Managing business processes: BPR and beyond
Leaders in their field of expertise present a cross-disciplinary view of business process re-engineering (BPR), going beyond an information systems perspective to take into account strategic and operations management, human resources and accounting. They investigate the idea that BPR challenges the functional viewpoint of an enterprise, cutting across traditional structures to lead to radical improvements in performance. Uses case studies to support the research-based concepts.
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Business Process Reengineering A Public
Managing by Business Processes
The Role of People in Processes
16 other sections not shown
achieve activities activity-based costing applications approach areas behaviour benefits BPR initiatives business dynamics Business Process Improvement business process management business process re-engineering capability Chapter Cigna Colin Armistead companies competitive concept context core costs Cranfield culture customer service decisions deliver delivery Director effective empowerment enabling engineering English Nature example existing Figure flexible focus framework Hewlett-Packard identified impact implementation improvement industry information systems integrated internal involved issues logistics management managing by process manufacturing marketing measures mindset Mitel National Vulcan Novotel operations management order fulfilment organisational structure output paradigm performance perspective planning potential problems process management programmes recognised redesign relationship response result role Royal Mail senior managers significant skills St James's Hospital staff Strategic Management strategy suppliers supply chain system dynamics targets task transformation understanding Urology
Kwaliteitsmanagement, bedrijfsvoering en organisatieontwikkeling
No preview available - 2005
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