Business Process Reengineering and Human Resource Management

Organizational change involves changing old beliefs and habits in order to accommodate new experiences. The evolution of society, as well as the changing demands, creates a need for new services. As a result,

Businesses are facing a dichotomy between wanting to chalk out an all-time structure and strategy for their organization, and recognizing that their world is in a constant state of flux [3]. For most of the 20th century they were largely focused on the static elements of this dichotomy. However, in the last decade changes have become more frequent and more dramatic, so much so that a whole branch of management is now devoted to the subject of change itself.

Gagon, Y.C & Dragon, J. (n.d.). Optimum, The Journal of Public Sector Management: The impact of technology on organizational performance. Vol. 28, No. 1 Retrieved from http://www.optimumonline.ca/pdf/28-1/technology.pdf

This considered being a transformed organizational model has catapulted companies into a company that is

Change is a process of transitioning from one approach to another (Parsley & Corrigan, 1994) and can be involved because of people’s attitudes and behavior (Goodwyn, 1996). Change is difficult to conceive and

General statement: The use of technology has triggered innovations and enhanced the skills of both children and adults.

Business Process Management: Do you have diverse, multi-cultural personnel that are driving your company’s vision? Will you like to create a dynamic stream that builds bridges and helps to improve staff performance levels? Our robust system can revolutionize the face of staff productivity and collaboration in your organization. Our rich expertise has seen us work with many leading firms in the Nashville

Frequently, organizational leaders introduce technology as a method to improve overall performance (Kapoor & Lee, 2013; Yukl, 2013). Technological changes are often seen in areas such as information systems, inventory and order processing, sales, and workstations. Although technology may be necessary for an organization to remain competitive, without modifications to the roles, attitudes, and values held by members of the organization the introduction of technology can be challenging and offer limited success (Kapoor & Lee, 2013; Yukl, 2013).

Once a comprehensive understanding is established phase two, development, begins. Using a combination of behavioral methods taken from the field’s psychology and sociology, a change strategy is created. Using data acquired during assessment, changes can be presented as being compatible and beneficial to the organization’s values, norms and current practices. Phase three, implementation, is the process of executing change strategies within the organization. Unknown to organizational members, implementation occurs prior to an HIS installation. During implementation a step by step procedure is established, creating a framework of standards, work processes, and resources that ensure the majority of an organization’s functions are included. Phase four, reassessment, typically occurs six months following HIS installation. Reassessment requires the same data, collection methods, and measuring standards are used. Reassessment helps determine HIS individual ease of use and overall system

239). They recommend selecting a change theory early on in when implementing the restructuring of a process. Communication is vital to the success of change which fosters the "end users" transition in the process (McGonigle & Mastrian, 2015). Communication needs to be constant and transparent for individuals to become committed. "Change is often a slow process that requires continual positive reinforcement" (McGonigle & Mastrian, 2015, p. 240). Lastly, understanding that new concepts and technology involves risks, but our attitude toward failure is knowing that if the outcome was not what we anticipated, it's okay, but yet we are willing to learn from our failures and try

After reviewing and researching the literature with respect to organizational changes, I have come to the conclusion that organizations have always changed. When everything in the world is changing, organization cannot remain islands. They must change to face new challenges. Bolman and Deal (2008) claim organizations have changed about as much as in past few decades as in the preceding century. Bolman and Deal (2008) claim means that the change organizations have experienced in the last decade are almost similar to those they experience in at the end of the twentieth century.

Michael Dell is the founder and CEO of Dell Computer Corporation. He took Dell Computer public and the stock became “the number one stock of the 1990’s, soaring almost 90,000 percent” (Krames, 2003, p. 58-59). Michael Dell expanded the direct selling model because he believed a very close relationship with the customer and vendor would lead to success. His philosophy basically said, “Managers hoping to create successful brands cannot do it by imposing their own views on the marketplace … there needs to be a mechanism in place whereby the company learns to make the products that its target customers actually want” (Krames, 2003, p. 59). With this philosophy, he built a company that continuously attempts to interact with the customer at as many levels as possible to provide the customer with what they want at the price they want.

Kurt Lewin developed a model of the change process that has stood the test of time and continues to influence the way organizations manage planned change. Lewin’s change model is a three-step process. The process begins with unfreezing, which is a critical first obstacle in the change process. Unfreezing involves encouraging individuals to shed old behaviors by changing the status quo. The second step in the change process is moving. In the moving stage, new attitudes, values, and behaviors are substituted for old ones. Organizations accomplish moving by initiating new options and explaining the rationale for the change, as well as by providing training to help employees develop the new skills they need. The last step in the change process is Refreezing. In this step, new attitudes, values, and behaviors are established as the new normal. The new ways of operating are concrete and reinforced. Managers should ensure

Matt and Grace own a small supermarket in a rural town. Their target demographics are the growing population of slightly computer-literate elderly in the town as well as the students of a nearby private liberal arts college. They also don 't experience any competition from large chain stores because of their remote location. After attending the Chamber of Commerce meeting, Matt suggested undergoing a project to build a website for their supermarket in order to boost their sales as well as to make their business more competitive. He was adamant about adopting the latest trends in business process in order to keep their business

Over the past decades, organizational changes have become recurrent. It then became decisive for managers to perfectly understand this phenomenon in order to lead organizations to efficiency.