Organisations in the public sector are more and more turning to information technology (IT) in order to comply with the central governments that modernise government agenda. However, there is a need in ensuring that the implementation of main IT systems in not regarded as the end but the means to the end of attaining major improvements of performance. This aeticle suggests that though IT can be an agent for change as it gives opportunities to do things in different way, some business processes redesign should also be undertaken and connected with an IT strategy. The implementation of IT without the processes reengineering might fail in delivering anticipated benefits. The paper stresses the links between process reengineering and benchmarking to allow the design of improved processes and considers approaches to BPR which are best suited to the public sector. A case study in a local authority is used to illustrate the need to link technology with process to bring about major organisational change.
Importance of management Any successful business, organisation, or association uses management as its main function. Management includes four distinct categories, which are planning, organising, leading, andcontrolling. These four functions have different characteristics, but conjoined all of them form the qualities of a successful manager. Planning This function includes developing a plan that consists of defining the goals and objectives of management, identifying tasks or how the objectives will be achieved, which resources are required, and associating timelines and budgets for the success of task on hand. Planning also includes fulfilling the projects plan, together with careful controls to ensure the plan is being managed according to plan. Organising Organising is the command, control and feedback relationships among employees in an agency, and their information. The data flow structure for the performance management system generally follows the organisational structure.
The Business plan on Steps In Strategic Management Process
The strategic management process is more than just a set of rules to follow. It is a philosophical approach to business. Upper management must think strategically first, then apply that thought to a process. The strategic management process is best implemented when everyone within the firm understands the strategy. Strategic management is a continuous process that appraises the business and ...
Begin the paragraph for your second topic. There are several aspects to consider about the goal of the business organisation. These characteristics are explicit, deliberate, and recognized. Ideally, these features are carefully considered, and established. Leading An organisation has the greatest chance of being successful when all of the employees work toward achieving its goals. Since leadership involves the exercise of influence by one person over others, the quality of leadership exhibited by supervisors is a critical determinant of organisational success. Thus, supervisors study leadership in order to influence the actions of employees toward the achievement of the goals of the organisation. Controlling The subject of controlling is a sensitive subject. Every company has to have measure of control to ensure that the job on had is being done.
The Coast Guard a lot of individuals in leadership positions they abuse the control aspect of a subordinate. The abuse became obvious in some instances. There are supervisors that will micromanage sailors jury to them. In the end those individuals are weeded. Introduction to Information Management In recent years the public sector has increasingly been under pressure to improve performance driven by a number of central government initiatives such as the Best Value regime and Public Performance Reporting. Added to this pressure is the current Modernising Government agenda or what has become known as information age government or e-government. Ambitious targets have been set for electronic service delivery culminating in the goal that all services be available electronically by 2008 (Cabinet Office 1999).
The Business plan on Accounting Report Accountants Business Public
Anyone considering accounting needs to assess whether this career fits his or her interests, abilities, and aspirations. There are certain qualities and qualifications, however, that a person should consider before making a commitment to a particular career field. Selecting a career can take a lot of time, and many people do not choose until they are adults. Contributing to the difficulty in ...
Public services do not have the same bottom line aims of the private sector in terms of profit maximisation but it is an over simplification to see the public sector as a pressure free environment. Internal markets and competitive funding have introduced business disciplines and there remains downward pressure on public expenditure and ever increasing statutory responsibilities. It is inevitable therefore that the pursuit of performance and value for money improvements will be linked to the e government agenda and the use of information technology (IT).
Central government estimates that the public sector currently spends 3bn per annum on IT services and this figure is anticipated to reach 4.75bn by 2004. (Cabinet Office 2002) This would tend to demonstrate not only that expenditure is significant and increasing but that the use of IT continues to be regarded as a tool to bring about the improvements identified in the strategies of public sector bodies. There may however be a danger that the introduction of IT systems are seen as an end in themselves instead of being part of a wider process to meet departments and agencies overall business objectives. There is widespread recognition that technology in itself does not bring about efficiency (Lenk 1997).
IT may provide the core mechanism for information flow and may therefore be an essential element in any business improvement but the processes undertaken by an organisation need to be transformed or reengineered. This process change is the means by which departments and agencies respond to and anticipate changes in their environments. It is also an opportunity to bring in new ways of working that will deliver business objectives in a more efficient and effective way. Such transformation of processes is commonly known as business process Reengineering (BPR).
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The history of strategic planning begins in the military. According to Webster's New World Dictionary, strategy is 'the science of planning and directing large-scale military operations, of maneuvering forces into the most advantageous position prior to actual engagement with the enemy' (Guralnic, 1986). Although our understanding of strategy and applying strategic planning in management has been ...
It can be defined as the fundamental rethinking and radical design of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost quality service and speed. (Hammer and Champy 1993) Reengineering involves revising organisational processes. It means starting from scratch in designing the core business process instead of analysing the current one.
It involves reconfiguration of work to better serve customers, the true evaluators of business performance. Reengineering forces us to radically challenge the way that organisations are run and to redesign the organisations around the desired outcomes rather than functions or departments. Traditionally, work improvement programmes look at functional areas such as marketing, accounting or manufacturing. BPR considers processes in their entirety and cuts across organisational structures and boundaries. (Burke and Peppard 1995) Although BPR is a specific management philosophy pioneered in the early 1990’s by Hammer and Champy (who first used the term BPR) it has come to be used as a more generic term for any form of radical reengineering, redesign or transformation. Whilst sounding a note of caution in using IT as a panacea for improving performance it is important to be aware that IT expands the possibilities to do things in a different way and can bring efficiencies in productivity. Given that BPR calls for radical and fundamental redesign it gives the opportunity for innovative use of new technology and indeed demands it.
(Pratchett 1997) IT is one of the most prevalent facilitators of process change and is often the primary catalyst, which allows a company to achieve its business objectives. It is regarded as the essential enabler of reengineering. (Chan and Land 1999) The rise of BPR in the early 90’s coincided with the emergence of increasingly more powerful and cheap IT which expanded the possibilities to improve efficiency and quality of service. (Johnson and Scholes eds. 2001) Types of Business Process Reengineering Thaens et al 1997, identify three types of reengineering each with its own level of “ambition”: Work Process Redesign This covers single areas of work and considers links and relationships between the process and other work processes to be fixed. The process will be redesigned and include descriptions of what IT applications are needed and how the job content of operatives is changed Business Process Redesign This covers the reengineering of co ….
The Business plan on Total Quality Management And Business Process Reengineering
... to radically redesign business processes. BPR will shatter assumptions and simplify processes utilizing IT as an enabler.According to its originators, Hammer and Champy, reengineering refers to ... been labeled 'King of the Hill.' Business Process Reengineering Business reengineering is the concept of changing the fundamental way work is done in order to achieve ...
