STEERING BPR SUCCESSFULLYTHE LEADERSHIP IMPERATIVE

Introduction The modern history of business enterprises had witnessed an unprecedented cyc e of business re!o ution in the ast three

centuries" The first was when Adam Smith propounded his bri iant disco!ery# the princip e of di!ision of abour" Since them the

entrepreneurs ha!e humb y transmo$rified this princip e throu$h its !arious facts whi e appertainin$ it to production ine and

mana$ement eche ons" in e!o utionary steps" This was the first mana$eria re!o ution as a conse%uence of the first business

re!o ution" &ut whi e doin$ so a premium was p aced on the process of co ordination these tas's into a sin$ e output" (urther) in this process the * sub+ecti!ity of persona ities* was ost si$ht of In addition specia isation of abour and conse%uent fra$mentation of wor' was achie!ed at the e,pense of inte ectua indi!idua autonomy and freedom " In the chan$ed mi ieu) chan$e has become perpetua competition ha intensified) and customers ru e the roost" The ata!istic princip es and wor'sty es are sad y anachronistic and antedi u!ian" !irtues) and

-onse%uent y) the enteprise aresupine with p ummetin$ fortunes") And the inte$ration trend of the ./01s has cu minated int another business re! oution) which in .//1 has been christened by Michae

Hammer and 2ames -hampy as &usiness Process Re# en$ineerin$ 3&PR4" This is the second business re!o ution" 2ust as &PR had been assurin$ to be the co!eted anodyne and much# awaited e i,ir for a i s of mana$ement ) reports about its fai ures started pourin$ in 3-ooper an Mar'eus) .//54" It hasbeen emphasised that it is not sufficient to re en$ineer +ust the

corporation what is e,i$ent is to reen$ineer the a$ents of the no!e process oif reen$ineerin$ too 3Sabat and 6arunes ) .//74" In this scheme of thin$ the priorities that shou d be de!oured on are the purpose) !ision and mission of the business enterprise the cu ture of the or$anisation) the mana$ement process 3mobi i8in$4 ) definin$) enab in$" measurin$ and communicatin$ and eadership sty es and the nature andcharacter of the peop e wor'in$ in the or$anisation" The pro o$ue9 The Inc ement :eather and The 'erne of theTornado -han$e is the warp and continuity we ft in the many co oured tapestry of history bein$ wo!en before our eyes" :ith out doubt ) todays e!ery# %uic'enin$ cyc e of chan$e is unprecedented" than e!er

-han$e today isfaster) more erratic more e ementa

beore" A co ision of techno o$ica and competiti!e pressures" and dictatorship of customeriat is formin$ the !orte, of what we ha!e be$un toca the *informationa$e"*" The c ouds $atherin$ for some

time in!i$orates thee bu ient $un$#ho discip es of mana$ement to frame edicts thatso ict to wrec' the miasma of $ oom that ho!er o!er the terrain of mana$ement" Mana$ement to frame edicts that

so icit to wrec' the miasma of $ oom that ho!er o!er the terrainof mana$ement" Mana$ement who e sittin$ at the eye ofthis

whir wind) is now ab e to cut throu$h the straws in the wind of the storm# the chan$e #with ori$nis that are stirred by three dri!ers" These forces#$ oba isation techno o$y) and customers separate y and incombination are dri!in$ today;s enterprise unfathomab y deeper int a bai iwic' that most of their procurators find formidab e unfami iar" Therea ity that or$anisations ha!e to confront is that the o d ways of doin$ business simp y do notwor' any more" <n bein$ metamorphosed and twisted into anew shape by fierce $ oba competition) chainin$ mar'ets) and techno o$ica brea'throu$hs) the business or$anisation of the future is emer$in$ with distinct

characteristic" It wi be information based decentra i8ed yet dense y in'ed throu$h techno o$y= repid y adaptab e a$i e) and e,treme y nimb e creati!e andinno!ation co aborati!e 'now ed$e and

competence based= and indi!idua autonomy and freedom oriented" If there is an inescapab e conc usion it is that a or$anisations must now redefine themse !es" It is pertinent to consider the snapshot of the chan$in$ rea ities# $ oba isation) techno o$y) the new wor'p ace ) the needs ofnew wor'er> earner) and new eaders nd new

competencies# on human resource mana$ement practices and or$anisationa processes" If there were a sin$ e dri!er that shou d cause a practitioner topu bac' the ens) it is the emer$ence ofa wired p anet" Metaphorica y standin$ at the he m is the captain of the ship thetru y $ oba

economy=

and

its

ieutenant=

the

$ oba

business

"

Most

conspicuous y $ oba isation of business had $enerated intense corporate rea ities" Enterprises from a competin$ to deri!e parts of the $ obe are

the same product or ser!ice "anytime

anywhere at increasin$ y competiti!e prices" ? oba isation is forcin$ companies to or$anise themse !es in radica y different ways" Mana$eria e,pertise and ta ent are critica cha en$es that are to be addressed today" Mana$ers must be de!e oped to meet the chan$in$" emer$in$ and increasin$ y comp e, conditions of the internationa business community" There is aneed to de!e op

mana$ers) eader s and professiona s who can shift froma narrow and restricti!e *domestic mind set* to a *$ oba mindset* Stephen H Rhinesmith 3.//@4 disp ays such a shift" -omparison of Domestic and ? oba Mindsets Domestic Mindset (unctiona e,pertise Prioritisation Structure Indi!idua responsibi ity Ao surprise Trained a$ainst surprises ? oba Mindset &i$$er broader picture &a ance of -ontraditions Process Team wor' and di!ersity -han$e as opportunisty <penness to surprises

