【正文】 Champy remend a move to much flatter structures anised around the processes (Chap. 4), whereas Davenport remends a multidimensional matrix structure, with process responsibility as a key dimensi。s 7 S model will be used as a framework to assess the impact of BPR on the anisation (figure ). Figure McKinsey39。 Stalick highlight the importance of the anisational integration aspects of BPR, defining it as: radically changing how people work changing business policies and controls, systems and technology, anizational relationships and business practices, and reward programs. (Andrews amp。 as enablers, while broadcasting the process vision. (Johansson et al, 1993, p6) These writers analogy is of breaking the china and then putting the pieces back together again in a new way (p6). Their emphasis is very much an operations approach with all other functions, including those upstream and/or downstream with customers or suppliers, merged into one integrated operation, so that a sense of inescapability and/or symbiosis is generated (p7). Davenport prefers the term business process innovation: Reengineering is only part of what is necessary in the radical change of processes。 TQM], seeks radical rather than merely continuous improvement. It escalates the efforts of JIT and TQM to make process orientation a strategic tool and a core petence of the anization, BPR concentrates on core business processes, and used the specific techniques within JIT and TQM 39。s solutions for today39。s business performance, even if it means going back to the drawing board. (their emphasis) (Obeng and Crainer, 1994, p20) They regard BPR as just mon sense but highlight a number of hurdles that must be overe inorder to implement it. In their Rules for the Revolution (p74) they talk of discarding yesterday39。 Champy use an analogy of a clean sheet of paper to highlight the rethinking and starting afresh aspects of BPR. Obeng and Crainer also emphasise this starting anew concept. They define BPR as: It39。 Champy39。 Champy (1993), who have perhaps done the most to popularise the concept within the ranks of western management, is given: Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed. (Hammer amp。 and 2), that it has a significant impact on, or dependency on, anisational culture. A review of the literature on anisational culture within the context of significant change will seek to identify an anisational culture model or models. Such models should identify the key dimensions of anisational culture and act as a reference for assessing the possible role or roles of culture within a BPR implementation. A field survey of culture and BPR should aim to test the conclusions, hypothesis, questions or issues arising. from the literature review. Report Structure The structure of this paper follows the above methodology: Chapter 2 defines what BPR is, relates it to the 7 S model, and draws conclusions as to the impact of BPR on anisations, and in particular, on anisational culture. Chapter 3 then defines what anisational culture is, its importance within significant anisational change, and highlights some of the problems of defining and measuring culture. Chapter 4 brings BPR and anisational culture together and draws conclusions as to importance and role of culture within BPR. It looks at how BPR proponents have defined culture and its role, as well as looking at some of the counter arguments of the antagonists. Recent research into BPR failures is summarised and finally an issue is identified for primary research. Chapter 5 defines the Terms of Reference for the research including the scope, target anisations, methodology and instruments to be used, together with their possible limitations and influences that might impact the validity of the findings. It also reports on the variance between the planned and actual research exercise. Chapter 6 reports on the findings of the research. Chapter 7 summarises this investigative project and identifies areas of possible further research, whilst Chapter 8 draws some conclusions. The dissertation report ends with appendices and bibliography. 2. BPR This chapter defines what BPR is, relates it to the anisation using McKinsey39。 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, significant change to established anisational structures, to management style and to external relationships. Even more modest implementations involve significant change to established ways of working. Both these levels of changes included the tasks undertaken, the technology used, the skills of the staff, and the munications and relationships between people within the anisation. This report explores an initial hypothesis that BPR involves significant anisational change and that managing the change process must therefore be critical to the success of such undertakings with all its major ramifications. In particular the role of anisational culture within the change process is explored. These explorations are initially conducted using a search of the literature and this is followed by a small primary research exercise into a particular hypothesis and issue arising. Objectives Within the context of BPR: ? to understand the relevance and role of anisational culture ? to investigate a particular issue of value to those evaluating, considering, implementing or researching BPR. Terms of Reference These o