Key Features:

- No of Pages: 146

- No of Chapters: 05

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Introduction:

Abstract

Business Process Reengineering (BPR) has been the catalyst for a recent convergence of management disciplines, possible for the first time in management thinking we have an issue that is receiving attention from all the management marketing, human resource. Management and finance this work will focus on the implications of BPR for the people in the firm. This becomes imperative because of the high rate of failure amount reengineered organizations that these findings were made in favour of companies under going reengineering as well as contemplating to implement BPR. Thus, managers of reengineering companies are advised to make this workforce the pilot of the change process by informing employees about the rational for the change also provides as much information as possible to employees about the change.

Table of Content

CHAPTER ONE



1.1 Background of the study



1.2 Statement of the main problem



1.3 Purpose of the study



1.4 Significance of the study



1.5 Scope of the Study



1.6 Limitations of the study



1.7 Definition of Terms



CHAPTER TWO



Review of Related Literature



2.0 An overview



2.1 The concept of business process reengineering



2.2 Historical development of BPR



2.3 Drivers business process reengineering



2.4 Methodology selection guideline



2.5 Re-engineering success factors



2.6 Human and organization issues in BPR



2.7 The nature of human resource issues in BPR



2.8 Approaches of resolving human resource issues in business process re-engineering



2.9 The role of management consultants in BPR project



2.10 Summary of literature review



References



CHAPTER THREE



3.1 Nature and design of the study



3.2 Sources of Data



3.3 Population of the study



3.4 Determination of the sample



3.5 sampling Techniques



3.6 Techniques for Collection of Data



3.7 Methods of Data Presentation



References



CHAPTER FOUR



4.0 Data presentation and analysis



CHAPTER FIVE



Findings ,Recommendation, and conclusion



5.1 Findings



5.2 Conclusion



5.3 Recommendations



Bibliography



Appendix

Introduction

1.1 BACKGROUND OF THE STUDY



Every business as a set of inter –related process. Processes are composed of sub-processes, which are in turn made up of activities each activity also has a number of tasks under it. It is therefore on these premises that business process reengineering (BPR) has evolved to integrate (or eliminate where appropriate) the multiplicity of business processes with the primary focus on customer satisfaction as the end result.



Basically, the purpose of business process reengineering is to improve the quality of services by spending less time on bureaveratic rules and procedures breaking barriers between departments substituting paper handling with information technology and organizing work processes to effectively serve the customers. If we discover that markets are becoming more turbulent and the rate of change is accelerating it must therefore accepted that effective business process will be crucial for organizational effectiveness. In times of market turbulent, it is not market position or string financial base that gives competitive advantage, but the ability to move quickly into market and develop effective products and /or services.



The competitive environment of business organizations is increasingly growing to strength and Nigeria is not an exception there is no disputing then fact that globalization trend, commerce ecosystems, digital market, and market integration have led to a significant increase in the strength and threats of competition among organization within and beyond international boundaries these organizations is increasing growing to strength and Nigeria is not an exception there is no disputing the fact that globalization trend, commerce ecosystems, digital markets, and market integration have led to a signification increate in the strength and threats of competition among organization within and beyond international boundaries these organization were thus face with the challenge of how best to restructure themselves one effective remedy was to improve the flow of resources and information though reengineering their business process.



Reengineering involves redefining the processes and pattern of relationship connecting organization members with people outside the organization. This concept becomes necessary when in spirte of the fact that individual jobs are well defined and performed, the sum effect on other people is insufficient for the organization and unsatisfactory to customers. At the heart of (BPR) is the notion of discontinuous thinking of recognizing and breaking away from traditional rules and fundamental assumption that underline the design of an organization. It proposes that an organization should fundamentally re-examine the may it does business so as to produce dramatic improvements in performance thus breakthroughs in performance cannot be automating existing processes but by challenging old assumption and old rule that made business under perform in the first place (Davenport, H 2001).



What makes reengineering different from other process improvement initiatives is that it is seen a more radical change in business than previous methods of improving business performance perhaps, the most important and innovative aspect of business process reengineering is that it requires organizations to improve processes rather than functional activities than when talking about reengineering, the concepts that everyone relates most is the notion or radical change and redesign, through still fundamental to reengineering but no longer the most import ant aspects, of reengineering is the notion of a process oriented organization (Hammer and Champy, 2001)



However in using BPR to renew redefined organizational focus, a common mistake by many organizations is their inability to make people the pivot of such as transformation exercise. Reason could be the organization’s deviously pursuing aims like restructuring and downsizing. Which are not intrinsreally about BPR. To overcome such misnomers, it pertinent for organizations to clarify what implementing BPR can be expected to deliver and exert much effort in changing employers behavior manager should therefore communicate openly with employees by giving them sound reasons and explanations for the new design and involve them adequate in the transformation exercise (O’ brein and Wainswoorth 2000).