Business Process Reengineering and Change Management Strategy to Overcome the Resistance to Change

2017 ◽  
Author(s):  
Saiqa Ilham Akbar
Keyword(s):  
Change Management ◽  
Business Process ◽  
Management Strategy ◽  
Business Process Reengineering ◽  
Resistance To Change ◽  
Process Reengineering

scholarly journals Business Process Reengineering – A Review on Change Management

2021 ◽  
Vol 17 (01) ◽  
Author(s):  
Prashant Singh ◽  
Pushpa Kataria
Keyword(s):  
Change Management ◽  
Business Process ◽  
Business Process Reengineering ◽  
Systems Approach ◽  
Open Systems ◽  
Resistance To Change ◽  
Process Reengineering ◽  
Organizational System ◽  
Advantages And Disadvantages ◽  
Changing World

With today's highly competitive and rapidly changing world economic marketplace, firms must adopt business process reengineering to sustain their competitive advantages and increase profitability. BPR is one of the most popular ongoing change management theories as a solution for firms to improve their performance significantly, upraise their efficiencies, and gain a competitive advantage in this constantly developing and changing world. BPR usually leads to essential organizational changes in terms of structure and management processes. This paper aims to explore the change management process through BPR implementation in Radiant Optoelectronics Company. At the same time, focusing on six interventions, including Open systems planning, Trans-organizational development (TD), Business process reengineering (BPR), Business Restructuring, Work Redesign, and Socio-technical Systems Approach (STS). Each intervention is accompanied by its definitions, advantages and disadvantages, and comparison and contrast with other interventions. These interventions differ from each other primarily in terms of IT innovation, communication environment, and application in product design and performance. This report recommends BPR as the best intervention for Radiant Company to accomplish its goals because it emphasizes cost reduction, product and service quality, and organizational system speed. Besides, there is evidence that companies that implement BPR enjoy significant benefits in improved customer satisfaction, productivity, and profitability. However, this study suggests that the company must be keen on this strategy since it is time-consuming and may harm people's jobs if proper plans are not done before implementation. Other issues that the company might experience due to poor planning include lack of sustained management commitment and leadership, unrealistic scope and expectations, resistance to change, and higher demands.

scholarly journals ANALISIS KEBERHASILAN IMPLEMENTASI ENTERPRISE RESOURCE PLANNING

2017 ◽  
Vol 1 (01) ◽  
pp. 67
Author(s):  
Rika A Susanti ◽  
Dini Wahjoe Hapsari
Keyword(s):  
Change Management ◽  
Business Process ◽  
Business Process Reengineering ◽  
Management Training ◽  
Process Reengineering ◽  
Successful Implementation ◽  
Management Support ◽  
Training And Education ◽  
Top Management Support ◽  
Platform Development

This study was designed to analyze the effect of top management support, business process reengineering, effective project management, change management, training and education to the successful implementation of ERP in PT. Telekomunikasi Indonesia Tbk Japati, Bandung. This research method using regression analysis with a survey technique in which the population of this study is on the Enterprise & Analytic Platform Development. Research hypothesis testing is done using the F test and t test and descriptive analysis. The data were obtained using a questionnaire research instruments that contain a list of statements to measure the respondents to the study variables. The results from this research indicate that simultaneously successful implementation of ERP influenced by critical success factor with a value of r-square 79% and partially variable top management support, business process reengineering, effectiveness project management not associated with successful implementation of ERP and variable change management, training and education are significantly associated with successful implementation of ERP. Based on the research results, to improve the success of ERP implementation, Enterprise & Analytic Platform Development at Telkom should conduct change management and improving training and education to employees to enhance the ability of employees to use the ERP system

In-House vs. Off-the-Shelf e-HRM Applications

2011 ◽  
pp. 752-775
Author(s):  
Nawaf Al-Ibraheem ◽  
Huub Ruël
Keyword(s):  
Change Management ◽  
Business Process ◽  
Success Factors ◽  
Business Process Reengineering ◽  
User Involvement ◽  
Process Reengineering ◽  
Service Excellence ◽  
Continuous User ◽  
Effective Choice ◽  
Hr Function

Companies new to the e-HRM technologies are overwhelmed by the dilemma of choosing either the ready-made, off-the-shelf e-HRM systems, or develop their own e-HRM systems in house in order to implement the e-HR transformation. Therefore, this research was done to shed some light on the differences and similarities between off-the-shelf e-HRM systems and in-house developed ones, with regards to some elements developed in a preliminary framework, such as the implementation and development approaches, e-HRM activities they facilitated, application types and characteristics, and e-HRM outcome and benefits. This comparison provided insightful information that could help companies make the most effective choice between the two systems. It was found through this research that factors such as continuous user involvement, effective communication, and strong change management are most considered by companies that develop e-HRM in house, while advocates of off-the-shelf e-HRM systems are most affected by success factors such as business process reengineering, planning and vision, and project management. Another finding was that increasing efficiency, providing customer-oriented service excellence, and improving self services were top goals accomplished by companies developing their e-HRM system in house. These findings, beside many other ones discovered in this research, would help companies decide which system best fits their needs and accomplish high levels of effectiveness gained from the transformation of their HR function to e-HR.

In-House vs. Off-the-Shelf e-HRM Applications

2009 ◽  
pp. 92-115
Author(s):  
Nawaf Al-Ibraheem ◽  
Huub Ruël
Keyword(s):  
Change Management ◽  
Business Process ◽  
Success Factors ◽  
Business Process Reengineering ◽  
User Involvement ◽  
Process Reengineering ◽  
Service Excellence ◽  
Continuous User ◽  
Effective Choice ◽  
Hr Function

Companies new to the e-HRM technologies are overwhelmed by the dilemma of choosing either the ready-made, off-the-shelf e-HRM systems, or develop their own e-HRM systems in house in order to implement the e-HR transformation. Therefore, this research was done to shed some light on the differences and similarities between off-the-shelf e-HRM systems and in-house developed ones, with regards to some elements developed in a preliminary framework, such as the implementation and development approaches, e-HRM activities they facilitated, application types and characteristics, and e-HRM outcome and benefits. This comparison provided insightful information that could help companies make the most effective choice between the two systems. It was found through this research that factors such as continuous user involvement, effective communication, and strong change management are most considered by companies that develop e-HRM in house, while advocates of off-the-shelf e-HRM systems are most affected by success factors such as business process reengineering, planning and vision, and project management. Another finding was that increasing efficiency, providing customer-oriented service excellence, and improving self services were top goals accomplished by companies developing their e-HRM system in house. These findings, beside many other ones discovered in this research, would help companies decide which system best fits their needs and accomplish high levels of effectiveness gained from the transformation of their HR function to e-HR.

Engaging Employees in the Innovation Process

2019 ◽  
Vol 10 (1) ◽  
pp. 17-23
Author(s):  
Bruce D. Fischer ◽  
◽  
Holly B. Bachman ◽  
Keyword(s):  
Continuous Improvement ◽  
Business Process ◽  
Business Process Reengineering ◽  
Idea Generation ◽  
Innovation Process ◽  
Participation Rate ◽  
Process Reengineering ◽  
Quality Circles ◽  
And Training

There is a lack of broad participation in most idea generating programs in American organizations. In this paper, we consider ways to increase the participation rate in generating ideas across organizations. These approaches include measuring innovation rates and reporting them, encouraging continuous improvement in idea generation, raising participation in programs such as Business Process Reengineering and Quality Circles, and training in creativity that includes team efforts at ideation. We also consider the importance of encouragement in helping employees to take the risks necessary to generate ideas.

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