BUSINESS PROCESS RE-eNGINEERING<br />Presented By:<br />Debkona Bhattacharya<br />GarimaShroff<br />MadhuchandaPramanik<br />RinkiMusaddi<br />SaloniMohta<br />ShraddhaNahata<br />Faculty:<br />Dr. DebajyotiMukhopadhyay<br />Professor and Head, IT and MIS<br />CALCUTTA BUSINESS SCHOOL<br />
assumes the current process is irrelevant - it doesn't work, it's broke, forget it. Start over.</li></li></ul><li>Business process <br />re-engineering (BPR)<br /><ul><li>Business Process Re-engineering is about rethinking and redesigning organizational processes in order to achieve dramatic improvements in performance, including cost, quality, service and speed </li></ul>(Hammer & Champy 1994).<br />
Processes differ by the type of job being processed
Not just one process but many are employed depending on the size of the job
Work is performed where it makes the most sense
Wal-Mart moves the replenishment function to its suppliers</li></li></ul><li>Critique against the BPR concept<br /><ul><li>Strict focus on efficiency and technology and the disregard of people in the organization that is subjected to a reengineering initiative.
Very often, the label BPR was used for major workforce reductions
Lack of management support for the initiative and thus poor acceptance in the organization.
Exaggerated expectations regarding the potential benefits from a BPR initiative and consequently failure to achieve the expected results.</li></li></ul><li>conclusion<br />Following references has been made –<br />BOOKS :<br /><ul><li>James A O’ Brien & George M Marakas, Management Information Systems, Seventh Edition, Tata McGraw Hills.
JawadekarWaman S, Management Information System, Third Edition, Tata McGraw Hills.</li></ul>Websites:<br /><ul><li>www.wikipedia.com