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Business Process Reengineering, a Crisis Solution or a Necessity

Listed author(s):
  • Gabriela GHEORGHE


    (Dunarea de Jos University of Galati, Romania)

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    This case study shows that the company decided to implement Business Process Reengineering (BPR) not only because external environment had changed, but also due to its obsolete business processes and organizational structure. The article will highlight the importance of the organizations' focusing on sub-goals, in order to finally reach the desired result in the organization's main goals. When rapid evolution has become the fundamental contemporary coordinate, reengineering is a form of company innovative reaction in terms of intensifying competition and globalization. Remodeling the Company in phases of crisis, when time pressure reduces the type and number of solutions that can be adopted, without effective leadership, can lead in most cases to failure. The effect of redesigning the business processes depends on how well it is implemented, coordinated and monitored

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    Article provided by "Dunarea de Jos" University of Galati, Faculty of Economics and Business Administration in its journal Economics and Applied Informatics.

    Volume (Year): (2012)
    Issue (Month): 2 ()
    Pages: 47-52

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    Handle: RePEc:ddj:fseeai:y:2012:i:2:p:47-52
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    1. Peppard, J., 1996. "Broadening visions of business process re-engineering," Omega, Elsevier, vol. 24(3), pages 255-270, June.
    2. Grover, V & Teng, J. T. C. & Fiedler, K. D., 1993. "Information technology enabled business process redesign: An integrated planning framework," Omega, Elsevier, vol. 21(4), pages 433-447, July.
    3. Ion VERBONCU & Aurel MANOLESCU, 2008. "The human implications of management reengineering," Management & Marketing, Economic Publishing House, vol. 3(2), Summer.
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