Aew competiti!e standards are radica y chan$in$ India wor'p ace) and conse%uent y) the !a ues and needs of the new wor'er; earner" Successfu $ oba or$anisations can on y $ain a competiti!e ed$e throu$huse of strate$ic wor'force mana$emnt"-ritica to thesuccess fof de!e opin$ a tru y $ oba or$nisation wi be the in'in$ of human resource functions to the internationa $oa s of anor$anisation and thus framin$ a partnership to faci itate thedesi$ of po icies that wi support the internationa $rowth of the firm as we as add !a ue to the de!e opment of the indi!idua emp oyee" Rothwe 3.//B4 identify $o ba isationof business 3m1re and Sredi

internationa

mar'ets" +oint !entures) o!erseas ownership and competition4 as one of the thirteen forces i'e y to afect human resource

de!e opment" There is a need for the human resource professiona who shou d be acti!e y in!o !ed in business process re en$ineerin$ for there en$ineerin$ procees in!o !es the radica desi$n of the business Po icies and practices within an or$anisation in order to stream ine an operation and adapt it to e,istin$ mar'et rea ities" Techno o$y Human bein$ ha!e a on$ standin$ o!e hate re ationship with techno o$y" Techno o$y impro!es and e,tends our i!es but at the same timemana$es to disrupt" Impede and e!en threaten our e,istence" A !in Tiff er has painsta'in$ y brou$ht out the !arious repercussions of techno o$y on the society3Tof er) ./C1)./01).//1 and .//54"

The traditiona corporate perspecti!e operated in a mi ieu where techno o$ies e!o !ed $radua y) with modest stress on peop e and or$anisations) Aow we confront the new confront the new corporate rea ity" new techno o$ies dramatica y impact or$anisations) peop e products and ser!ices and the human resource functions that support them" Techno o$y particu ar y information techno o$y) is not on y chainin$ the definition of the business " -reation of the information superhi$hway has stimu ated many new app ications

of techno o$y" More important y) techno o$y is %uic' y becomin$ a critica resource to dri!e and support human performance" It offers an end ess array of too s and processes to support re en$ineered human resource functions" There fore) techno o$y wi become more inte$rated withwor'" Howe!er) there are impediments to technica pro$ress" <ne is to reco$ni8e that the state of technica technica practice art is a most ahead of ha!e to

and new techno o$ies brin$ conf icts of !ested

interests and no!e fears" Economic and inte ectua in!estment incorrect techno o$ies can impede techno o$ica chan$e" (ai ure of ima$ination and ner!e)a nd of thin'in$ beyond an o!er

unwi in$ness to discern the benefits of new techno o$y" The e,istin$ infrastructure may puta premium onthe compatibi ity of thetwo fami ies of techno o$ies# the new and the o d " In the end technica capabi ity re%uires the syner$y of peop e and techno o$y" If techno o$y is a 'ey dri!er of or$anisation D111 then eaders)

mana$ers and professiona s nee to identify and address specific impediments to technica pro$ress" The Aew :or' p ace Traditiona corporate perspecti!e ho ds that wor' is to be measured interms of %uantity of output and shorterm return on e%uity" Thenew corporate rea ity has a new wor'p ace s'atin$ onits turt" P acin$ increased emphasis on prodoucti!ity) performance and

return onin!estmnt)" Thenew wor'p ace andnew owr'r> earner are c ear y a .01 de$ree turn inanother more responsi!e direction from thetraditiona Theory , throu$h this cu tura wor'p ace Theroy E approaches " <win$ to cha en$es facin$ the new %ua ityin!o !ement)

shift) the most critica are interms of

performance)

earnin$) or$anisatina chan$e andresu ts" Rothwe and Sred 3.//D4 identify three new wor'p ace forces that affect human resource de!e opment 3HRD49 &usiness strate$ies that concentrate more on human resources and re%uire strate$ic HRD practices Increased pressure and capacity tomeasure wor'force

producti!ity performance cost effecti!eness and efficiency" Increased need for commitment meanin$fu and participation on the +ob by a ar$er proportion of the wor'force The ned to bui d hi$h performance in the wor'p ace puts a premium on the competencies of the peop e that are re e!ant to thenew

economy" It re%uires emphasis on earnin$ as the 'ey to future competiti!e success" -arne!a e 3.//.4 competencies Si,teen :or'er S'i s Re e!ant to the Aew Economy Learnin$ to Learn ." (oundation Academic &asics D" Readin$ @" writin$ F" -omputationa -ommunication 5" Spea'in$ 7" Listenin$ Adaptabi ity C" Prob em So !in$ 0" -reati!ity De!e opment /" Se f esteem ists sisteen s'i s) or

.1" .."

Moti!ation and ?oa Settin$ Persona and -areer De!e opment

?roup Effecti!eness .D" .@" .F" Interpersona S'i s Ae$otiation Team :or'

Inf uencin$ S'i s .5" .7" <r$anisation Effecti!eness Leadership

The Aeeds of Aew :or'er >Learner The needs of increased competition and new techno o$ies cha en$e the needs of the new wor'er> earner" In any effort to c ose the $ap between peop e;s e,pectations and wor'force rea ity) there is a need to ta'e a c oser oo' at the demo$raphics and !a ues of thenew wor'er and his>her e,pectations for emp oyment"

<r$ani8ation must mo!e away from often fra$mented trainin$ education and professiona de!e opment e,perience) and endorse

thebroader concept of wor'p ace earnin$" Hi$h performance wor' systems and thero e of earnin$ shou d be thou$ht of as syner$istic parters" It is c ear y emer$in$ that indi!idua s must assume responsibi ity for earnin$ to earn for persona and professiona

