Executive Summary Business Process Reengineering, or BPR, is fundamental thinking and radical redesign to achieve dramatic improvements over the course of the business processes (Hammer and Champy, 1993). In this report, we will cover the definition of BPR using the information in the primary source of the “Reengineering for corporation: A manifesto for business revolution" by Michael Hammer and James Champy (1995). From then, drawing an interrelationship with the second book, "Human Resource Management (11th edition)" by Noe et al. (2019). In addition to examining the connection between the two books, we will also analyze some cases relating to the BPR and the role of HRM functions within the process to learn valuable lessons from them to strengthen our knowledge. 2
REENGINEERING Reengineering generally involves going back to the beginning and inventing a better way of doing work. At some point, an organization had to start all over again from the bottom in order to achieve desired success. It is about gradually rejecting the conventional wisdom and received assumptions of the past and inventing new approaches to process structure that bear little or no resemblance to those of previous eras. This definition contains four keywords: Fundamental, Radical, Dramatic, and Process. There are three kinds of companies that need reengineering: companies in deep trouble, companies that are not yet in trouble but had the foresight to see trouble coming, companies in peak condition but desired great development. With Alan Smith’s principles had become obsolete in today’s world’s fast-changing and unpredictable economy; managers cannot assess their company’s growth, determine the market growth, customer demand, or the product life cycles using the same old approach. The basic motivations for reengineering, which now play a significant role in directing organizations on their path, include the 3Cs: Customers take charge, Competition intensifies, and Change becomes constant. 1. Customers take charge In the present time, customers’ tastes and special needs are often taken into account and satisfied. However, sellers used to have the upper hand in the past; there were very few competitors among the sellers, so the market did not have much to offer. Same products and services would be sold repeatedly, and the consumers would have to buy whatever was available on the market. As for now, when countries are leveraging off the free trade deal, the markets now have more selections, and the demand for personalized products and services rises. The textbook has clearly stated that “There is no longer any such notion as the customer; there is only this customer. 3
End of preview
Want to access all the pages? Upload your documents or become a member.