Essentials of New Business Process Reengineering

Author: Pei Feng Pardo Lan Gao Junshan
Publisher:
Publish Date: 2002-02-01
Features: This book is a must-read for management professionals in colleges and universities, MBA students, researchers, and business and administrative personnel. Business Process Reengineering (BPR) is a new management concept and methodology that has become popular internationally since the late 20th century. Its goal is to achieve a leap in performance improvement and enhance corporate competitiveness by redesigning organizational processes to maximize their value-added content. This book discusses the meaning of BPR, explores the fundamental principles of business process design, introduces personnel management, and presents emerging organizational forms related to BPR. It also examines how to redesign processes. The book is divided into three parts:
Part 1
Chapter 1 discusses the meaning of BPR and compares it with other management philosophies.
Chapter 2 analyzes why more and more organizations are turning to BPR as a tool to improve performance.
Part 2
This section includes three chapters, analyzing the three fundamental elements of an organization: processes, people, and technology.
Chapter 3 focuses on the provision system for products or services, discussing how processes must meet market and customer demands based on the needs of corporate strategy. This chapter also studies the basic principles of process design.
Chapter 4 introduces personnel management and emerging organizational forms related to BPR.
Chapter 5 discusses the role of increasing technology and some changes brought by technological advancements.
Part 3
Chapter 6, building on the previous chapters, explores how organizations can redesign their processes, proposing two important methods. Then, Chapter 7 revisits the broader requirements of BPR projects, particularly in terms of change management. This chapter introduces a process reengineering framework, providing specific guidance on key issues at each stage.
Chapter 8 outlines what can and cannot be done in BPR, summarizing the experiences and lessons learned from practicing BPR and other management improvement philosophies.