$rowth":e need tomo!e beyond the concept of trainin$ emp oyees to that of assistin$ in a continuous earnin$ process" These critica responsibi ities " share by indi!idua and or$anisation are becomin$ the 'ey dri!er of theen$ines in the wired p anet) A fundamenta shift inhuman is resource re%uired" and

or$anisatina de!e opment

strate$ies

-ompetency

mode in$ is re%uired to dri!e or$nisatina perfomance and achie!e competiti!e ad!anta$e" A competency based approach to earnin$ pro!ides opportunities to demonstrate the abi ity to assess what need to be earned se ect appropriate earnin$ techni%ues and app y the new earnin$ to the +ob" Hi$h techno o$y emp oyees new professiona s and 'now ed$e wor'ers are ma'in$ traditiona trainin$ curricu a and methodo o$ies e,tant" Professiona s re%uire earnin$ methods that address their uni%ue !a ues preference and sty es" The earnin$ or$niationand its new competency based earnin$ curricu um need toaddress the

uni%ue characteristics ofthese new professiona s Aew Leaders and new competencies In!enterate -aptains

H2umb ed9 Aew eaders with e,panded competencies are need todri!e chan$e and shape corporate" nationa and $ oba economies" Mana$ement and eadership de!e opment mutbe business dri!en" <r$anisations to need refocus themana$ement de!e opment process on the eadership and mana$ement competencies 'ey to their success"

The fo owin$ !isua

summary of business) techno o$ica ) and

eadership trends ser!e as a reference point9 &usiness Techno o$ica ) and Leadership Trends

&usiness Trends ? oba competition

Techno o$ica Trends creation information of the

Leadership Trends Aew eadership sty es of and

mana$eria process Radica transformatio n of or$anisation Superhi$hway#to stimu ate appe ations techno o$y wor' Aew oya ty commitment standards of Syner$y and amon$ reached Emphasis peop e di!ersity on whi e ) &et on peop e )more new than strate$ies of and

(ocus techno o$y and wor'

mana$in$ teams

on business process Emphasis producti!ity performance and on Mana$e throu$h conceptua isation comp e,ity

return on in!estment Emphasis on a Learnin$ ref ection throu$h and

earnin$ or$nisation

e,perimentation ( e,ibi ity

-hampy of eaders9

3.//54

identifies

the

fo owin$

four

different

types

Se f Mana$ers9 peop e who may not thin' of them se !es as mana$ers because in the the%ua ity of their ast ana ysis) they answer on y for such as customer ser!ice

ownwor')

representati!es) researchers) sa es peop e awyers and accountants" Process and peop e Mana$ers9 Those who answer for the wor' of to others usua y indi!idua s) a team) or a $roup of teams wor'in$ c ose y with customers on a specific process E,pertise Mana$ers9 Such as techno o$y mana$ers and mana$ers of human resource de!e opment pro$ramme" Enterprise Mana$er9 such as -E<s di!ision heads and those with profit and oss responsibi ity" ? oba or$anisations re%uire eaders with $ oba mindsets" eaders"

<r$anisations must shift the focus from mana$ers to

&ennis 3.//14 sets the scene with a differentiation in chec' ist mana$ers !ersus eaders Adair 3.//C4 posits that man a$ementis comp emented and enhanced by eadership " It is c ear y emer$in$ the thenew a$e mana$er has to mana$e competiti!eness throu$h 'now ed$e by dri!in$ for the broader Procter comp e,ity throu$h

conceptua isation

by

acceptin$

the

ba ance

of

contradictions

adaptabi ity throu$ f e,ibi ity by trustin$ process o!er structure teams throu$h sensiti!ity by !a uin$ di!ersity uncertainty throu$h +ud$ment by f owin$ with chan$e= and earnin$ throu$h ref ection by see'in$ to be open The Heart of RE# en$ineerin$ Mana$ement :hat is Re en$ineerin$G If you are the first to see a sna'e 'i it This is the metaphorica

e,pression for re en$ineerin$" Ao the ess" it is theesence of reen$ineerin$" At most mass production corporations if onesees a sna'e) the first thin$ he does is $o and hire a consu tant on sna'es" Then he $ets a committee onsna'es) and the discusses it fora coup e of times" The most i'e y course of action is nothin$" There is a need for a mana$ement system where the first person who en counters a prob em is a so ab e to ta'e care of it" This is the essence of re en$ineerin$ " At the 'erne of the phenomenon reinte$ration" Hammer and -hampy 3.//F4 opffer the fo owin$ definition= *Re en$ineerin$ is the fundamenta rethin'in$ and radica redesi$n of business process to achie!e dramatic impro!ements in critica contemporary measures of performance such as cost %ua ity ser!ice and speed"* is process

