What are the following characteristics of an enterprise's organizational structure after business process reengineering?

Business Process Reengineering (BPR) is another wave of management reform in the United States in the early 1990s. According to the definition of its founder Hammer and Champion, BPR is "a fundamental rethinking and thorough redesign of the organization's workflow, so as to make major improvements in various important performance standards such as cost, quality, service and speed." Reengineering refers to the basic rethinking and redesign of enterprise processes in order to achieve significant improvement in key performance such as cost, quality, service and speed. Business Process Reengineering (BPR) is a basic idea, which replaces fragmented processes separated by various departments and difficult to view and manage with a complete and integrated process. There are several key terms here: fundamentals: It means that in the process of reengineering, enterprise personnel must ask themselves some fundamental questions about the company itself and its operating model, such as why do we do what we are doing now? Why are we doing this? Putting forward these fundamental questions can force them to face up to their own strategies and ways of running enterprises. In order to implement reengineering, enterprises should not have the idea of following the old rules, thinking that they only need to modify the existing process slightly. On the contrary, they must jump out of the traditional box and do it according to actual needs. The original process of our enterprise is not perfect, and it is still in the stage of patching or even establishing, so we can't talk about the thoroughness of jumping out of the traditional framework: the so-called thoroughness refers to tracing back to the source and not making superficial changes or adjustments to the existing things that have been established, but abandoning all stereotypes and ignoring all prescribed structures and processes to create and invent new working methods; It is to reorganize enterprises, not to improve, strengthen or adjust them. Our enterprise management feathers have not yet grown, just like a complete rebirth, and the result can only be the result of a moth. Process: Focus on designing "processes" or "procedures" according to the natural order of business needs, rather than focusing on the functional division of existing departments and positions. According to the view of division of labor, enterprise personnel are not "process-oriented", but focus on various tasks in workflow, such as accepting purchase orders and picking up goods from warehouses. Task-based thinking, which divides work into several simplest tasks and assigns each task to professionals, has had a great influence on the design of enterprise organizations in the past 200 years. Now the thinking has changed and turned to process. Among them, we emphasize the concept of "business process" most, which is not only the object of reengineering, but also the focus and difficulty of reengineering. The core of BPR is the process. At present, many enterprises don't agree with the theory of business process reengineering, because according to statistics, the success rate of business process reengineering is less than 30%, not that there is a problem with the theory itself, but that several stages of management have not been completed. Haier told China that Taylor's scientific management and Japanese-style management revolution were mainly confined to the internal research of enterprises, that is, through the change of internal organizational structure of enterprises, the pressure of the market on enterprises was alleviated. The biggest difference between BPR and the last two revolutions is that it studies the internal structure from the external market of the enterprise, and requires internal changes from the perspective of users and standards. However, the first two changes are all functional management methods, with the process focusing on the objectives and effects of the market and the function focusing on means and processes. Process reengineering is caused by the contradiction of personalized demand brought by the Internet. Therefore, from the development history of enterprise management, every enterprise revolution is generated around external demand. Haier started its business in 1985, which is more than 80 years different from Taylor management and 20 years different from Japanese management. This distance allows Haier to concentrate on this management like eating compressed biscuits and make up lessons in the shortest time with the market as the center. Other companies have not paid attention to these. At that time, the enterprise was still in extensive management and did not feel the pressure. As long as we seize the great opportunities brought by reform and opening up, we can survive without paying attention to quality. At that time, Taylor's scientific management thought was best embodied in Haier in the form of point salary, while Japanese management was embodied in Haier's Nissin Law, which emphasized the exertion of people's subjective ability. Now Haier's market chain is to adapt to the third enterprise management revolution-process reengineering. The above three management revolutions are all progressive. Without the previous basic work and transition, there can be no business process reengineering of Haier, and there can be no process reengineering without the previous two management revolutions. Haier has concentrated the history of world management in 20 years, but Haier has reduced the time and not the workload. In fact, enterprise management is an endless and escalating process, and it is meaningless to improve without innovation and behind closed doors. Generally speaking, if an enterprise is poorly managed, it is absolutely impossible to recreate a new self through business processes, which is why many enterprises feel unable to learn after visiting Haier. Bottom line: management can leap, but it can't. The managers of our domestic enterprises just ignore the material quality of their own enterprises and try to arm their own enterprises with ERP. Of course, this physical quality is fulfilled by the sentence "Go to ERP to die". Recommended books: 1 Title: Process Reengineering Press: CITIC Publishing House Publication Date: 2005- 12- 1 Author: ISBNNo, edited by wang pu. : 7-5086-0498-9 Format: 16 Open price: RMB 45.00 Online price: RMB. Did = 750860498 2BPR /softdown/list.asp website? id=746 1 1