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This paper deals with the effects of BPR into an organization. The paper defines the meaning of BPR and states the basic objectives that BPR has.

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Abstract 2 1) Introduction 3 2) Relation of BPR with IT 4 3) BPR and Restructuring 5 4) BPR and Cost-cutting 7 5) Future Recommendations 9 6) Conclusions 9 7) REFERENCES 10 Abstract This paper deals with the effects of BPR into an organization. The paper defines the meaning of BPR and states the basic objectives that BPR has. It also refers to the strong relationship between BPR and IT and the most popular BPR methodologies that are used by the organizations. The paper also deals with the restructuring that BPR causes to the organization and the way that BPR affects the employees of the organization. Moreover, the paper investigates the alignment of BPR with the strategic dimension of the organization and explores the possible effects that BPR will cause to the future plans of the organization. Due to the fact that BPR is based in the reduction of costs, in the paper there is an extended reference on possible ways of reducing the costs into the organization. Finally the paper describes the future recommendations for BPR and compares BPR with another approved management technique - TQM. 1) Introduction Information Technology (IT) plays nowadays a very important role in our lives. Whether we discuss about our private or professional lives, IT has changed permanently the way we live. IT is one of most common tools that used for the better performance of the organizations. Business Process Reengineering (B.P.R.) is a subset technology of IT that is based on the redesign of workflows and processes within and between organizations, according to Davenport and Short [1], who were the persons that published first the basic concepts of BPR. Since then a great number of publications have explored the fields of BPR and the benefits that BPR offers to the organizations BPR has become quite popular during the last decade. The fundamental concept of BPR is the introduction of IT into an organization, followed by the re-optimisation of the organizational processes and structures into the organization. ...read more.


organization, > The plan and the expectations that have been derived in terms of BPR of the organization are out of reality, > The organization follows a cost cutting strategy and the effect is that the investments of the organization are in low level, > The managers of the organization do not have the appropriate knowledge and qualifications to succeed in the development of BPR processes into the organization. According to King [9] the most common reason that BPR projects fail is the fact that organizations pay more attention in the tactical dimension and they neglect the strategic part. Organizations should take into consideration the following important strategic dimensions in order to exploit the capabilities of BPR: > Organizations should develop a strategic plan that clearly states their primary objectives, > Organizations should investigate the current market situation and the opportunities that are popping up every day, > Organizations should develop a human resources strategy. The success of BPR depends exclusively on the people that perform the processes, the way they perform these processes and the knowledge they have on the BPR principles. The managers of the organizations should take into account the fact that employees are people and they need extra training and knowledge in order to be more effective in their jobs. Especially in organizations that plan changes that affect the personal lives of the employees, the human factor should be considered. Individuals are always motivated when the managers reward their efforts. From the above it is obvious that the success of BPR projects is strongly related to the strategy of the organization. The link between BPR and the organizational strategy is the vision of the organization and how this vision will be accomplished as times goes by. There are several steps that should be followed the vision with the BPR: > First of all, define the exact mission and vision of the company. ...read more.


This can be done inside the organization by examining its core competencies and their relationship to its vision. Another critical factor of success for BPR projects into an organization is the smooth transition from the current state to the future vision. As it was said in the previous sections, the state of transition is an important factor for the future success. At the same time the organization should balance the short-term benefits and the long-term benefits in order to develop a successful strategy for the organization. It is obvious that the phase of applying BPR into an organization is very significant for the future of the organization. The managers should take into consideration the major benefits, as well as the major risks and financial costs, before they take the decision of using BPR into the organization. At this point it is necessary to compare BPR with other approved management techniques like TQM (Total Quality Management). According to Davenport [14] TQM focuses on incremental change and improvement of the processes of the organization, while BPR focuses on the redesign of the processes and the introduction of new more effective and efficient processes. Moreover TQM deals with the existing processes while BPR creates new processes. Another critical difference between TQM and BPR is that BPR takes a long time in order to be integrated and of course affects the structure of the organization, while TQM requires a short period of time and does not affect the structure of the organization. 6) Conclusions To sum up, BPR seems to be a powerful management technique with many revolutionary features that can change in a dramatic way the current status of an organization. BPR is strongly related with IT and the continuous and rapid development of IT has been a great ally for the spread of BPR. However the majority of BPR projects fail due to the lack of skills and qualifications, and the resistance to change from the employees into the organizations. If the managers of the organizations overcome these obstacles then BPR will transform the organization into the state that the managers visualize. ...read more.

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