Addin$ a few more dimensions to the abo!e definition Ta war !ieiws the rea cha en$e in are en$ineerin$ to be one of" *-hainin$ mind set attitude and beha!ior to a ow the fundamenta rethin'in$ and redesi$n of business acti!ities) structures and wor'in$ re ationships in order to ma,imi8es added !a ue and impro!ements ina aspects of

achie!e radica and sustainab e

business performance * 3-o uson Thomas .//F4" That is the focus of &RP is on core business processes" Ir forces eachcompny to define what processes ma'e up thecore of its acti!ity"Then &PR ma'es the company focus on these core business processes) and to thin' how it can effecti!e y feed resources into these core business processes" Ineffect" &PR so icits to chan$e the !ertica functiona pi ars of traditiona tubes of process oriented or$anisations " He eny 3.//54 documents the three components of re en$ineerin$ as= Reinte$ratin$ the tas'9 -ombine sma er process sub tas' and sub acti!ities into ar$er inte$rated units and pac'a$es" The industries"into hori8onta

mana$ement se$ments

shou d reduce the number of parts) components as

and constants in products and processes as we

reduce the number of parts in products and processes" Reinte$ratin$ the abour 9 A ow the wor'ers to perform and co

ordinate ar$er rather than sma er portions of the process" The

mana$ement shou d encoura$e mu tifuncitona ity" +ob rotation de# specia isation and inte$rated process desin$" Let peop e wor' in autonomous teams and co ordinate and inte$rated process rather than abour indi!idua y on atomised and inear assemb y ines

Reinte$ratin$ the 'now ed$e9 The wor'ers must 'now and be ab e to co ordinate successfu y ar$er and ar$er portions" 'now ed$e is the abi ity ot co ordinate one;s actionpruposefu y" It one

isspecia ised atomised andreduced toa machin appenda$e one cannot co orrdinate action) but on y perforce si$na and simp e commands" There is theneed speci ised education " Power Shift and the -omponents of Re# en$ineerin$ Mana$ement Matchin$ thee,terna power shift form mana$ementout to the free mar'et 3thereby ma'in$ the customers the *o d captains new capatins4) there is a concomitant interna power shi ft the traditiona by 8antine command and contro system is in the throes" The democracy of customers summons a meritocracy of peop e and for an inte$rated rather than

producers" In this conte,t) whi e we reco$nised that is it is a tactica necessity to embar' on the no!e process of re en$ineerin$" It is pertinent churn out the issues that are re e!ant ot re en$ineerin$ mana$ement"

Dwe in$ onthe priorities that our mind shou d de!our on the issues in re en$ineerin$ the mana$ement churn out to be 3(i$ .4 Purpose Vision and Mission of the :hat is this business for &usiness <r$anisation -u ture of the &usiness :hat 'ind of cu ture do we wantG

<r$anisation Mana$eria Processes and :hat 'ind ofpeop e sho d wor' in the or$anisationG

Leadership Sty es

:ith the he p of Aeed #E,pectancy# Achie!ement Reinforcement (ramewor' of moti!ation 3(i$"D4 the issues re atin$ tore en$ineerin$ mana$ement has been e,tracted 3Tab e.4" Purpose Vision and Mission of the &usiness <r$ansiation The first %uery is de!oted tot he $reatest mana$ement too of a 9 eadership and to the newest responsibi ity of eadership9 to e,p ain what is $oin$ on) to e!eryone" This $ift has been do ed out by the chan$ed mi ieu in which a modern business or$ansiation is e,pected to operate ":hat the mana$er aims at doin$ with this or her e,pression of the purpose of the company and then e,tendin$ outward to supp iers and !endors" :ithout first estab ishin$ what the business is for) where it fits ina commercia and where is mana$ers hope it wi scheme of thin$s"

fit" this $ets stiffed at birth"

-oncomitant with this is the man$er;s !ision to in!i$orate and impe

each and e!ery emp oyee to the tas'" (or this it is %uintessentia to estab ish sense of persona si$nificance#si$nificance inand to the corporation in the hearts and minds of e!ery emp oyee" This !ision wi

si$nificance ies part y in how the new purpose and affect the wor'

and part y in chan$in$ thecu ture of a re

en$ineered company" -u ture of the &usiness <r$anisation S'immin$ reen$ineerin$ premise dri!es us toward on so id

conc usion the ru es of $o!ernance 3 and se f $o!ernance4 for effecti!e business enterprises today are bein$ determined to by their or$anisationa structure" but by their cu ture" :hich comprises the deep y shared !a ues and be iefs of its peop e which show up in how thecompany and its peop e beha!e " Specifica y these !a ues inc ude huan !irtues openness truest and truest worthiness) se f

respect sand mutua respect cooperati!es accountabi ity as we as the wi in$ness to +ude and be +ud$ed and reward and be rewarded and wor' ! ues 3Icompetency adaptabi ity to chan$e decisi!eness bo dness and !a iance inter a ia4" As a ways with re# en$ineerin$ mana$ers cannot force this set of princip es of desired beha!ior on peop e= at best they can ead the way by mode in$ enab in$ and educatin$ the peop e" Then) communication is the critica acti!ationin cu ti!atin$ desirab e

!a ues and words must be fo owed by deeds" (urther identifyin$ the !a es that define a cu ture of re en$ineerin$ that is a cu ture

that wi in$ y embraces the need for constant chan$e is on y a necessary first step" To ma'e those !a ues and that cu ture thri!e within thecorporate community re%uires teachin$ doin$ and i!in$ at a e!e s of the or$nisation at a times"

Re# en$ineerin$ - imate <r$anisationa c imate) usua y measured by a sur!ey is emp oyees perception of or$ansiationa Successfu factors that predict performance"

re en$ineerin$ efforts are to be predicated on the

fo owin$ c imate dimensions9 Standard9 It is the e,tend to which peop e percei!e the way mana$ement sets hi$h standards and ch en$in$ $oa s) thee,tend to which peop e percei!e ob+ecti!es for there en$inerin$eforts are c ear and cha en$in$ and the e,tent towhich peop e percei!e

impro!ement a$ainst standards is continua y encoura$ed" -orporate performance -orporate Ima$e &usiness Success <perationa Variab es Effecti!eness of &PR Re en$ineerin$ Mana$ement Purpose" Vision and Mission of the &usiness <r$anisation -u ture of the &usiness <r$ansation

