Business Process Reengineering and Organizational Structure
– A Case Study of Indian Commercial Banks
Business Process Reengineering is an innovative technique which is used to induce the radical change in the organization set up. The goal of the technique is to achieve an optimum level of effectiveness and efficiency. The paper strives to study the relationship between BPR and Organizational Structure with special reference to State Bank of India. For the said purpose a sample of 250 employees was chosen randomly from various branches of SBI with J&K State. A self designed instrument was used to collect data from the respondents. The data was analyzed by using Correlation, t-test and regression analysis. The results reveal that there exists a significant relationship between BPR and OS. Also, the modified OS after implementing BPR is more effective and competitive.
CHAMPY, J. (1995), “REENGINEERING MANAGEMENT-THE MANDATE FOR NEW LEADERSHIP”, HARPER BUSINESS, LONDON.
CRAIG, J., & YETTON, P.(1992), “BUSINESS PROCESS REDESIGN: A CRITIQUE OF PROCESS INNOVATION”, AUSTRALIAN JOURNAL OF MANAGEMENT, VOL.17 NO.2.
DAVENPORT, T. H. (1993), “NEED RADICAL INNOVATION AND CONTINUOUS IMPROVEMENT? INTEGRATE PROCESS REENGINEERING AND TOTAL QUALITY MANAGEMENT (TQM); PLANNING REVIEW, VOL.21 ISSUE 3.
JOHNSON, L. & STERGIOU, M. 1997. THE LINK BETWEEN BPR, EVOLUTIONARY DELIVERY AND EVOLUTIONARY DEVELOPMENT. SCI'97 PROCEEDINGS - WORLD MULTICONFERENCE ON SYSTEMICS, CYBERNETICS AND INFORMATICS, VOL. 2, PP. 61-67.
MAGUTU, P.O., NYAMWANGE, S.O. & KAPTONGE G.K.(2010), “BUSINESS PROCESS REENGINEERING FOR COMPETITIVE ADVANTAGE” AFRICAN JOURNAL OF BUSINESS AND MANAGEMENT, VOL.1, PP.16.
MCADAM, R & DONAGHY, J 1999, ‘BUSINESS PROCESS RE-ENGINEERING IN THE PUBLIC SECTOR’, JOURNAL, VOL. 5, PP. 33–49.
MCADAM, R & MICHELI, P 1998, ‘DEVELOPMENT OF BUSINESS PROCESS REENGINEERING MODEL APPLICABLE TO THE PUBLIC SECTOR’, TOTAL QUALITY MANAGEMENT, VOL. 9, PP. 160–163.
MCCORMACK, K 2001, ‘BUSINESS PROCESS ORIENTATION: DO YOU HAVE IT?’ QUALITY PROGRESS, VOL. 34, PP. 51–60.
MCLAUGHLIN, K., S. P. OSBORNE AND E. FERLIE, EDS. (2002). NEW PUBLIC MANAGEMENT: CURRENT TRENDS AND FUTURE PROSPECTS. LONDON, ROUTLEDGE.
MCNULTY, T & FERLIE, E 2004, ‘PROCESS TRANSFORMATION: LIMITATIONS TO RADICAL ORGANIZATIONAL CHANGE WITHIN PUBLIC SERVICE ORGANIZATIONS’, ORGANIZATION STUDIES, VOL. 25, P. 1389.
MEIER, KJ & O’TOOLE JR, LJ 2002, ‘PUBLIC MANAGEMENT AND ORGANISATIONAL PERFORMANCE: THE EFFECT OF MANAGERIAL QUALITY’, JOURNAL OF POLICY ANALYSIS AND MANAGEMENT, VOL. 21, PP. 629–643.
MEIER, KJ, O’TOOLE JR, LJ, BOYNE, GA & WALKER, RM 2007, ‘STRATEGIC MANAGEMENT AND THE PERFORMANCE OF PUBLIC ORGANIZATIONS: TESTING VENERABLE IDEAS AGAINST RECENT THEORIES’, JOURNAL OF PUBLIC ADMINISTRATION RESEARCH AND THEORY, VOL. 17, PP. 357–377.
MELVILLE, N, KRAEMER, K & GURBAXANI, V 2004, ‘INFORMATION TECHNOLOGY AND ORGANIZATIONAL PERFORMANCE: AN INTEGRATIVE MODEL OF IT BUSINESS VALUE’, MIS QUARTERLY, VOL. 28, PP. 283–322. PRUIT, C. (2009), “BPR FOR CRM: DRIVING BUSINESS PERFORMANCE TO NEXT LEVEL” COGNIZANT
RAGAB, A.(2009), “IMPACT OF BUSINESS PROCESS REENGINEERING (BPR) ON ORGANISATIONAL PERFORMANCE”, HARVARD BUSINESS SCHOOL.
SALIMFARD, K., ABASSZADEH, M.A., AND GHURBANPUR, A. (2010), “INTERPRETIVE STRUCTURAL MODELING OF CRITICAL SUCCESS FACTORS IN BANKING PROCESS REENGINEERING.
ZAIRI, M. AND SINCLAIR, D. 1995. BUSINESS PROCESS RE-ENGINEERING AND PROCESS MANAGEMENT: A SURVEY OF CURRENT PRACTICE AND FUTURE TRENDS IN INTEGRATED MANAGEMENT. MANAGEMENT DECISION, VOL. 33, NO. 3, PP. 3-16.
Copyright (c) 2014 Seher Naveeda
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Revised Copyright/CC license that applies to all the articles published after 05-02-2017
Copyright/CC license that applies to all the articles published before 05-02-2017
Author(s) will retain all the right except commercial and re-publishing rights. In the case of re-publishing, they will have to obtain written permission from the journal. Additional licensing agreements (Creative Commons licenses) grants rights to readers to copy, distribute, display and perform the work as long as you give the original author(s) credit, they can not use the works for commercial purposes and are not allowed to alter, transform, or build upon the work. For any reuse or distribution, readers and users must make clear to others the license terms of this work. Any of these conditions can be waived if you get permission from the copyright holders. Nothing in this license impairs or restricts the authors’ rights. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-nd/4.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Research Papers published in SOCRATES are licensed under an Attribution -NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0)