franco, and told him that I work in the front office.  Sometimes things can get a little complex and there is considerable divergence.  There are always exceptions, and  there are exceptions to the exceptions.  Sometimes this can be stressful, but sometimes it livens things up.

I've also had experience in the back office.  Processes are more standardized in the back office.  You don't necessarily have the stress of making decisions on what to do in each situation.  On the other hand, there is usually little variation and sometimes minimal contact with others, which can get boring.

When I think about my work experience I think of the adage, "The grass is always greener on the other side."  Sometimes I think to myself,  "I want to work in the back office instead of the front office, it's far less stressful."  Other times I think to myself, "I want to work in the front office where the action is, the back office is boring and makes me tired."

Taking all of this into consideration, I will seek out work in the hybrid office in the future.  As Hannah Montana says, "You get the best of both worlds."  I don't want to do quarterly performance reports though, like the example given in our textbook of a hybrid office process!