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Buerachray

*Course: Master of* Business Administration
Student ID: 1822321
*A DETAILED STUDY ON PROCESS AND EFFECTS OF ADAPTATING BUSINESS PROCESS RE-ENGINEERING* IN A BUREAUCRATIC ORGANIZ*ATION* WITH A FUNCTIONAL STRUCTURE
Introduction
Background Study
An organization has to be very flexible and update the current operations successfully to be competitive, but new goals would not be achieved by changing continuously the current system but to reengineer that system itself (Arora & Kumar 2000). New goals are set by the customer expectations and this is allied with the improvement in the Information technology. Since there is a high level of customer rule the concept of red-tape brings delay making functional structure unsuitable (Fincham & Rhodes 2005). BPR was a model that has been widely used from its introduction in the year 1990 in many companies to bring change (Dixon et al., 1994), with having many criticisms (Davenport 1995). BPR is the process of fundamental rethinking of the business process to achieve improvements in critical factors like cost, quality, service and speed (Tissari & Heikkila 2001).
Analysis of factors
In this section we first look at the main components and the ways it needs to be changed in an organization using different studies. The study ‘The State of Business Process Reengineering: A search for Success Factors’(Paper & Chang 2005) is used to discuss about the main components that are involved and the ways to bring out change. There are five important components which are interdependent that are Environment, People, methodology, IT capability, Vision transformation. The main changes that needs to be done are as given below,
A step by step map of activities and resource allocation requirements for addressing the change needs to be devised by the management before undergoing any change and the map should be produced by focusing on the customers demand and hence driving the change plan. These map needs to be based on...