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Business process reengineering (BPR) was conceptualized because there was a need to redefine outdated management concepts. The concepts of unity of command, specialization of labor, and hierarchical structures no longer fit with today's dynamic global markets and information society. BPR proposes that organizations must retire old principles and re-engineer their business processes to improve efficiency and be able to meet modern customer expectations and compete effectively in a fast-changing environment. However, determining what new management concepts should replace the old ones remains a key unanswered question.
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Bpr
Business process reengineering (BPR) was conceptualized because there was a need to redefine outdated management concepts. The concepts of unity of command, specialization of labor, and hierarchical structures no longer fit with today's dynamic global markets and information society. BPR proposes that organizations must retire old principles and re-engineer their business processes to improve efficiency and be able to meet modern customer expectations and compete effectively in a fast-changing environment. However, determining what new management concepts should replace the old ones remains a key unanswered question.
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The document discusses the need for business process reengineering (BPR) due to changes in the business environment and customer expectations. It defines BPR as the fundamental redesign of business processes to achieve dramatic improvements in performance. Some key points made include:
- Traditional management concepts no longer apply due to changes in how business is conducted.
- BPR views the business in terms of processes rather than functional departments and focuses on customer needs.
- It aims to achieve radical improvements through disregarding existing structures and redesigning processes from scratch.
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Business process reengineering (BPR) was conceptualized because there was a need to redefine outdated management concepts. The concepts of unity of command, specialization of labor, and hierarchical structures no longer fit with today's dynamic global markets and information society. BPR proposes that organizations must retire old principles and re-engineer their business processes to improve efficiency and be able to meet modern customer expectations and compete effectively in a fast-changing environment. However, determining what new management concepts should replace the old ones remains a key unanswered question.
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The document discusses the need for business process reengineering (BPR) due to changes in the business environment and customer expectations. It defines BPR as the fundamental redesign of business processes to achieve dramatic improvements in performance. Some key points made include:
- Traditional management concepts no longer apply due to changes in how business is conducted.
- BPR views the business in terms of processes rather than functional departments and focuses on customer needs.
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This document discusses the Transformation Management Model, a process that helps organizations align human resources and business assets with business strategy and customer needs. The model enables organizations to respond more quickly to changes. It involves auditing business, HR processes, and customer needs; investing to achieve business goals; and ensuring each unit contributes to profits. Executing the model helps companies develop unique positions and achieve strategic advantages. Human resources plays a key role in establishing and supporting the transformation process throughout the organization.
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This document discusses the economic transition from the industrial age to the knowledge economy, driven by globalization and technology. It calls for organizations to shift to more collaborative leadership styles that leverage employees' talents. Only 13% of employees are truly engaged, so improving engagement is a challenge. Innovation must be built into the culture from the start. Digital technology is reducing barriers and accelerating change, increasing performance pressure. Organizations must adapt their mindsets, practices, and institutions to effectively harness technology and transform how they lead, engage employees, innovate, and use data to stay competitive in this new environment.
Crackingthe CodeofUntil now, change in business has be
Cracking
the Code
of
Until now, change in business has been
an either-or proposition: either quickly
create economic value for shareholders
or patiently develop an open, trusting
corporate culture long term. But new
research indicates that combining these
"hard"and "soft"approaches can radically
transform the way businesses change.
T \ HE NEW ECONOMY has ushered in great businessopportunities -and great turmoil. Not since the IndustrialRevolution have the stakes of dealing with change heen so
high. Most traditional organizations have accepted, in theory
at least, that they must either change or die. And even Internet
companies such as eBay, Amazon.com, and America Online
recognize that they need to manage the changes associated
with rapid entrepreneurial growth. Despite some individual
successes, however, change remains difficult to pull off, and
few companies manage the process as well as they would like.
Most of their initiatives-installing new technology, downsiz-
ing, restructuring, or trying to change corporate culture-have
had low success rates. The hrutal fact is that about 70% of all
change initiatives fail.
In our experience, the reason for most of those failures is
that in their rush to change their organizations, managers
end up immersing themselves in an alphabet soup of initia-
tives. They lose focus and become mesmerized by all the advice
available in print and on-line about why companies should
change, what they should try to accomplish, and how they
should do it. This proliferation of recommendations often
leads to muddle when change is attempted. The result is that
most change efforts exert a heavy toll, both human and eco-
nomic. To improve the odds of success, and to reduce the hu-
man carnage, it is imperative that executives understand the
nature and process of corporate change much hetter. But even
that is not enough. Leaders need to crack the code of change.
by Michael Beer
and Nit±i Nohria
HARVARD BUSINESS REVIEW May-func 2000 133
Cracking the Code of Change
For more than 40 years now, we've been studying
the nature of corporate change. And although every
busincss's change initiative is unique, our research
suggests there are two archetypes, or theories, of
change. These archetypes are based on very differ-
ent and often unconscious assumptions by senior
executives- and the consultants and academics
who advise them- about why and how changes
should be made. Theory E is change based on eco-
nomic value. Theory O is change based on organi-
zational capability. Both are valid models; each
theory of change achieves some of management's
goals, either explicitly or implicitly. But each the-
ory also has its costs -often unexpected ones.
Theory E change strategies are the ones that
make all the headlines. In this "hard" approach
to change, shareholder value is the only legiti-
mate measure of corporate success. Change usually
involves heavy use of economic in-
centives, drastic layoffs, downsizing,
and restru ...
