M.Comm. / Business process reengineering seeks radical rather than merely continuous improvement. escalates the efforts of just-in-time and total quality management to aUkI e process orientation a strategic tool and a core co petence of the organisation. Business process reengineering concentrates on core business processes. To quote Michael ammer, "The job of business reengineering is to rip the guts out of an organisation and reassemble them in the context of today's changing business worl 99 (An ews, 1994:1). Correctly implemented, business process reengineering should considerably improve profits, as well as strengthen and revitalise an organisation. Business process ree gineering is the fundamental) re-design of business processes to achieve dramatic improvement. Reengineering is about finding or inventing better ways to give customers what they want while simultaneously achieving huge gains in performance and productivity. The focus is on finding the best, most effacient way to deliver to customers what they want - and this focus lands squarely on core processes. Core processes create a product or service of value to external customers d are a key source of competitive advantage. Reaping the benefits of massive reengineering efforts are not easy. Successfully challenging and changing existing paradigms take skilful leadership which focuses on two entwined aspects of reengineering - the technical side and the human side. The technical side addresses the steps to reinvent the process. The human side addresses the creation of an organisation in which the reinvented process ca i thrive. ecause of the drastic nature of change in reengineering efforts, the human side is particularly important. A successful reengineering project requires the perfect marriage of the technical and the human elements. this study, the concept of business process reengineering, with reference to the different stages and the human side of the process, are dealt with

The current business world is becoming more and more dependent on electronic business. Many paper documents have been made obsolete by electronic documents, as they are easier to automate and track than paper documents. The increased use of computers within organizations has therefore, lead to an increase in use of workflow software products. The increased use of computer-based workflow has allowed organizations to conduct more types of electronic business. This has lead to electronic business crossing organizational boundaries and subsequently a need for heterogeneous workflow systems. For organizations to use heterogeneous workflow systems they must perform their duties in a seamless and secure manner. It is the author’s belief that History-based Separation of Duty principles can be used to formulate access control strategies that reflect the dynamic nature of heterogeneous workflow systems. History-based Separation of Duties relies on the workflow history of a workflow object to determine the access permissions of a particular user to that workflow object. The required workflow history data must be stored in an easily accessible manner. Although this can be achieved through a centralized approach, it is difficult to achieve in a heterogeneous workflow environment where many unrelated workflow systems are interacting across various computer platforms. The model proposed by this dissertation suggests that the workflow history data of a workflow object travels with it in the form of an electronic document, from one heterogeneous workflow environment to another, as a type of “workflow baggage”. In order for this workflow baggage to be easily accessible to all workflow systems in the heterogeneous workflow environment, it must be stored in a universal format, which is structured to allow it to be easily queried. The Extensible Markup Language (XML) is adopted as an appropriate format for representing workflow baggage. The proposed model hinges on the expression of Separation of Duty requirements in a way that is removed from the application programs. A policy-driven approach is thus adopted. The implementation of the model involves the utilization of four steps: policy expression, baggage evaluation, document processing and baggage collection. The policy expression step is responsible for developing the Separation of Duty constraints to be enforced within the workflow system. During the baggage evaluation step the baggage of the workflow object is evaluated according to the constraints of the Separation of Duty policy. Only users who do not violate any of the Separation of Duty constraints are allowed to process the workflow object. After the workflow object has been processed the information regarding the processing is recorded in the baggage collection step. The proposed model enables heterogeneous workflow systems to share access control information in a flexible and portable way.

Práce artikuluje principy reengineeringu (BPR) a popisuje okolnosti, za kterých byl poprvé koncept reengineeringu formulován. V reakci na kritiky reengineeringu následně vzniká samotný koncept procesního řízení. Práce charakterizuje procesně řízený podnik a následně procesně řízený podnik popisuje formalizovaně ? pomocí modelu. Práce předkládá stručný pohled na to, jak dnes vypadá koncept procesního řízení.

This thesis is concerned with the effectiveness of change agents within organisations. The argument presented is that the effectiveness of change agents depends on their ability to develop an understanding of the complex situations they are faced with. This includes a rich understanding of their own role within the situation. The systems approach described by Churchman (1971, 1979) and further developed by Ulrich (1983) provides methods that aid the development of a rich understanding of, inquiry into, and intervention in complex socio-technical situations. The structure of the paper will take the following form: Part 1: Appreciative systems and the systems approach. Performance criteria for change agents are declared. The key role of appreciation ineffective change management is highlighted. An explanation of appreciative systems and how the systems approach can make them more effective is presented. Finally an appreciative frame for human populated (social) systems is explained. Part 2: Investigating sources of purpose in traditional Business Process Reengineering (BPR).Before developing the complete the appreciative framework in Part 3, our understanding will be consolidated by applying the human populated systems frame to organisational change (business process reengineering) as a system.

published_or_final_version / Business Administration / Master / Master of Business Administration

Approved for public release; distribution is unlimited / While the Internet and related advances in communications technology provide significant opportunity for the federal government to vastly improve the delivery of information and services, success ultimately depends on government managers effectively redesigning industrial age processes for the information age. This thesis is intended as a guide for government managers interested in redesigning processes for the information age. Using a case study of a Department of Defense process for transferring conventional ammunition among the military services (cross-leveling), we demonstrate improved intragovernmental efficiency and effectiveness by employing best practices in business process redesign. After providing an overview of the existing cross-leveling process, each stage of Business Process Redesign is discussed and applied to the crossleveling case. Activity Based Costing and Knowledge Value Added are used in evaluating the existing process and for providing a measure of process improvement. Using a three-tier architecture, a prototype application was constructed to help visualize the redesigned process and demonstrate the underlying technology. The concepts and processes used in the crossleveling case study can be easily applied to other government processes. / Lieutenant Commander, United States Coast Guard / Lieutenant Junior Grade, United States Coast Guard

