McAdam R, Donaghy JBusiness Process Management Journal, (UK), 1999 Vol 5 No 1
Start page: 33. No of pages: 17
Notes that, although the UK government has promoted business process re-engineering (BPR) in the public sector, little is known as to experiences. Addresses this by an in-depth case study of a BPR programme in a professionalized public sector organization. Sets out the issues bearing on implementing BPR, noting the importance of employee aspects. Identifies 17 BPR implementation critical success factors (CSFs) in the literature. Adapts these with the case study organization’s re-engineering team to give 20 CSFs on which to survey staff. Samples 24% of the workforce by questionnaire and tabulates the ratings according to three staff groupings. Discusses findings and comments on critical issues: policy changes; top management support, commitment and understanding of BPR; communications; empowerment of employees; readiness for change; performance measures for judging BPR success; time-scales; involvement of external bodies and customers; internal politics. Finds some features unique to the public sector though reports many of the CSFs are common to the private sector. Lists seven BPR factors seen as most important for this organization, and comments on change preparation.
Subject(s): BPR, PUBLIC SECTOR, UNITED KINGDOM, SCIENTISTS, EMPLOYEE
ATTITUDES, MANAGEMENT ATTITUDES, ORGANIZATIONAL CHANGE
Database: TMA: Top Management Abstracts OPMA: Operations & Production Management Abstracts MQA: Management of Quality Abstracts HRMA: Human Resource Management Abstracts RMI: Rapid Management Intelligence. Style: Case study ISSN: 1463-7154. Reference: 28AG590
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