【正文】 bjectives to be achieved through: ? review of the literature on BPR to understand the change dimensions. ? review of the literature on anisational culture within the context of significant change. ? conclusions from the above as to importance and role of culture within BPR. ? field survey into an identified issue. ? analysis of the data and report of the findings. ? development of overall conclusions. Report Methodology Given the hypothesis that BPR involves significant anisational change then one would expect BPR to impact all the dimensions of an anisation. McKinsey39。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。, 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 anisational culture change. A liturature review is first used to define BPR and then, using McKinsey39。 and 39。 have pointed to the high rate of failures. They have criticised the simplistic view taken by anisations, which they say has reduced anisational culture1 issues to mere 39。s attitudes. The Survey 122 UK panies were identified as having undertaken BPR. 51 questionnaires were distributed and 33 replies received. 25 of these anisations were, or had, undertaken significant anisational 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 anisations 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. Operating System 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 anisational and people issues, if BPR is to be successful. Antagonists of the BPR 39。s values and beliefs could be changed. 88% either strongly agreed or agreed they could. Respondents qualified their answer in a wide variety of ways, reflecting another survey which concludes there are no hard and fast rules about how to manage change. Two mon responses were that changing values and beliefs took time, and that the change process needed much coordination of many activities. No one expressed any concerns over the ethics of trying to change employee39。upbeat39。 is of concern. Similar hypothesis as outline above could be put forward. Overall, about half the anisations have yet to achieve modest levels of improvements. However, with on average 7 out of the 8 choices selected, management is presumably expecting improvements in all areas. Changing Employee39。 then the low score for 39。, which scored the lowest level for Lots of improvement, or it may be due to management, perhaps especially middle management, being unwilling to actually allow their staff to be empowered. Espousing is one thing, realising it is another matter. Given that BPR is all about starting afresh with a 39。, a much vaunted attribute of BPR, is slow to be taken up by employees. This may be due to lack of 39。. These suggest that 39。, 39。 were the most chosen Lots of improvements. However, there were lower numbers selecting 39。 and 39。, 39。, 39。M and psychology were little used. No one used a sociologist. The implication is that either BPR or change management consultants will address the human issues or such issues are considered not that important. Those using consultants used on average . Whilst overall a wide range of sources were used, suggestions from staff only accounted for 13%. Staff appear to be just involved in the lower lever detail such as process redesign, and not in the higher level anisational change decisions. Interestingly, no anisations looked to their petitors. Does this indicate a feeling of superiority or are they relying on their consultants? Outes Respondents could select up to 8 areas of employee behavioural improvements widely acknowledged as the outes of a successful BPR project. Each could be marked as Lots or Some improvement.