Em âmbito global, o ambiente em que as organizações estão inseridas vem apresentando mudanças cada vez mais complexas, caracterizadas por exigências cada vez maiores em termos de rapidez, qualidade, baixo custo, flexibilidade e satisfação do cliente. Nesse novo contexto – do qual as organizações do Brasil certamente não estão excluídas – o sucesso de uma organização reside na sua capacidade de responder à essas exigências por meio da contínua inovação em seus produtos, serviços e processos, a fim de criar vantagem competitiva sustentável. Este trabalho busca explorar uma das estratégias utilizadas para obter essa vantagem: a Reengenharia de Processos do Negócio – RPN. / Throughout the world, the environment organizations are inserted has been showing more and more complex changes featuring bigger and bigger demands in terms of speed, quality, low cost, flexibility and customer’s satisfaction. In this new context – which Brazilian organizations are certainly not excluded of – the success of an organization resides in its ability to respond to such demands through a continuous innovation of its products, services and processes in order to create a sustainable competitive advantage. This work aims at exploring one of the strategies that is used to obtain such advantage: The Business Process Reengineering – BPR.

Process Management (PM) is deemed as one of the most important managerial innovations of the last 20 years. However, the current concept of PM, which mainly comprises the perspective of process control and incremental process improvement, may not be able to adequately address the increasingly rapid-changing environment. Moreover, rigorous effort to examine PM's concept, to establish measures and to understand its performance effect, is surprisingly inadequate. / To bridge this gap, this study strives to address the question: what should PM entail and how it affects operations performances. PM is reconceptualized and operationalized by integrating radical process improvement as one of its key components. This instills strong theoretical underpinning that radical process change has become a normative activity rather than an abnormal remedy to organizations. Special effort is devoted in the scale development of PM. A theoretically sound and psychometrically valid scale has been established in this thesis. The results show that it is reliable and valid for use in the following studies. This thesis also advances the understanding of PM's effect on operations performances and its fit with process types. Finding confirms that organizations implementing integrated PM in general perform better than those executing individual dimensions. It further reveals that PM must fit process type otherwise operations performances will suffer. The extent of integrated PM applied seems to hinge on the complexity of the operations. In other words, organizations should not blindly adopt a one-for-all PM strategy when tackling different process types. Finally, this study is also one of the first attempts to investigate PM from a multidimensional perspective. Previous studies tend to treat it as unidimensional and disregard the relevant internal dynamics occurs among the PM dimensions. This thesis reveals that the complexity of their interaction may be far beyond the normal expectation. At the end, several noticeable avenues deserve further research efforts are highlighted. / Ng, Chi Hung. / "March 2008." / Advisers: T. S. Lee; Xiande Zhao; Leo Sin. / Source: Dissertation Abstracts International, Volume: 70-03, Section: A, page: 0940. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2008. / Includes bibliographical references (p. 174-189). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest dissertations and theses, [201-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts in English and Chinese. / School code: 1307.

The goal of my dissertation is to make a businessman re-considering to work with the asssistence of IS for achievement of higher effectiveness of running processes.The main point of the businessman assistence is having their own IS. My dissertation is divided into two main parts. The first part describes the theoretical point of view of reengineering the processes of companies. At first I define the meaning of companie's process according to its categorization from its importance and usefulness point of view. According to this I have a proper look out to improving companie's processes and to development of processes in organization. The first part ends up with the methodical advance of modelling companie's processes and the description of notation used in the practical part. The second part of my dissertation is fixed on the solution of a factual problem. After identification of the problem I define and specify processes of a businessman which are more detailed simulated for their final analysis. At the end I propose a new usage of IS as the solution of found inefficiency and its impact on the changes of businessman's processes.

As the leading brand in the international PC industry, Acer has been encountered countless challenges on dramatically environmental change when it endeavored to create and operate its own brand. To achieve the aim of sustainable management and the strategy of organizational growth, Acer has embarked on its reengineering several times since it was established. The purpose of this study is based on the Resource-Based View to uncover what kind of key factories contributed in Acer¡¦s two time of reengineering? And what kind of unique resources and capabilities were created? This study also characterized and catalogued these unique resources and capabilities to figure out clearly that what kind of main resources and capabilities existed at the first glance. There are three stages for Acer¡¦s transformation: the first time reengineering was happened in 1992; the reengineering in 1998 was called the quasi-reengineering stage that Acer adjusted its organizational structure to relocate operational direction; the second time reengineering was happened in the end of 2000. Based on above three different stages, this study analyzes the effect of internal and external environment as well as the operational strategies on each stage to infer its resources and capabilities. Moreover, This study categorizes these resources and capabilities by the classify method of Fong- Cher Min (2000) into four groups, Tangible Asset, Intangible Asset, Human Resource and Organization Capability, and discuss how Acer used these resources and capabilities to foster them became the Sustainable Competitive Advantage to overcome the harsh IT industry environment. By the way of analyzing the case company in depth, this study found that the probability of resources or capabilities can be upgrade into the Sustainable Competitive Advantage was not only affect by the properties such as Appropriability or Inimitable, but also greatly influence by outside environment. Furthermore, the next time success of reengineering was attributed to those of resources or capabilities which have been accumulated since earlier periods. Therefore, this study suggests that a firm should continuously adjust its competences as well as accumulate reengineering experiences to cope with the unpredictable environment.