The Human Side of Business Process Re‐engineering

Rob Evans

23 citations0/0 files storedManagement Development Review

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Organizational Management and Change Business Process Modeling and Analysis Organizational Change and Leadership

Abstract

Scrutinizes business process re‐engineering (BPR) programmes and their effect on employees – resistance and inability to change. Suggests BPR is not the technically‐driven exercise many consider it to be; but instead groups together identification of customer needs, use of enabling technologies and staff education to understand the process. This last area, the staff aspect is often neglected. Indicates how to implement BPR in a staff‐friendly manner and provides examples to illustrate.

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2001Resistance to organisational change: the role of defence mechanisms 2001Resistance to organizational change: the role of cognitive and affective processes 2001Process modelling for enterprise systems: Factors critical to success 2015Key Success Factors Analysis in the Context of Enterprise Resourcesplanning Systems Projects Implementation 2013The CSFs, Quality Governance, BPR Performance and Gaining Competitive Advantage 2001Testing a Framework for the Quality of Process Models - A Case Study

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