ORGANISATIONAL CULTURE: A CRITICAL FACTOR DETERMINING THE SUCCESSFUL IMPLEMENTATION OF BUSINESS PROCESS REENGINEERING. An Orange Business Services perspective

Garg, Vishal (2010) ORGANISATIONAL CULTURE: A CRITICAL FACTOR DETERMINING THE SUCCESSFUL IMPLEMENTATION OF BUSINESS PROCESS REENGINEERING. An Orange Business Services perspective. [Dissertation (University of Nottingham only)] (Unpublished)

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Abstract

Organisations assert to have effectively embarked on business process reengineering (BPR) and indicate remarkable enhancements in their competitive position. Administrative advisors have moderately emphasised the necessity to address the people and organisational concerns, so as to successfully implement BPR.

This report illustrates research into business process reengineering and organisational culture change. A literature review is initially used to describe BPR and then, using 7s model of McKinsey, full impact of BPR on an organisation is shown, predominantly in terms of its culture. Further report is focused on the possible ways of managing this crucial dimension, so that the cooperation of organizational culture can be obtained for facilitating the successful BPR implementation.

The research conducted in this paper is based on both theoretical and the practical dimensions. The start of this report provides the theoretical dimension by elaborating on the literature whereas the close association with Orange Business Services and the interviews conducted will add the practical and applied dimension to this research work. This amalgamation will help serving the purpose of both the practitioner and the researcher.

Item Type: Dissertation (University of Nottingham only)
Keywords: Business Process Reengineering, Organisational Change, Employee response to change, Managing the change
Depositing User: EP, Services
Date Deposited: 16 Nov 2010 14:19
Last Modified: 22 Sep 2016 05:44
URI: http://eprints.nottingham.ac.uk/id/eprint/23737

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