Leadership Mana$ement Processes and Leadership Sty es -ompetencies9 Aature <r$anisation (i$ .) Re ationship between re en$ineerin$ Mana$ement and Effecti!eness of &PR - arity9 - arity is the e,tend to which peop e are c ear about procedures and e,pectations about the !ision importance specific ob+ecti!es) methods of the ro es and responsibi ities" Rewards 9 It is the e,tend to which a ocation of rewards is percei!ied to be based upon superio performance i"e whether the team mambers who contributed themost to the team;s success 3by oferin$ new ideas wor'in$ on$ hours championin$ chan$es 4 re#en$ineerin$ effort and about their and -haracter of the Peop e in the &usiness

recei!e themost re%rds by way of trainin$ opportunities additiona responsibi ity ce ebration parties and so forth " Team -ommitment9 It is the fee in$ that mana$ement the fe ow emp oyees co operate to$et wor' done" E,pression of considerab y hi$her ea!es of pride oya ty commitment) and discretionary efort e,hibited by their wi in$ness o!er and abo!e what was necessary to 'eep their +obs and co ect their pay che%ues to he p re$ineerin$ effort succeed is to be measured " the

-o aborati!eness9 It is the abi ity to wor' co operati!e y withdi!erse co wor'ers in mu ti discip inary teams whi e e,hibitin$ positi!e

e,pectations of others and interpersona understandin$ " Information See'in$ >Abi ity and moti!ation to Learn9 An ob!isou predictor off e,ibi it is $enuine enthusiasm for earn new technica and intepersona opportunities to

s'i s" An e,amp e is the

secretary whowhen as'ed to earn a spreadsheet pro$ramme and ta'e on bud$et data ana ysis we comes this re%uest as +ob

enrichment rather than seein$ it as an additiona burden " This competency transcends computer iteracy and other specific

technica s'i s future wor'ers are i'e y to ne it is the pietas for ife on$ earnin$ of any new 'now ed$e or s'i chan$in$ re%uirements of future +obs :or' Moti!ation9 Jnder time pressure wor' moti!ation re%uires some combination of achie!ement moti!ation) need e,pectancy moti!ation reinforcement moti!ation f e,ibi ity stress resistance commitment thtenab es indi!idua s to wor' demanded by the

and or$anisationa

under increasin$ demands for 3new4 products and ser!ices ine!er shorter periods of time " Mana$ement Processes and Leadership Sty es E!ery business has core mana$ement processes" -hampy 3.//54 en ists them9 mobbin$) "The enab in$) definin$ is measurin$ to emphasis and on

communicatin$

under yin$

precept

association co aboration and co operation to be$et inspiration and

support as we

as raise mora e) the u timate mora conditions of

success " Enab in$ or more fashionab y ca ed empowerin$ pro!idin$ the wherewitha re%uires redesi$nin$ the wor' so that peop e can

e,ercise their s'i s and capabi ities to e,tent possib e" Radica chan$e insists on radica $oa definition that is sub+ectin$ decision ma'in$ to a ruth ess and continuous +ud$ment by resu ts whi e e,aminin$ then $ritty of the process" A company;s performance is to be measured not by the try any of the numerica accountancy but by the +ud$ment by the customer" To day an attempt is made to measure eadership ) cooperation decisi!eness and the i'e that are hard to %uantity # this is certain y a stupendous cha ena$e" (ina y" It is authentic communication that brin$s peop e to$ether into a commmunity# istenin$) respondin$ confrontin$ assertin$ puttin$#en$a$ed in the perpetua process of chan$e" Leadership Sty es Statistica y) four eadership sty es distin$uish successfu from and dis

unsuccessfu re#en$ineerin$ eaders" Authoritati!e 9 An authoritati!e eader is one who pro!ides a on$ term !ision9 $i!es emp oyees c ear direction" The authoritati!e eader continua y communicates a !ision of what the re en$ineerin$ effort is tryin$ a to achie!ed and why it is critica y important to thefirm that it succeed why stand to be either a $reat opportunist3 if we pu this of) we; be number one in the wor d;4 or a $reat threat 3*If we don;t ma'e this wor' in si, months we wi be out business*4

&y contrast unsuccessfu re en$ineerin$ eaders ne!er ma'e their !ision c ear as measured by the c arity dimension of or$anisationa c imate" Affi iation9 An affi iation # eader maintain $oods persona

re ationships amon$ emp oyees by istenin$ to their concerns and e,pressin$ sympathy durin$ times of stress) cares about their peop e supports them and e,presses persona concern and

sympathy with the chan$es they are $oin$ throu$h" Democratic Participate9 Such a eader bui ds commitment and $enerates new ideasby encoura$in$ emp oyees; participation

we come input from a in the or$anisation

team members re$ard ess of their position as from top e,ecuti!es and end user

as we

customers" Ao $ood idea is i$nored" -oachin$9 A coach =ead de!e ops others he ps emp oyees identify their uni%ue stren$ths and wea'nesses ma'es many de!e opment opportunities a!ai ab e to their co ea$ues) inc udin$ forma trainin$ inboth hard and soft re en$ineerin$ techni%ues and techno o$ies 3e"$" team bui din$ and LAA administration49 they a so pro!ide

ad!ice and feed bac' to indi!idua memebers to he p them imrpo!e their performance" -ompetencies9 Personne in&usiness <r$nisation It seemed so much simp er in the days of the o d

Tab e 3.4 The issues in Re en$ineerin$ Mana$ement

Purpose9 Vision -u ture of the Leadership# and Mission of &usiness the &usiness <r$anisation Mana$ement proceses Leadership Sty es

