Information Technology: An Important And Successful Tool In Business Process Management Pro Gramme

2322 words - 10 pages

introduction in a socio-economic system, management serves as a discipline developed to investigate the business process for the effective achievement of an organisational goal. The business process is a sequence of activities which transform resources to generate added value for customers. Previous attempts at scientific analysis in the field of business management have had their origin in the Newtonian paradigm. The most notable example is Lind's time-and-motion study from the early 1900s. In order to enhance management's control of the production process and operate with greater efficiency, Lind advocated simplifying jobs so that they could be done more efficiently. (Lind & Sulek, ...view middle of the document...

The basic concept of BPM is readily comprehensible.However, Hall et al. (2005) cautioned that the complexity of implementing a BPM programme cannot be overemphasised. They noted that redesign must include basic changes in six crucial organisational elements: roles and responsibilities, measurements and incentives, organisational structure, information technology, shared values, and skills. Similarly, Martinsons (2004) stated that genuine BPM is impossible without participatory management practices, which delegate decision-making responsibilities and provide increased information access to lower organisational levels. Clearly, the successful implementation of BPM requires the consideration of both technical and social issues. (Schuler and Harris, 2001)Total Quality Management (TQM)Total quality management is often confused with a high performance work system. TQM has produced positive results in many companies by focusing everyone on high quality. Indeed, many high performance companies have built their work systems on a foundation of total quality. It provides a common language and a problem-solving process. Yet, many of these same companies have found that TQM on its own doesn't help overall performances. TQM does not usually require self-managed work teams or changes in human resource systems.High performance work systems are more than high performance work. Individuals and teams may do high performance work, but the company will not have high performance unless their efforts are coordinated and aligned with the goals of the organization. It is true, however, that high performance work systems produce high performance work because they enable employees to work to their full potential and toward the same goals and vision (Katzenbach, 2005). Senior managers must be leaders in communicating the need for change and its significance to the company in business terms. They must set a clear direction and reinforce their messages by allocating resources, sacrificing short-term goals, and staying the course through difficult times. They must understand that things are likely to get worse before they get better. Senior managers who don't understand what high performance requires can pose a difficult problem. They may reassign supportive manager's part way through a change effort or reward people who achieve short-term results that undermine what the change is trying to accomplish.Peer benchmarking is one solution to those problems. Senior managers who talk to their peers are more likely to stay the course during difficult times. External consultants can also help by mentoring senior managers and providing feedback, pointing out, for example, when a manager's behaviour is inconsistent with the goals of the change effort. Many companies have found three-way partnerships among senior managers and internal and external consultants very effective when changing to high performance systems. To prevent mixed messages, managers can clarify expectations of...

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