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Re-engineering mngement - Essay Example

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With the ppernce of new trend of re-engineering in mngement prctice, mngers strted to lern the process nd possible consequences of its implementtion. ccording to my reserch in this field I totlly gree with the clim tht re-engineering is efficient nd hs positive effects on the generl stte of the orgniztion…
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Re-engineering mngement
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Re-engineering mngement With the ppernce of new trend of re-engineering in mngement prctice, mngers strted to lern the process nd possible consequences of its implementtion. ccording to my reserch in this field I totlly gree with the clim tht re-engineering is efficient nd hs positive effects on the generl stte of the orgniztion. Whether mngers consider it revolution or fd, they need to primry lern bout this prticulr business process nd then decide whether to chnge the wy their orgniztion is structured or leve it to function the sme wy.
In one smll city, budget stff members did study of the purchsing process nd lerned tht they often spent $150 or more of stff time to mke $5 purchse. The city reengineered the process. Now, deprtments re given responsibility to mke ll smll purchses.
Ech deprtment hs been issued bnk credit crd nd n pproved list of vendors. For ll purchses under $1,000 with these vendors, there re no requisition forms, no purchse orders, no sign-offs or hnd-offs. Stff members re ble to buy wht they need, when they need it, t competitive cost. Ech month, the bnk sends the finnce deprtment tpe of ll city trnsctions, llowing the city to reconcile purchses ginst its own generl ledger system. The result: purchses re mde promptly, equipment does not sit idle for lck of smll prts, nd the city estimtes tht it is sving thousnds of dollrs. The svings in stff time cn not even be clculted.
Unfortuntely, reengineering enthusists cn be guilty of over-promising. The fct is, process reengineering is not for everyone. In mtters of policy, public involvement, nd politics, there lwys will be need for extensive consulttion nd meetings. If you stremline those processes too much, the public my perceive tht it is being left out. lso, when n orgniztion is going through crisis, BPR nd other innovtions re inpproprite, even though the crisis my force people to tke fresh look t how they do business once the crisis is over. In such highly contentious controversies s bttles between environmentlists nd developers, highly stremlined process my cuse more problems thn it solves.
References:
BPR Online Lerning Center, Prosci, "Business process reengineering", Retrieve Jnury 24, 2006 from http://www.prosci.com/reengineering.htm
BPR Dtbse Encryption Softwre, "Business Process Reengineering: nlysis nd Recommendtions", Retrieved Februry 4, 2006. http://www.netlib.com/bpr1.shtml#oldwine.
Response ONE
s it ws commented, process reengineering includes chnges in five mjor prts of business: strtegy, process, technology, orgniztion nd culture. Within these res, re-engineering process implies the collpses of long, tedious sequences of sign-offs nd hnd-offs, shrinking the time it tkes to mke decisions nd deliver services. Wht mkes business process re-engineering rdicl is tht it ims t the totl rethinking nd redesign of orgniztions long process, not functionl lines. Becuse most mngers hve never known nything other thn functionl types of orgniztions, this contrst tkes some time to pprecite (Kehoe, 1994).
In her messge, in order to justify the positive effects of business process re-engineering, provides n exmple of Fingerhut compny tht hd such good strtegy to promote Internet sles tht in the end two orgniztions were combined into one compny. The process of re-engineering in this cse served best in terms of the serch of common orgniztionl gols nd lter doing business together.
References:
Economist Newspper Group, Reengineering Reviewed, The Economist, June 1994, Pg 24.
Kehoe, Louise, Down in the Dirt to Clen Up IBM/ Louise Kehoe Offers Contrsting View of Business Process Re- engineering, Finncil Times, December 5, 1994; Pg. 8.
Response TWO
s defined by Teng et l. (1994), re-engineering includes nlysis nd rdicl redesign of existing business processes to chieve brekthrough improvements in performnce mesures. The process seems to be logicl s it strives to chieve certin business outcomes. ccording to numerous exmples, this business process does not pper to be just the ltest fg, but the conversely, the process tht brings long-term success nd improvement of orgniztionl ctivity.
In the messge it is mentioned the ppernce of the concept of business process re-engineering long time go. It is therefore nother evidence for the process to be not only fg but long-existing one tht hs overcome the stge of development until now to be implemented in the ctivity of successful orgniztions.
There re problems with re-engineering process tht sometimes emerge due to orgniztions' hostility in doing reforms. They re ttempting to chnge orgniztionl structure, informtion systems, multiple processes, nd t times their business strtegy nd thus rther bring the dmge to n orgniztion then the good. (Neidhrt, E.) Exmples of such orgniztionl policies include mericn Express's nd moco's experiences in re-engineering.
References:
Neidhrt, E., Reengineering, Retrieved Jnury 27, 2006, from http://edweb.sdsu.edu/people/Rosett/pie/Interventions/reengineering_2.htm
Cldwell, Bruce, Missteps, Miscues -- Business Reengineering Filures, InformtionWeek, June 20, 1994; Pg. 50. Read More
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