Describe Two Models for Change. Include Appropriate Examples in Your Answer. Identify the Necessary Steps for Planning the Implementation Process for Each of the Models

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Describe two models for change. Include appropriate examples in your answer. The two models for to be considered and discussed in this section are the Business Process Re-engineering and Kaizen models. Business Process Re-engineering Definition The world today is ever changing, moving from one phase to the other and the only thing that does not change is ‘change’ itself. As the modern business environment is propelled by the three Cs namely Customer, Competition and Change, organisations are always looking for new business innovations to salvage their ailing enterprise. (Hammer and Champy, 1993) One of such solutions that have been identified and used by many companies is the Business Process Re-engineering or shortened as BPR. There…show more content…
Its implementation has resulted in employees being laid off in the organization. Also, the operation of the reorganised processes in some instances is like working a complex production line. (Senior, 2002:109) Further, Weicher et al (1995) observed that BPR does not have the qualities of a scientific theory as, among other things, it is limited in scope and not duplicable. Paradoxically, BPR advocates and stresses teamwork but in actual fact, the process must be driven by a ruthless manager. (Weicher et al,1995). Moreover, the failure rate of the BPR process application is astronomical. Bryant (1998) put the BPR initiative failure rate at 80% while Bywater (1997) pegged the failure rate at 70%. Even the leading proponent of BPR, Michael Hammer, has admitted that in about 70% cases of the re-engineered organisatons, most have come out worse off than better off. (Burnes, 2004) Most of these failures can be adduced to exaggerated expectations in respect of the potential benefits from a BPR initiative and consequently failure to achieve the expected results. There is also the implementation of generic so-called best-practice processes that do not correspond to specific organisation needs. (Wikipedia, the free encyclopedia, Online) In addition, too much trust is placed in

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