-ompetencies# Aature and of of

and -haracter the the Peop e

<r$anisation

&usiness

<r$anisation Standards e,ce ence Mana$ement credo stri!in$ re ent ess betterment !ision oof Directness and Mobi i8in$ openness Learnin$ for cu ture 3 Directness and of

inf uence) openness peop e Interpersona sa!!y Leadership %ua ities Mana$eria

moti!ation) persuasion4

for -orporate spirit Definin$ of earned Enab in$>empo

wi in$ness and werin$# and indi!idua dissemination of contro

purpose c arity acceptabi ity of $oa s and Emp oyee participation Team

authority potentia Team and wor' %ua ities of

specific ob+ecti!es-om mitment peop e or$anisationa and societa

accountabi ity c-ommunicatin $c ear authentic

-appacity independent

of commitment to Ris'and

and thou$ht

Team

commitment 3team orientation and team co

initiati!e ta'in$ Measurin$# cu ture Strate$ic G customer ser!ice

ob+ecti!es

Definin$ operationa processes De!otion3 $rowth ser!iceG

the mindset mana$eria betterment

of orientation eadership Re ationship mana$ement Interpersona understandin$ increased and ta'in$

operation4 Thin'in$ 3discontinuous radica ana ytica4 Resourcefu nes and and

to 3ad!ersaria >co or meptiti!e and>or supporti!e4 <r$anisationa thin'in$ 3radica y e,perimenta and discontinuous or perfectionsist Ethics 3ad!ersaria !ersus supporti!e4 -apabi ity adopt)

ris' s

initiati!e adaptabi ity Sense of

-ompensation- responosibi ity ommitment of 2ud$ement

the peop e to Decision the or$ansiationa ma'in$ abi ityof he

$oa s -ustomer peop e ser!ice orientation-rea ti!e ( e,ibi ity wi in$ness and to

conf ict chan$ Ris' and initiati!e #ta'in$ confidence Se f#

reso ution to Interpersona

adapt understandin$

and imp ement Rewards chan$es -haos reco$nition hand in$ capabi ity the

and Trchano o$ica 'now#how Achie!ementati orientation

toindi!idua s of adnd firm -han$e teams and

-u tura di!ersity of

imp ementation -ommunication eadership abi ity Rewards and and reco$nition to and De$ree inno!ation portabi ity indi!idua s teams of

wor'force (aith - arity in human bein$ authentic To +ud$e

and communication to

wi in$ness be

+ud$ed

performance unot hi$hest competence -orporate discip ine 3 orref e,i!e the

obedience4E,te nt of enab in$ the peop e

Truest and be truest worthy

<r$anisationa f e,ibi ity (i$ (i$ D Aeed E,pectancy Achie!emenReinforcement (ramewor' for Re en$ineerin$ Mana$ement

-orporate ;machine; since mana$ers hired peop e to wor' for the companyu" they chose +ud$ed and rewarded them for their abi ity ot perform a specific tas'" Re# en$ineerin$ demands that peop e are hired to wor' under the rubric of association) co aboration and co operation withthe mana$ers) as part of a community of shared aspirations idea s and true s" (urther ) today businessconcern need peop e who add !a ue toe!ery process they touch ) and who brin$ !a ues to the company" Inthis chan$ed scenario) se ection recruitment ) trainin$)

de!e opment and dep oyment the a$e o d mana$eria prero$ati!es are bein$ termed now by a new too 'it of processes re en$ineered to reco$nies the chan$ed and by a new co!ariant between a company and its emp oyees " In this memorandum of understandin$ competencies are the currency e,chan$ed between emp oyees and the or$anisation " The competencies that the mana$er must possess are as fo ows" Se f #Mana$ers Achie!ement <rientation9 it is thin'in$ about doin$ better a$ainst a measurab e standard of e,ce ence"" Ana ytica Thin'in$ 9 It is the abi ity to brea' comp e, prob ems 3 e"$" wor' f ows4 into their constituent part and arran$e inhierarchia hierarchica times se%uentia and causa order" them of

Ana ysis

order re%uires he abi ity to priorities 3A is more

important than & more important than -4" Ana ysis of time

se%uentia order re%uires

the abi ity top ay out wor'f ow process

steps in se%uence 3Do step A before doin$ step & before doin$ step -4" Ana ysis of causa order re%uires the abi ity toreco$nsie IfK Then re ationships 3If A happens) then & is i'e y to happen or if ,

happened ) it probab y was caused by JandV4" -ustomers Ser!ice <rientation9 It in!o !es proacti!e y$oin$ out and as'in$ down steam customers how you can se!e them better 3e"$" chan$e your process or putputs) $et customers better inputs +ustin time4" Less successfu re#en$ineerin$ eaders react todown stream customers re%uest for better ser!ice or inputs initiated customer contact to find out how they cou d he p" Inf uence and Persuasion9 They shou d persuade peop e 3o!e whom they do not ha!e direct authority4 to co# operate with the re# en$ineerin$ effort by emphasi8in$ the benefits) create compe in$ !isions that moti!ate mu tidiscip inary team members toa i$n their interest and wor' for shared pro+ect $oa s" A so bui d po itica coa itions of process wor'ers and customers to obby for the funds) computer e%uipment) and other resources necessary for success" Initiati!e9 They shou d ta'e action )Push) wheed e and ca+o e to $et co ea$ues) emp oyees supp iers and customers to adopt new methods" Team <rientation9 Thbey shou d e,hibit much team bui din$ beha!ior"

