BPR

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Managers play an integral role in the BPR process. BPR enforces that management must be willing “to drive change”(Weicher, 15). Leaders of an organisation need to direct and motivate employees to the changes. However it is not as simple to implement changes, as it is to absorb the concept.


BPR literature emphasises the need to communicate effectively to employees the changes that will occur. However communication does not simply mean telling employees what is expected to happen, and this is where some organisations fail to implement BPR successfully. Managers need to provide a “constant flow of information” (Hammer, 10) about the changes expected and progress of the BPR initiative to employees. They need to “show vision and communicate clearly the goals and plans” (Keating et al, 1). Implementing BPR can become difficult here as managers misinterpret the concepts they need to impose. Often in BPR projects, despite following the “simple” concepts and rules, there is “a lack of sustained management commitment and leadership” (Malhorta, 18). This is a contributing factor for organisations experiencing less than optimal results. Managers have to stay motivated throughout the BPR project and not just in the initial stages. They also need to believe in the changes they are making. There is no point leading changes when you don’t actively believe it will be beneficial. This can lead to “fear and lack of optimism” (Malhorta, 18)


Considering BPT to be simple to absorb and rules not complex can pose a problem to the success of the project. Management may not realise the enormous commitment BPR requires, and that they themselves need to be willing to change. There is often “great difficulty in keeping management commitment. Both high level and broad support for change are necessary” (Davenport and Short, 10). As King (10) states “the ultimate success of BPR depends on the people who do it and how well they motivate.” BPT isn’t just about following rules, it’s about believing the rules and staying committed to implementing them from early stages and throughout the BPR lifespan. It is easier to say you will be committed to something than actually carry it out.


Less favourable results of BPR also occur when the complexity of making managers adopt a new style of leading is underestimated. BPR literature accentuates the shift from ordering to guiding, directing to coordinating and empowering, and persuade rather than instruct. However it is often difficult for managers to simply change their leadership styles they have used for years.





In order to be successful, managers need to be willing to adopt new ways of leading and managing. Organisations do not anticipate resistance from managers who may be asked to relinquish some of their power or responsibilities. Workshops and training can help with changing management attitudes and offering guidance, however organisations should not expect them to automatically change.


Once adopting a BPR initiative, “managers cannot limbo” (Weicher, 15) between the past and new changes. They need to drive change and completely espouse the change. BPR is simply not a matter of changing how work is carried out or the structure of the organisation. Whilst BPR stresses the need for open discussions and feedback, management have to actually analyse and follow up on issues raised. A BPR project “needs a leader who can understand the BPR case of change, and its effect on the organisation” (Al-Mashari and Zairi, 000). This reflects another issue, which leads to less than optimal results for BPR projects.


In order to have optimal results from BPR, the concepts need to be modified to suit the organisation, and this is significant for human relations in BPR.


Implementing business process reengineering can be complex when addressing the concept of human relations. Human relations management (HRM) is a major factor in BPR. Whilst it may be simple to absorb and understand, actually implementing the changes in human relation area can be difficult.


Every organisation has its own culture and structure, so what may work for one organisation may not necessarily work for another.


“BPR can represent danger to people when it introduces new job structure and definitions, and forces employees to change their work style” (Al-Mashari and Zairi, 000). One main obstacle an organisation may encounter when introducing BPR is “resistance to change” (Malhorta, 18). This not only occurs with lower level employees, but also managers. People generally do not like changes, thus any scheme that will dramatically affect the way they work may encounter resistance. However BPR texts suggest ways to help overcome resistance by telling organisations to provide adequate vision, communicating plans and expectations, training and open discussions for employees. These concepts can seem simple; however implementing them may be difficult. Employees need to be aware or all changes, and how BPR will affect them, otherwise workers become apprehensive and willing to involve themselves in the BPR movement. This may be encountered in team work or open discussions where employees are unwilling to actively participate.


Organisations need to go beyond telling employees BPR will promote improvements, they need to offer incentives, motivation and training to have employees involved and contributing to change. (Zucchi and Edwards, 1). Making employees change the way they work “requires leadership with real vision” (Keating et al, 1) and motivation.


Another concept from BPR is empowerment of employees. BPR often calls upon organisations to empower people, giving them authority to make their own decisions and trust their own judgement.


Al-Mashari (000) encourages empowerment as it “promotes self-managed and collaborative team work principles.”


However the case study Zeta described in Davison and Martinsons (00) paper, presents a different view of BPR and empowerment in a real life situation. The Zeta example showed how an organisation’s culture did not support a BPR movement. “None of the team members had been given similar authority or responsibility previously” (Davison and Martinsons, 00). This example conveys how less optimal results have occurred from believing BPR is simple to absorb and rules not too complex. Empowering employees is not as simple as giving power, employees need guidance as to how to utilise this new power. The Zeta project also highlights how the culture of an organisation needs to be considered, as culture of a society may not support a BPR project. In the Zeta project, the “CIO’s assertive and confrontational style alienated the project” (Davison and Martinsons, 00). Team members favoured a more subtle approach. “The Chinese tend to believe that conflicts should be handled backstage or behind the scenes” (Bond, 186). This enforces how the team members “in general were not comfortable airing their opinions in public” (Davison and Martinsons, 00). Even though the CIO encouraged them to engage in critical evaluations. The Zeta case study also emphasises the need to adequately prepare and inform employees of the BPR project. The CIO gave BPR team members a BPR text book but did not provide them with guidance or training on how to exercise it.


Business process transformation has led to failure in projects due to organisations believing the concept is easy to implement, and underestimating the efforts needed. BPR concepts need to firstly be supported throughout the whole project by managers. Because BPR may seem simple, organisations may assume employees will automatically be in favour for change however this is not always the case. Managers lead, motivate and guide employees, therefore need to communicate effectively throughout the project the expectations and plans, and show employees that they are committed and motivated to enforcing the changes. When considering implementing BPR, human relations needs to be considered, and how this will affect the way BPR is implemented. Optimal results will occur when an organisation








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