What is a Business Process?

2011 ◽  
pp. 32-50
Author(s):  
Ned Kock
Keyword(s):  
Total Quality Management ◽  
Organizational Performance ◽  
Process Improvement ◽  
Business Process ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Total Quality ◽  
Business Process Improvement ◽  
Show Business ◽  
Management Approaches

Business process improvement can be defined as the analysis, redesign, and subsequent change of organizational processes to achieve performance and competitiveness gains. The idea that business process-focused improvement can be used as a tool to boost organizational performance and competitiveness is not new. In fact, business process improvement has been the basis of several widely adopted management approaches, such as total quality management, business process reengineering, and organizational learning. As the following sections briefly show, business process-focused improvement can be a unifying concept of these management approaches.

scholarly journals Reengineering Business Processes as a Tool for Successful Business

2019 ◽  
Vol 5 (12) ◽  
pp. 281-291
Author(s):  
G. Korolev ◽  
V. Barinov
Keyword(s):  
Total Quality Management ◽  
Business Process ◽  
Six Sigma ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Lean Six Sigma ◽  
Process Reengineering ◽  
Total Quality ◽  
Long Time ◽  
Successful Business

Currently, most companies can select a number of methodologies to improve their business processes, including Six Sigma, Lean Six Sigma, Total Quality Management, Kaizen and Business Process Reengineering (BPR). Obviously, the choice of an appropriate methodology should be guided by the goals of the organization. In this regard, BPR is one of the best methodologies that can help companies ensure the continuity of their business so that they remain relevant for a long time. More importantly, BPR can help members rethink their existing practices and make significant improvements to the existing business process. The authors conducted a study of the theory of BPR. The main definitions are considered in detail, the essence of reengineering is revealed, five stages of implementation are named, possible positive and negative points in the process of BPR implementation are noted, examples are given. Based on the foregoing, it was concluded that companies that need to make changes in their business processes can adopt BPR as the most suitable methodology that will help to make improvements in their workplace.

scholarly journals Crossing the management fashion border: The adoption of business process reengineering services by management consultants offering total quality management services in the United States, 1992–2004

2016 ◽  
Vol 22 (5) ◽  
pp. 702-719 ◽  
Author(s):  
Dong-II Jung ◽  
Won-Hee Lee
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Process ◽  
Business Process Reengineering ◽  
The United States ◽  
Organizational Capabilities ◽  
Process Reengineering ◽  
Total Quality ◽  
Management Consultants ◽  
Management Fashion

AbstractBuilding on prior research on management fashion, this paper seeks to understand how management consultants respond to the boom-to-bust cycles of competing management fashion trends. Specifically, we examine how US management consulting firms offering total quality management (TQM) services responded to the rise and fall of the rival management practice, business process reengineering (BPR), with an empirical focus on the adoption of BPR services. We find that a consulting firm offering TQM services was more likely to adopt BPR services if the firm’s organizational capabilities and institutional environments were more connected to BPR’s principles than to TQM’s principles. This suggests that management fashions are not simply bandwagon phenomena, but involve resource- and identity-based decision making. We also find that the significance of organizational capabilities increased while that of network influences decreased as BPR’s boom turned to bust. The reversal of well-established institutional accounts of innovation diffusion is explained by reference to the characteristics of management fashion.

scholarly journals Total quality management and business process reengineering: A contemporary business focus

2012 ◽  
Vol 9 (2) ◽  
pp. 153-157
Author(s):  
Patsy Govender
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Process ◽  
Business Process Reengineering ◽  
Two Dimensions ◽  
Process Reengineering ◽  
Business Organizations ◽  
Total Quality ◽  
Potential Benefits ◽  
Core Areas

The purpose of the study is to compare and contrast the two approaches of total quality management (TQM) and business process reengineering (BPR). This exploratory study focuses on the core areas, assumptions and scope pertinent to both TQM and BPR. Even though the two approaches focus on performance, organizational effectiveness and efficiency, the practical usage and approaches differ. The key drivers of the two dimensions provide futurists with a guide not to obliterate its salience in today’s competitive business organizations. The article examines each approach and acknowledges the potential benefits in situation-specific circumstances and encounters. Certainly, the practices differ, and with a contingency focus, the study probes into salient features of TQM and BPR, hence enriching the study to speculate about the future in order to create an efficacious effect. Lastly, the study attempts to determine whether one approach has the potential to outshadow the other.

