42
successes
can
be
shared
through
the
organization (Manuel,
L
&
Marklund,
J
2005).
2.6 Business Process Reengineering
2.6.1 What is Business Process Reengineering?
BPR,
or
reengineering,
emerged
in
the
late
1980s
and
early
1990s
as
a
new approach to managing innovation and change (Grover,
V,
Jeong,
S
R,
Kettinger,
WJ
&
Teng,
JTC
1995). Managers should constantly seek new and
improved methods and techniques for managing and controlling service
business
process.
Moreover, restructuring of organizations through downsizing
of
managerial
hierarchies
and
functions is needed in BPR for “big personnel
reduction”. BPR has been the subject of numerous articles and books; classical
examples
are:
“The
New
Industrial
Engineering”
7
, the
essence
of
reengineering
is
about
“discontinuous
thinking”
and
the
relinquishing of
“outdated rules and fundamental assumptions that underline operations.” It is a
move way from linear and sequential thinking to a holistic, all-or
nothing
perspective on strategic change in organization. In addition, managers have to
think deductively; by defining what is a real problem of company in seeking
business solution through reengineering (try to serve the external environment
by
improving
customer
service
and
increasing
monthly
performance
targets
and evaluating a several choices as possible pollution). Thus, reengineering
is a
7
Davenport, TH.
1993,
Process
Innovation: Reengineering Work
through
Information Technology, 2nd
edn, Harvard Business School Press, Boston.
 |