Discontinuous Thin'in$9 They shou d continua y act as de!ei ;s ad!ocate proposin$ radica a ternati!es tothe way wor' is done and cha en$in$ co ea$ues toe iminate wor' that donesn;t need to be done" Techno o$y 'now#How 9 They shou d ha!e the 'now ed$e of

cuttin$ ed$e mana$ement techni%ues and techno o$ies read mana$ement and compute +ourna s and enthusiastica y promotes the benefits that the atest techni%ues and $ad$ets offer" Process and peop e Mana$ers# Super!isor and Midd e Mana$ers Super!isors and midd e mana$es traditiona y p an or$anise)

moti!ate contro 3chec' up onand reward or punish4 and co ordinate "In re en$ineerin$ +obs and process teams" empowered wor'ers wi perform a these functions for themse !es" -ompetencies needed by super!isors and man$ers in re en$ineered or$anisations inc ude" Empowerin$9 It in!o !es sharin$ information so icitin$ co wor'ers idea fosterin$ emp oyee de!e opment ) de e$atin$ meanin$fu

responsibi ity pro!idin$ coachin$ feedbac' e,pressin$ positi!e e,pectations of subordinates irrespecti!e of di!ersity differences)) and rewardin$ performance impro!ement Such mana$eria

beha!iors ma'e emp oyees fee more capab e and moti!ate them toasume $reater responsibi ity" Team"" (aci itation= Leaders need $roup process s'i s to $et di!ers $roups of peop e to wor' to$ether effecti!e y to achie!e a common

$oa 9 estab ishin$ $oa and ro e c arity desi$nin$ effecti!e wor' f ow processes) contro in$ e,cessi!e ta 'er in!itin$ si ent participate reso !in$ conf icts" ( e,ibi ity9 As a ways )t he wi in$ness and abi ity mana$eria structures and process to imp ement to chan$e or$anisation members to

chan$e strate$ies is of paramount importance" -han$e Imp ementation9 :hat assumes si$nificance is the abi ity to communicate to co #wor'ers the need for chan$e in the or$ansiation and faci itate trainin$ process to imp ement chan$e in "wor' $roups Entrepreneuria Inno!ation 9 Success cu ture stresses on champion

new products ser!ices and wor' f ow processes" Interpersona Jnderstandin$9 it is c ear y emer$in$ that the abi ity to understand and syner$istic !a ue" Portabi ity9 <ne of the 'ey dri!er to competiti!e success is the abi ity to adapt rapid y and function effecti!e y in forei$n countries" This competency is corre ated with a i'in$ for tra!e and no!e ty) !a ue inputs of di!erse wor'ers has a

resistance toasters) and cross cu tura interpersona understandin$ " E,pertise Mana$ers (rom indi!idua -ontributors to Team P ayers and Leaders Re en$ineered wor' in process teams re%uires a much hi$her de$ree of team wor' and co operation"

(rom Indi!idua -ontributors to -onsu tants Human resource e$a ) corpora p annin$ and mar'etin$ research contributors) wi increasin$ y

staff who now wor' as indi!idua

become consu tants to ine mana$er and emp oyees -ompetencies re%uired to ma'e this transition inc ude consu tin$ he p des' s'i and teachin$ and trainin$ competencies" 6now ed$e En$ineers

Technica professiona practitioners a =so wi *'now ed$e en$ineers* who bui d

increasin$ y become

e,pert systems or consu t to

those who do" -ompetencies to become e,pert system de!e opers# for e,amp e" de!e opers of interacti!e mu timedia trainin$

pro$rammes on-D#R<M to support distance earnin$# inc ude a much $reater de$reeof information conceptua techno o$y thin'in$) 'now#Khow )

information

see'in$)

and

computer#

pro$rammin$ s'i s" Enterprise Mana$er# E,ecuti!es Top mana$ement wi chan$e from contro ers to eaders" The three most important competencies identified for e,ecuti!es of the future are9 Anticipatory Strate$ic Thin'in$9 They shou d ha!e the abi ity to understand rapid y chan$in$ en!ironment trends) mar'et

opportunities competiti!e threats) techno o$ica ad!ances )and the

stren$ths and wea'ness of their own firms in order to identify the optimum strate$ic response" " The best e,ecuti!es ha!e on$# time hori8ons they see farther into the future and are capab e of hand in$ $reater co$niti!e comp e,ity" -han$e Leadership9 To mana$ement shou d ha!e the abi ity to communicate compe in$ !ision of the firm;s strate$y) )which arouses themoti!ation and commitment of it many and ma'es adapti!e responses both feasib e sta'eho ders desirab e" and

and

E,ecuti!es must sponsor inno!ation and entrepreneurship a ocate chan$es" Re ationship Mana$ement9 company resource optima y i to imp ement

fre%uent

They shou d ha!e that abi ity to estab ish re ationship with) and inf uence comp e, networ's of others whose cooperation isneeded for the or$anisation to succeed and o!er whom the e,ecuti!e has no forma authority" These inc ude product champions customers stoc'ho ders abour representati!es $o!ernment re$u ators at a e!e s e$is ator andinterest $roups ina countries around the wro d" 6optter has ca ed this abi ity *spider web* mana$ement of a *dependency matri,* meanin$ a the competin$ indi!idua s

and$roups the e,ecuti!e is dependent on to achie!e his or her ob+ecti!es" Dimensions of Re# en$ineerin$ Readiness

