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, ther...