企業(yè)轉(zhuǎn)型相關(guān)外文翻譯-在線瀏覽
2024-07-24 16:49本頁(yè)面
【正文】 rocesses have been goals in many transformative initiatives. Indeed, a focus on processes may, at least initially, require transformation of management’s thinking about an enterprise. The extent to which this subsequently transforms the enterprise depends on the extent of changes and success in their implementation. Transformation can also involve relationships among processes, not just individual work processes in and of themselves. These relationships are often framed in terms of an “architecture.” It is mon to express architectures in terms of multiple “views.” The operational view is a description of the activities, operational elements, and information flows required to support enterprise operations. The technical view is a set of rules defining the interactions and interdependencies of system elements to assure patibility and satisfaction of requirements. The system view describes the physical connections, locations, key nodes, etc., needed to support enterprise functions [Sage and Lynch, 1998]. Transformation of work processes inherently must affect the operational view of the architecture. Changes of this view are likely to affect the technical and systems views. In contrast, changes of system and/or technical views that do not change operational views do not, by definition, change work processes. Hence, these types of changes may improve processes but do not transform the enterprise. Bailey and Barley [2020] have argued for a renaissance in the study of work. They chronicle the substantial changes in work—from production workers to knowledge workers—while industrial engineering was abandoning the study of work practices and design. In the context of the theory outlined here, engineering will have to reembrace work studies to play a central role in enterprise systems research [Rouse, 2020]. Rasmussen and his colleagues [1986, 1994] have pioneered the use of work domain analysis to characterize human roles, jobs, and tasks in plex on this foundation, we can characterize the work of the enterprise in terms of the hierarchy of purpose, objectives, functions, tasks, and of work can be pursued at all levels of this hierarchy. Changing the tasks and act
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