(our dimensions determine the success of re en$ineerin$ initiati!es 3(i$ F4 Purpose) !ision and mission of the business or$ansiation -ompetencies nature and character of the peop e of the business or$anisation persona characteristics that ha!e been pro!en

topredict outstandin$ performance" Leadership# mana$ement processes and eadershi sty es -u ture of the business or$anisation the atmosphere of the

wor'p ace or how peop e fee about the wor'p ace " The re en$ineerin$ readiness pro!ides both detai ed and o!era measurements of re en$ineerin$ readiness at three e!e s " The

first e!e assesses mana$er;s use of competencies of peop e in the or$anisations a on$ with the eadership factors and is desi$nated as re en$ineerin$ mana$ement inde,*" The second e!e measures the dimension of the * <r$anisationa c imate inde,*" The third

e!e # re# rei$nin$ readiness inde,* The represents the inter section between the two indices) which in effect is an intersection of mana$er;s use of competencies and eadership) and the c imate he has Ratin$ Sca e

1. A<T ELISTIA?

2. RARELE 3. S<METIMES 4. <(TEA

-LIMATEME?AVARIA&LES RE EA?IAEERIA? READIAESSIADEL MAAA?MEAT READIAESS IADEL -reated " It predicts to $o in for &PR when a are at an optimum and e!e for the four dimensions It su$$ests that a

reen$ineerin$" of

ree,amination

identification

e ements

need

de!e opment if the indices assume intermediate !a ues "If the indices are poor) the measure su$$ests9 stren$then the app icab e s'i s of mana$ement and re!iew a the other dimensions too" -onc usions Twice in the history of modern enterprises) the firms of the wor d ha!e been in the throes of business re!o ution" The first was when Adam Smith propounded the princip e of di!ision of abour"

Howe!er) owin$ to the fai ure of this paradi$m to de i!er the $oods in the chan$ed mi ieu in which the business or$anisations now operate) the ata!istic princip es and wor' sty es" which are

anachronistic and antedi u!ian with 8eit$eist) ha!e ben ri$t y rep aced by thesecond by the second business re!o ution #&usiness process Re en$ineerin$ 3&PR4 Sad y) umpteen re# en$ineerin$ efforts ha!e come toa nau$ht" Therefore the strate$ic imperati!e of the business or$anisations is to don the c oa' of mana$eria re!o ution re en$ineerin$ mana$ement with the second business re!o ution" the second

concomitant

Inthis

conte, the incumbent contin$encies to aid the modern throu$h the bur$eonin$ aeon of

business or$aniations tosai

inte$rationare to be seen in the i$ht of the new corporate rea isties i!is a !is the tradition a corporate perspecti!e" Theses are

techno o$y that is chan$in$ with bewi derin$rapidity) and its impact on theor$aisations internationa competition) dynamism in the

wor'p ace) and ew competencies of eadership " (urther thewor'er s'i s re e!ant to thenew $ oba economy are earnin$ earn

academic basics de!e opmenta issues team s'i s and inf uencin$ s'i s " It a so emphasis;s the need for $ oba mind sets as opposed to domestic mindset a mindset at the 'erne domestic bai iwic' of which is the

that are imperati!e to resuscitate thesupine

firms with p antin$ fortunes " To tac' e the new e,i$encies a ne!e mindset withrespect to the thin'in$ of the corporacies interms of decision ma'in$ inter functiona interaction co aborati!e !ersus

ad!ersaria strate$y customer oriented performance e!a uation and system monitorin$ is a tactica necessity" Jsin$ the Aeed E,pectancy Achie!ement Reinforcement (ramewor' of moti!ation the issues re atin$ reen$ineerin$ mana$ement ha!e been e,tracted from the aforesaid perspecti!e " They ha!e een cate$orised under themacro !ariab es purpose !ision and mission of the business or$anisation cu ture of the business or$anisation

nature and character of the peop e mannin$ the or$naisation and eadership mana$eria processe 3insprin$ definin$ empowerin$ eadership sty es that are

communicatin$ and measurin$4 and

inherent

to the

effecti!e functionin$ of any or$naisation" A

su$$esti!e measure of re en$ineerin$ readiness the direction in which the effort at re en$ineerin$ the corporation wi be successfu of a firm has been proposed in proposed in conc usion Re en$inerri$ readiness is measured in terms of the macro !ariab es which in turn are measured in terms of a number of !ariab es

Business

Process

Re-engineering

and

supply

Chin

Management Systems Introduction Practica y e!ery or$anisation ta'in$ cue from the concept if open economy is frantica y shiftin$ focus from re$iona and oca

mar'ets to $ oba mar'ets" :hi e $ oba i8ation does open the doors to massi!e wor d wide mar'ets) it a so creates an en!ironment of unprecedented competition forma corners of the p anet" A on$ with sophisticated or$nisations customers indeed) too are becomin$ increasin$ y sophisticated" They demand hi$h %ua ity products and ser!ices at roc' bottom prices" The widespred use of communication techno o$y) such as the internet" :or dcab e :ide :eb and te e!ision) a on$ with sophisticated mar'etin$ techni%ues) has made consumers e,treme y aware of their choices" -onsumers ha!e abundant choices) and do not to erate poor %ua ity products order ays in shippin$" To sur!i!e and thri!e under hi$h y mar'et conditions" <r$anisations must stri!e to

competiti!e

enhance their mar'et responsi!eness) an their producti!e" <utdated and uneconomica business processes must be re en$ineered " A ma+or prob em that p a$ues many or$anisations especia y in the manufacturin$ secor is the process of mana$in$ supp y chains " In a $ oba economy) the mana$ement of supp y chains not on y

in!o !es crossin$ channe 3manufacturers retai ers distributors and third parties4 boundaries) but a so