Successful Business Process Improvement through E-Collaboration

2011 ◽  
pp. 132-160
Author(s):  
Ned Kock
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Process Improvement ◽  
Business Process ◽  
Total Quality ◽  
Business Process Improvement ◽  
Successful Business ◽  
The 1950S

The idea of business process-focused improvement has been with us for many years. Many speculate that it is as old as the total quality management movement, which began in Japan in the 1950s. Some think the idea is much older, dating back to the time of the Pharaohs of Egypt.

Business process management - integracja reinżynierii procesów gospodarczych z kompleksowym zarządzaniem jakością

2007 ◽  
pp. 38-41
Author(s):  
Piotr Grudowski
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Total Quality

W artykule dokonano przeglądu literatury fachowej pod kątem opinii związanych z kluczowymi nurtami procesowego podejścia do zarządzania organizacjami. Przyjęto tezę, że zasadniczym rezultatem ewolucji orientacji procesowej jest koncepcja zarządzania procesami gospodarczymi (business process management - BPM) integrująca w sobie cechy BPR (business process reengineering) i TQM (total quality management). Przedstawiono ogólną charakterystykę BPR, a następnie na bazie krytyki tego podejścia zaprezentowano najważniejsze cechy BPM, uwypuklając nawiązania do zasad zarządzania jakością.

Zur Legitimationsfunktion neuer Produktions- und Organisationskonzepte für das Personalmanagement

1996 ◽  
Vol 10 (4) ◽  
pp. 331-357
Author(s):  
Wolfgang Elšik
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Process ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Lean Management ◽  
Total Quality

Im Zusammenhang mit Konzepten wie Lean Management. Total Quality Management oder Business Process Reengineering werden personalwirtschaftliche Fragen in der Regel aus einer Implementierungsperspektive gestellt und diskutiert. Der vorliegende Beitrag kehrt diese Perspektive um und fragt, welche Funktion diese Produktions- und Organisationskonzepte im Hinblick auf die Legitimität des Personalmanagements erfüllen können. Auf der Basis des organisationstheoretischen Neo-Institutionalismus und der Diskussion zur organisationalen Legitimität wird argumentiert, daß diese Managementkonzepte Rationalitätsmythen darstellen, welche dem vorwiegend im mehrdeutigen, symbolischen Kontext agierenden Personalmanagement zur Schaffung und Bewahrung seiner erforderlichen Legitimität dienen können.

CHANGE ENGINEERING AND THE RELATIONSHIP OF CHANGE ENGINEERING WITH MODERN MANAGEMENT APPROACHES

2021 ◽  
Vol 7 (28) ◽  
pp. 18-31
Author(s):  
Kaya AĞIN
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Management System ◽  
Management Practice ◽  
Management Systems ◽  
Total Quality ◽  
Modern Management ◽  
Growth And Change ◽  
Management Approaches

Global growth and change strategies force organizations to change their management systems. Organizations that want to survive and be successful today apre trying to implementmodern management systems under their own management. Thus, they want to continue their existence in a competitive environment by adapting to changing and developing conditions. Organizations that realize the fact that change is a necessity, we see that they renew their organizational structure, systems and processes in order to compete in global markets. Reengineering is one of these methods. The pressure of competition has made system change. compulsory in organizations Reengineering, like other modern management techniques, aims to radically change the organizational management system, processes and policies in order to increase organizational performance. Reengineering is considered to be closely related to total quality management practice. Total quality management aims at customer satisfaction. Reengineering focuses on how to implement it. Organizations, reengineering management system applications will increase organizational performance. In this study, the theoretical framework of reengineering will be conceptually examined and its relations with total quality management will be revealed. Keywords: Change management, Reengineering, Globalization

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