Business Process Re-engineering and the individuals it affects.
Business Process Re-engineering and the individuals it affects. INTRODUCTION Following extensive study using on-line facilities regarding Business Process Re-engineering and the ways it can affect the people within organisations both positively and negatively this document aims to consider Business Process Re-engineering as a concept and its use whilst demonstrating the effects it has had within organisations. DEFINITION Leading exponents, Hammer and Champy state it is the: "Fundamental rethinking and radical design of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed" (Hammer and Champy,1993). RELATED HISTORICAL INFORMATION Frederick W Taylor in the 1880s suggested that management use process engineering methods to continually improve and increase the productivity of workers. He advocated the scientific selection, training and development of workers. He believed that developing a hearty spirit of co-operation between workers and management would ensure that the work would be carried out in accordance with the scientific selection. This approach led to dramatic increases in the productivity of workers by focusing on efficiency. At this point it had not been investigated that the true success of an organisation depends fundamentally on the human resource. Bruce Kyle
Applied Business: The Recruitment Process
Applied Business: The Recruitment Process Recruitment is the process in which suitable employees are hired to work for a business. This is done when there is a vacancy for a job within the business which could be due to the expansion of the business, employees being promoted or employees being fired or passing away. Another reason for a business needing to recruit is if an employee has a change of job role. This leaves a role open in the business which can be taken on by someone already in the business or by recruiting somebody. The recruiting within a business is usually carried out by the human resources department of the business or the boss of the business depending on the size of the business or the job role that needs to be filled in the business. The H.R department can measure an 'ideal' candidate by using the attributes of somebody already working within the business. Recruiting can be done either internally by recruitment within the business, or externally by recruiting people from outside the business. By recruiting internally from within the business the advantages would be that you will already know the employee and how hard they work and if they deserve the promotion to fill the gap in the business. The only downside to this is that the business would not be expanding and there may be another gap in the business that was the promoted employee's old job. On the
Business Process Re-engineering
. Introduction The concept of the radical restructuring of business processes was first coined "reengineering" by Michael Hammer in a 1990 Harvard Business Review article. However, this original definition evolved by different authors in different publications: Accoding to Hammer and Champy, 1993 the fundamental rethinking and radical redesign of business processes to achieve dramatic improvement in critical, contemporary measures of performance, such as cost, quality, service and speed. (Dixon et al., 1994) defined Reengineering as "radical or breakthrough change in a business process. Reengineered process designs seek dramatic orders of magnitude, as distinguished from incremental improvements in business value" Again (Lowenthal, 1994) described reengineering as the fundamental rethinking and redesign of operating processes and organizational structure, focused on the organization's core competencies, to achieve dramatic improvements in organizational performance Although these definitions appear somewhat varied, common elements, including the words fundamental, radical, dramatic and process, appear in virtually all generally accepted definitions of reengineering. Hammer (1995), in an effort to further define reengineering, argues that any definition of reengineering must include these four terms: fundamental, radical, dramatic and process The practice of reengineering
to help in the selection of tools that support the software quality management process.
The objective of this article is to propose a set of metrics to support the selection of tools for software quality management. The feature analysis case study evaluation method was used as a framework, selected by applying the DESMET method, specially developed to evaluate software engineering methods and tools. As a result of this research, a set of 16 features with 59 metrics has been formulated to help in the selection of tools that support the software quality management process. The features proposed were applied to nine software tools selected from those available in the market. The result was a wellfounded decision for selecting a tool that was best suited for the specific needs of the organization. Key words: quality features, quality management, software engineering tools, software process quality, software product quality, strategic planning INTRODUCTION For software products, quality must be built in from the beginning; it is not something that can be added later. To obtain a quality software product, the software development process must also reach some quality level. Some international evaluation norms and models for software quality are centered in product quality, while others are centered in process quality. In the first group, ISO/IEC 9126 (JTC 1/SC 7 991) and the Dromey (1995) model can be included. In the second group,
Business Process Outsourcing (BPO):
Business Process Outsourcing (BPO): "Business process outsourcing (BPO) is the delegation of one or more business processes to an external entity that in turn owns, administers and manages the outsourced process based on defined and measurable performance criteria. Such back-end functions may include anything that can be moved over the bandwidth and include services such as customer support through call centers, accounting, order processing, insurance claim processing, procurement or other logistic functions" Technology has really made life fast and easy for people all over the world. The distances don't matter so much in today's world; one click of a button can connect you to anyone in almost any part of the world for whatever reason you may choose. Communication is free-flowing and speedy and you can send your message across the globe in just seconds. Customer service is another thing that has fast gained popularity in the recent years, we frequently see big multi-nationals raving about their customers and often stating how important their customers are to them and rightly so because a business is nothing without its customers. Also, due to lack of time, companies now rely on easy-to-use technological systems to reach out to their customers. They use these systems to launch their products/services to customers, to listen to their complaints and suggestions and for other
Recruitment & Selection
