European Journal of Social Sciences – Volume 7‚ Number 1 (2008) Impact Assessment of Business Process Reengineering on Organisational Performance Mrs. Adeyemi‚ Sidikat Department of Business Administration‚ Faculty of Business and Social Sciences University of Ilorin‚ P. M. B. 1515 Ilorin‚ Kwara State‚ Nigeria E-mail: sidiadeyemi@yahoo.com Tel: +234 8054451111 Mr. Aremu‚ Mukaila Ayanda Department of Business Administration‚ Faculty of Business and Social Sciences University of Ilorin‚ P. M. B
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IT IN BPR 1 Submitted By 1 Table of Contents 2 INTRODUCTION 4 RELATIONSHIP BETWEEN IT & BPR 6 IT Capabilities and Reengineering 7 Phase 1: before the process is designed (as an enabler) 8 Phase 2: while the process is being designed (as a facilitator) 10 Phase 3: after the design is complete (as an implementer) 13 ROLE OF IT IN REENGINEERING 17 Principles of Reengineering by Hammer 18 BPR – The Current focus in IT 21 Concept of Database 21 Data Mining: 21 Data Warehousing 22 STRATEGIC
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Business Process Reengineering and Human Resource Management By Hugh Willmott Judge Institute of Management University of Cambridge‚ UK A later version of this article appears in Personal Review‚ 23‚ 3: 34-46 (1994) For more information on published articles by Hugh Willmott please refer to http://dspace.dial.pipex.com/town/close/hr22/hcwhomeBusiness Process Reengineering and Human Resource Management Hugh Willmott Manchester School of Management‚ UMIST Abstract This article reviews the
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Introduction Following the publication of the fundamental concepts of BPR by Hammer (1990) and Davenport and Short (1990)‚ many organisations have reported dramatic benefits gained from the successful implementation of BPR. Companies like Ford Motor Co.‚ CIGNA‚ and Wal-Mart are all recognised as having successfully implemented BPR. However‚ despite the significant growth of the BPR concept‚ not all organisations embarking on BPR projects achieve their intended result. Hammer and Champy (1993) estimate that
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BUSINESS PROCESS REENGINEERING AT THE HOSPITALS: A CASE STUDY AT SINGAPORE HOSPITAL Arun Kumar and Linet Ozdamar School of Mechanical & Production Engineering Nanyang Technological University 50 Nanyang Avenue‚ SINGAPORE-639798 Email: makumar@ntu.edu.sg KEYWORDS Business process reengineering‚ Healthcare. ABSTRACT As health care costs increase‚ there is a need for healthcare service providers to look for ways to contain costs and to achieve a higher efficiency at their operating facilities without
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\server05\productn\N\NLR\49-2\NLR201.txt unknown Seq: 1 22-MAR-05 8:32 PROCESS REENGINEERING AND LEGAL EDUCATION: AN ESSAY ON DARING TO THINK DIFFERENTLY KAREN GROSS* I. INTRODUCTION Thinking about the nature and quality of legal education is not new.1 Since the MacCrate Report2 and the stinging criticisms of Judge Harry Edwards‚3 legal educators have been overtly wrestling with how effectively to train individuals to become lawyers. The * Professor of Law‚ New York Law School. J
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processes‚ organization climate and organization structure are changed. Reengineering is one approach for redesigning the way work is done to better support the organization’s mission and reduce costs. Reengineering starts with a high-level assessment of the organization’s mission‚ strategic goals‚ and customer needs. Reengineering may not involve copying but‚ like benchmarking‚ is an agent for change. What is Reengineering? The term "Re-engineering" means re-thinking or reforming or transforming
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chang e management a top priority and communicate the chang e vision across the organization. Introduction Global competition is driving organizations to become leaner and more streamlined. Many organizations have turned to business process reengineering (BPR) as a means to radically change the way they conduct business. However‚ dramatic improvements have failed to materialize in many instances (Davenport‚ 1993; Hammer and Champy‚ 1993; Kotter‚ 1995). We thereby embark on a case study to deeply
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Questions: 1) The reengineering efforts of P&G focused on the business process system. Do you think other processes‚ such as the human system‚ or other managerial policies need to be considered in a process redesign? 2) What do you think was the reaction of the brand managers‚ who may have worked under the old system for many years‚ when the category management structure was installed? 3) As a consultant‚ would you have recommended a top-down or a bottom-up approach‚ or both‚ to process redesign
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use the services. It also showed that business-reengineering process happen in the company to improve quality and productivity that give the most benefits to the company. In our culture‚ many organizations miscalculate what it takes to reengineer a business successfully. Such reengineering takes time‚ the larger the process‚ the more time is required. Based on what I have studied in Office Business Process (OSM652) on business reengineering process‚ I will like to comment a bit about the
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