STRATEGIC MANAGEMENT
The document discusses business strategy concepts including business level strategy, corporate strategy, core competencies, distinctive competencies, and competitive advantage. It provides definitions and examples of each concept. The key points are:
1) Business level strategy outlines how a company delivers value to customers while gaining a competitive advantage. Corporate strategy encompasses actions to achieve objectives and advantages.
2) Core competencies are unique skills that provide benefits to customers, can be applied across markets, and are hard to replicate. Distinctive competencies provide the basis for competitive advantage through strengths like technology or customer satisfaction.
3) Developing core and distinctive competencies through strategies like differentiation, pricing, segmentation, and product range allows companies to create
bpr-chapter1-concept-and-principle-know-where-you-are3.ppt
This document discusses business process reengineering (BPR). It defines BPR as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance. The document outlines the nine dimensions of BPR which include physical/technical, infrastructure, and value dimensions. It describes the benefits of BPR such as increasing customer satisfaction and decreasing response times. Warning signs that indicate a need for BPR are discussed, such as the explosion of bureaucracy and bottlenecks between functions.
Running Head BENCHMARK – CASE STUDY POTENTIAL RESOLUTIONS1BENC.docx
Running Head: BENCHMARK – CASE STUDY POTENTIAL RESOLUTIONS 1
BENCHMARK – CASE STUDY POTENTIAL RESOLUTIONS 3
Benchmark - Case Study Potential Resolutions
In the current age of revolutionary change, an organization is as healthy as its sustainability prowess. Today’s company’s unlike past generations, operate in complicated and fast-paced regulated environment. There is an increased need to satisfy current stakeholders, safeguard future generations, and optimally use natural resources. It is in this breadth the Purple Cloud Company thirsts to speed up their product development, widen its market share, and seize new opportunities. The company’s sustainability strategy is acquisition and expansion as they aim to increase value above $100 million and increase the organizations stock price above $71.
Acquisition is a strategic measure implemented by the Purple Cloud Company as a corporate sustainability resolution. The company purchased ABC-Tech, and the acquisition allowed the parent company to intertwine its services with the acquired developed organization. The purchase yielded goodwill for the company’s stakeholders, provided a competitive edge, and reflected positively on the organizations financial bottom line. By acquiring ABC-Tech, which is a company that offers a simple technology platform, allows the organization to reduce customer support costs from $7,000 to $6,000, increase ABC-Tech revenue from $24 million to $48 million, increase revenue from $70 million to $100 million, and increases the profitability index from 17.2% to 18.7% market share, this will attract talent, and drive innovation. (Spears, 2012).
Additionally, the Purple Cloud organization should deploy an expansion strategy. This step will expand their market share, especially if the home market is saturated by their products. This is an inevitable venture given the prospect of it promoting access to new territories that will boost sales volume, allow diversification thus reducing risk exposure, facilitate access to better talent pools, build strong public relations, bring forth a competitive advantage, and most importantly provide opportunities for direct foreign investment.
Management Theories
Today’s organizations are comprised of individuals who manage the employee pool based on the science of humanistic approaches, which has evolved from the authoritarian mindset of the past generation. Purple Cloud has benefited from various visionary methods of operating sustainable companies commonly referred to as, management theories. A primary management theory is classical theory. The use of data and measurements allows the Purple Cloud management team to observe and evaluate business functions in numerical terms. The quantitative focus on the operations, and the production of services allows the company to achieve informed decision-making, and effective profitability.
Domestically, the company has a larger market share, and this motivates the organization to locate emerg.
Group-7 .pptx
The document provides information about Nayan Chakrabartty's presentation topic on the challenges of e-business transformation. It discusses 7 key challenges including strategy, structure, systems, staff, style, skills, and superordinate goals. It also outlines the 7S framework and its application to e-business management. Finally, it provides a brief overview of e-consultancy, a digital marketing research firm.
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Bpr
- 1. Business process Reengineering Chapter I
- 2. Need to Redefine the Management Concepts BPR was conceptualized because there arose a need to redefine management concept. The need to redefine management concepts arose because today, way we do business is quite different from the way business was conducted when the old management concepts were written by Fayol & F.W.Taylor.
- 3. Lets look at few of them Fayol gave the concept of Unity of Command & Scalar Chain. But in today’s corporations employees has more than one superior under Team Management & the information can flow from Multi-dimensional sources.
- 4. Adam Smith broke down work in specialized tasks. F.W.Taylor in his Scientific Management emphasizes on division of labour. But modern corporations prefer the employees with multi-skills
- 5. Previously corporations used to look for specialized skills.. But empowerment goes hand- in-hand with generalization. Modern organizations also desire to recruit the candidates with multi-cultural, skills, job & organizational background. These, modern day organizations believe in the emerging view that “rolling stone gather masses.”
- 6. Hierarchical corporate structures no longer a match for the dynamism of global markets. Function oriented hierarchical organizations require rigid information flows & they lead to long lead times for internal & external orders.
- 7. The organizational principles were designed for relatively stable environmental conditions. Today the change is no longer slow & evolutionary but rapid & revolutionary.
- 8. There is also a change from industrial society to Information society. Customer requirements & expectations of the quality of the products & level of services are also taking a new direction.
- 9. Previously the product was designed according to the convenience of the organization. But today they are designed to meet the expectation of the consumers keeping in view the competition.
- 10. Most of the organizations still follow the principles, structures & management concepts written down more than two centuries ago. Michael Hammer & James Champy suggests that time have come to retire these principles & adopt a new set . They should re-engineer their business process in order to improve their efficiency & meet the competition effectively. But the key question is what are the new set that the organizations should adopt?