【文章內(nèi)容簡介】 nd to report higher levels of employee improvements with the peak at the 2 year point. Thereafter, improvement levels fall away. This confirms that BPR is not a quick fix solution. The tailing off may be due to improvement being taken for granted, or it may be that longer projects have lost focus. Such effect did not appear to be linked to the number of employees impacted by the BPR project. Techniques Used Those reporting the most employee improvements were using a greater number of change techniques. Those with the top improvements were typically using 7 to 10 techniques. But the type of technique was important. Those using over 3 hard techniques reported 5 or more Lots of improvements pared to those only using on average hard techniques who were only reporting 5 or more Some improvements or even less. But those declaring most improvement were using a range of both hard and soft techniques. This suggests that the wide ranging organisational impact of BPR creates a plex change situation that needs a wide range of techniques. Hard techniques are known to provide a more immediate employee response. Softer techniques address the inner values and beliefs, which although they take longer to have affect, can have a more fundamental and enduring impact on employee39。s attitudes. The Survey 122 UK panies were identified as having undertaken BPR. 51 questionnaires were distributed and 33 replies received. 25 of these organisations were, or had, undertaken significant organisational change, including significant use of multifunctional teams and the reengineering of their processes into one or few steps. These were considered to be full implementations of BPR and were therefore included in the analysis. Company Profiles Compared to the 122 identified, responses from banking and finance panies were over represented (55% cf. 30%) and manufacturing under represented (12% cf. 24%). Although three quarters had under 10,000 employees, the average number was almost 15,000 due to a number of financial institutions with large numbers of employees (up to 100,000). Half the respondents were at senior management level (director, CEO, AGM) with the rest at project manager or department head level. Nearly half were BPR sponsors and a third BPR project directors or managers. BPR Projects Only 7 BPR projects had pleted. The others were in progress with pletion dates as far ahead as 1998. The average duration of pleted projects was 19 months but those in progress had already run for 16 months, and those with an end date were planned to run for 30 months. Two thirds had never previously pleted a BPR project within the UK. Acknowledgement Thank you to all the organisations and their managers who responded to the questionnaire. The original report was created with Ami Pro 3 with diagrams and charts from Excel 3 using OLE. Desktop HP NewWave 4. OperatingSystem MS Windows . Printed on an Epson Stylus 800 inkjet printer. The text and images were then copied to this document via the clipboard. Abstract Many panies claim to have successfully undertaken business process reengineering (BPR) and point to dramatic improvements in their petitive position. They and their management consultants have quite rightly highlighted the need to address the organisational and people issues, if BPR is to be successful. Antagonists of the BPR 39。bandwagon39。 have pointed to the high rate of failures. They have criticised the simplistic view taken by organisations, which they say has reduced organisational culture1 issues to mere 39。empowerment39。 and 39。teamworking39。, whilst coincidentally driving through capitalistic Taylorism into the office environment, and so creating the new sweatshirt factories of the 20th century. This report describes research into BPR and organisational culture change. A liturature review is first used to define BPR and then, using McKinsey39。s 7 S model, it is shown that full BPR has significant impact on an organisation, particularly in terms of its culture. A further liturature review highlights the plex and widely varying views of what culture is. A model proposed by Rousseau is used to describe culture39。s various elements. Management and acedemic views, including postmoderist, are explored as to whether culture is an unchangeable root metaphor, an uncontrollable external variable, or an independent variable that can be manipulated. The culture views of the various proponents of BPR are assessed against these various definitions. A hypothesis is defined along with various issues. These are then used as objectives for an initial preliminary research into management39。s views on culture change within the context of BPR. Based on this preliminary research, the tentative findings are that organisations wishing to maximise employee behaviour as a result of implementing BPR, are advised to use a range of cultural change techniques, including both hard and soft techniques. Ideas for further research are outlined, including why the very soft techniques of organisational development and therapy appear to be little used. The report contains an extensive bibliography as well as appendices which describe in detail the research, the results of which are visually shown by means of numerous charts. 1 For shortness the term culture will be used to mean organisational culture. 1. Introduction In recent years a number of highly publicised panies have successfully undertaken business process reengineering (BPR) in its true incarnation, involving total and radical redesign of their pany along process lines. Other panies have apparently failed in their reengineering attempts, as many as 66% according to Andrews amp。 Stalick, (1994, p28). Why then such disparity in these results? Vidgen et al (1993), and others, suggest that BPR has suffered from an overemphasis on structured analysis of the processes and too little on the softer people issues. In its full implementation, BPR involves new strategies, signif