BPR
Managers play an integral role in the BPR process. BPR enforces that management must be willing “to drive change”(Weicher, 1995). Leaders of an organisation need to direct and motivate employees to the changes. However it is not as simple to implement changes, as it is to absorb the concept.
BPR literature emphasises the need to communicate effectively to employees the changes that will occur. However communication does not simply mean telling employees what is expected to happen, and this is where some organisations fail to implement BPR successfully. Managers need to provide a “constant flow of information” (Hammer, 1990) about the changes expected and progress of the BPR initiative to employees. They need to “show vision and communicate clearly the goals and plans” (Keating et al, 1999). Implementing BPR can become difficult here as managers misinterpret the concepts they need to impose. Often in BPR projects, despite following the “simple” concepts and rules, there is “a lack of sustained management commitment and leadership” (Malhorta, 1998). This is a contributing factor for organisations experiencing less than optimal results. Managers have to stay motivated throughout the BPR project and not just in the initial stages. They also need to believe in the changes they are making. There is no point leading changes when you don’t actively believe it will be beneficial. This can lead to “fear and lack of optimism” (Malhorta, 1998)
Considering BPT to be simple to absorb and rules not complex can pose a problem to the success of the project. Management may not realise the enormous commitment BPR requires, and that they themselves need to be willing to change. There is often “great difficulty in keeping management commitment. Both high level and broad support for change are necessary” (Davenport and Short, 1990). As King (1990) states “the ultimate success of BPR depends on the people who do it and how well they motivate.” BPT isn’t just about following rules, it’s about believing the rules and staying committed to implementing them from early stages and throughout the BPR lifespan. It is easier to say you will be committed to something than actually carry it out.
Less favourable results of BPR also occur when the complexity of making managers adopt a new style of leading is underestimated. BPR literature accentuates the shift from ordering to guiding, directing to coordinating and empowering, and persuade rather than instruct. However it is often difficult for managers to simply change their leadership styles they have used for years.
In order to be successful, managers need to be willing to adopt new ways of leading and managing. Organisations do not anticipate resistance from managers who may be asked to relinquish some of their power or responsibilities. Workshops and training can help with changing management attitudes and offering guidance, however organisations should not expect them to automatically change.
Once adopting a BPR initiative, “managers cannot limbo” (Weicher, 1995) between the past and new changes. They need to drive change and completely espouse the change. BPR is simply not a matter [next page]