【正文】 s seven S diagram (Henley, 1991, p33) First, each of these elements will be defined. Systems Systems are codified knowledge, anised in a logical sequence. (Henley, 1991, p47). They are the processes, methods, procedures, rules, techniques, technology, manuals, etc. that ensure that work is undertaken efficiently and accurately. They are the instructions that guide staff and management in their daily tasks. All the BPR definitions either explicitly or implicitly refer to these attributes of Systems as the following examples of BPR implementation demonstrate. Rohm, in his review of BPR at the Principal Financial Group Inc., gives an example from its field support transaction. Called Licensing and Contracting, the impact on processes was significant: Under the old system, this was a sixteenstep process requiring input from nine people stationed in different areas and on different floors of the home office. The new structure enabled this process to be cut to six steps, requiring the work of only three people. (Rohm, 1992) As a result, customers were provided with a single contact person who could execute and manage the whole process. Often, as Davenport highlights, new processes are enabled by new technology. As an example, he mentions Federal Mogul, an auto parts manufacture, who is using technology so that many designers can work on a new prototype design simultaneously (p99). Thus, both the new technology and the new multifunction positions demand employees learn new techniques. Structures Henley (1991) defines these as How an anisation breaks down its activities into distinct elements and how these elements are coordinated (p34). Henley goes on to identify 6 distinct type of anisation: 1. Simple structure (the one man band) 2. machine bureaucracy 3. professional bureaucracy 4. divisionalised form 5. adhocracy 6. cult anisation (Henley, 1991, p3537) Having redefine the key processes within an anisation, the next step within BPR is to restructure the anisation along process lines. Process anisations introduce a new form of anisation that aims to break away from many of the above traditional types, particularly the bureaucracies and divisional forms. Hammer amp。 it refers explicitly to the design of the new process. The term process innovation enpasses the envisioning of new work strategies, the actual process design activity, and the implementation of the change in all its plex technological, human, and anisational dimensions. (Davenport, 1993, p2) He also has an operations leaning especially using IT for pletely new ways of undertaking business, different not only to the anisation but to the industry. Andrews amp。s goals. Johansson et al define BPR by relating it to some other contemporary initiatives: Business Processing Reengineering (BPR), although a close relative [of JIT amp。s about changing anything which provides a block to improving today39。 Champy, 1993, p32) Hammer amp。s 7 S model (see Henley, 1991) provides a generic model of anisations. The report will explore this model in detail later, but note for now that the 7 S model has Shared Values at its heart, and as will be shown later, Shared Values are a significant dimension of culture. If BPR has significant impact on all of the other 6 dimensions then it would be reasonable to conclude, 1) that BPR involves significant anisational change。s 7 S model, it is shown that full BPR has significant impact on an anisation, 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。empowerment39。s inner, personal feelings. No Indications Those anisations with the most extensive change did not appear to be using a greater range or number of techniques, despite the likely increase in plexity of the change. Also there were no indications that the extent of downsizing had either any negative or positive impact on employee improvements. Finally, there were no indications that consultants tended to suggest the more harder, coercive change techniques. Duration Those projects that have been underway for some time tend 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 anisational 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 Values and Beliefs Respondents were decidedly 39。clean sheet of paper39。empowerment39。acquisition and use of decision making powers39。customer focus39。Acquisition and use of new knowledge and skills39。shake up39。s 7 S Model The well known McKinsey model was used as a basis for assessing the extent to which anisations u