Introduction This is a report that covers recruitment planning, recruitment practices, recruitment procedures, selection practice & recruitment and selection legislation on my chosen business, the Metropolitan Police Service. The Metropolitan Police was established on 29 September 1829 by then Home Secretary Sir Robert Peel. The Met, as it is called colloquially, was London's first organised police service, charged with maintaining law and order in the capital city. When it started, there were just 1,000 officers, policing less than 2 million people across a seven-mile radius around Charing Cross. It was the third official non-paramilitary city police force in the world, after the City of Glasgow Police and the Paris Police. Until the middle of the 18th century, no police force operated in London. One of the priorities of the police force from the beginning was "maintaining public order", and they were very active, for example, against the major Chartist demonstrations. The force continued to be controlled directly by the Home Secretary until 2000, when the newly created Greater London Authority was given responsibility for the force, through the Metropolitan Police Authority. The MPA is made up of members appointed by the Mayor of London and the London Assembly, and several independent members. However the Metropolitan Police Commissioner is still appointed by the Home
Interview Roleplaying. Evaluate your experience of planning and participating in the recruitment and selection process
M2 (A) Analyse your own contribution to the selection process In task 2 of unit 13, I (and the rest of my group) was assigned to do a roleplaying activity. Where one side were interviewers and the other were interviewees. In this case, I was an interviewer with two other people from my group. We were first assigned to prepare questions for the applicants. As a group, we had to communicate with each other in order to create professional questions. During this process, I was to write down all the ideas given by my group and sometimes give my own suggestions. I believe this was done with great communication and no issues were present at this time. During the roleplaying, I believe me and my group performed rather well as managers. I carried out my role in a professional manner and asked additional questions. I also had good eye contact and often smiled. However, I did have a few faults. I had closed arms to begin with and kept changing the way I asked questions, which was unfair for some. Overall the roleplaying stage of the assignment went smoothly (despite the short absence of one of our group members). I don't believe I carried out my role to the best of my ability. There were still some areas that needed improving. Firstly, I didn't allow much fairness when interviewing applicants. In order for me to tackle this problem, I would need to present candidates with the
Fire Administration I 1 April 2006Selection Process for Entry-Level Firefighters The selection process for entry-level firefighters in the Hurst, Euless, and Bedford
Dale Skinner Instructor Travis Ownby FIRT 1309 - Fire Administration I April 2006 Selection Process for Entry-Level Firefighters The selection process for entry-level firefighters in the Hurst, Euless, and Bedford (HEB) area is similar to that across the country. The process begins with a written assessment. The written test is comprised of reading comprehension; interpreting tables; situational judgment; logical reasoning; applying basic math rules; mechanical aptitude; spatial sense; map reading; and vocabulary. (IPMA Assessment Services 2003)These tests are usually purchased from International Public Management Association (IPMA). Once the applicant has successfully passed the written exam, they proceed to the physical agility test. The agility tests consist of job specific tasks that firefighters usually perform at an emergency scene. The agility test must be completed within a specified time. The next step in the selection process is the panel interview. The candidates are interviewed by suppression personnel to determine their value system and decision making skills. Upon completion of all the interviews, the candidates are ranked by the panel and background investigations begin. The background investigation consists of work history verification, past job performance, checking references, and credit checks. The candidates that meet the requirements of the
Recruitment and Selection
Recruitment and Selection . 'Recruitment and Selection is arguably the main human resource activity and as a result demands careful attention by line managers and where appropriate, human resource managers.' Based upon this statement critically examine the whole process and the activities to support it, from the perspective of both these managers and from the candidates' viewpoint. Part of your critical analysis should consider the traditional and the processual approaches to this process. Table of Contents Introduction 2 The Need for and Importance of Strategic Recruitment and Selection 3 Recruitment and Selection in Context 4 The HR Managers' Involvement in the Recruitment and Selection Process 5 Line Managers' Involvement in the Recruitment and Selection Process 7 The Candidate 10 Strategy Integration 11 Conclusion 12 Bibliography 13 Appendices 15 Appendix 1 - Recruitment and Selection Models 15 Appendix 1a - Demand and Supply of Labour and Pricing 15 Appendix 1b - The process of human resource planning 16 Appendix 1c - Recruitment and Selection Model 17 Appendix 1d - Strategic Recruitment and Selection 18 Appendix 1e -Internal and External Controls on Organisational Decisions 19 Appendix 1f - Strategic recruitment and selection: an explanatory model 20 Appendix 2 - Context 21 Appendix 2a - PEST Analysis of Coffee ShopIndustry 21 Appendix 2b - SWOT
recruitment and selection
RECRUITMENT AND SELECTION (BOH 300) HR OBJECTIVES AND THE RECRUITMENT AND SELECTION PROCEDURE IN RELIANCE INFOCOMM LTD. Prepared by: Polina Kopnyayeva (539743X) Potchanart Klinnim (5689007) Ankush Malhotra (5687861) Gaurav Korde (5668328) . Introduction This research report looks in to the HR strategies and the objectives of Reliance Infocomm. Additionally it also tries to study the current recruitment and selection methods adopted by the organization and links it to the strategies and policies. 2. About Company Reliance Infocomm is the outcome of late Dhirubhai Ambani's dream of bringing about a digital revolution in India that will bring to every Indian's doorstep an affordable means of information and communication. "Make the tools of Infocomm available to people at an affordable cost. They will overcome the handicaps of illiteracy and lack of mobility", was how Dhirubhai, as he was fondly called, spelt out Reliance Infocomm's mission in late 1999. He firmly believed the country could use information and communication technology to overcome its backwardness and underdevelopment. It was with this belief that Reliance Infocomm began laying its 60,000 route kilometers of pan-India fiber optic backbone in 1999. The backbone was commissioned on December 28, 2002, Dhirubhai's 70th birth anniversary, first since his sad demise on July 6, 2002.
