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		BPR and Organisational Culture

Appendix 2
Issues Arising

Note: In the original report this was a fold out table. In this web version the table is split after the Hypothesis column. Columns Value of Research and Possible Research Problems are repeated after the first table. Links are provided.

Issue	Description (all Questions relate to BPR implementation or outcome)	Hypothesis
1	Why are employee's views & feelings so unknown and/or under-reported? How to they feel about management's action to change a culture: • do they think cultural change is effective? • do they think it is ethical? • what feelings/emotions do they have?	Employees have little opportunity, desire or 3rd party support to air grievances. Management, driven by tradition, the recessionary pressure to deliver results, and the use of aggressive techniques has suppressed employees views.	>cont.
2	How do in-placement programmes for stayers compare to out-placement programmes for leavers? • what are the programmes aims? • what is provided? • how effective do stayers think it is? If not provided: Why not.	In-placement programmes not provided as stayers stress and needs seen as much less than leavers, and therefore value of such is not recognised. Out-placement is a response to public criticism about reductions in work-force rather than needs.	>cont.
3	What role does management see for organisational culture?: • enabler, resistor, outcome, deterministic, driver, not relevant.	Some roles are more correct. Management's perception is likely to influence approach. If management and employees have a different perception then a clash is likely.	>cont.
4	How important does management see organisational culture? • compare to the other aspects of McKinsey's 7S model.	High failure rate of BPR is due to over-emphasis on systematic approach and techniques. Implementation under estimates importance of human element.	>cont.
5	Does management think organisational culture can be changed? If so: • at what levels do they try to change (e.g. artefacts) and why? • what type of techniques are used (i.e. coercive or passive)? • how effective do they think these techniques are?	Organisations tackle artefacts and behavioural patterns as these are promoted by management consultants, they are more visible, and are believed to produce quicker results. As a result they do not try to change the inner elements of values and beliefs.	>cont.
6	Which BPR attributes influence success (possible units of measure in () ): • scope of BPR (e.g. no. and degree to which 7s that change) • rate of change (no. years) • human impact (no. redundancies, e.g. none, <25%, etc.) • methods and techniques used • skills, knowledge, experience available (no. previous BPR implementations) • type culture (degree change using Harrison's 4 quadrant model) • style culture (Martin's 3 types)	Success is a function of one or more of the attributes.	>cont.

 

Issue	Value of Research	Possible Research Problems
1	If views of employees are negative then management can change their attitudes and approach to ensure a more effective implementation. Otherwise, post recession, employee turn-over is likely to increase. If employees are positive then can eliminate this aspect from research.	Will need access to many companies to survey employees. Data may reflect profile of BPR undertaken - see issue 6. Difficulties in measuring effectiveness. Little research in this dissertation into ethics.	<back
2	If in-placement programmes and effective, or certain aspects of them are, then others can also benefit from this knowledge.	Little evidence that many recognise need and are providing a formal in-placement programme. May be difficulty in finding organisations to study. Difficulties in measuring effectiveness. Little research in this dissertation into such programmes.	<back
3	Understanding the role of culture will lead to better change management.	Difficult to say if management perceptions may be right or wrong. Data may reflect profile of BPR undertaken - see issue 6. Unlikely that such research will resolve debate as to culture's role.	<back
4	Understanding the importance of culture will lead to better change management	Difficult to say if management perceptions may be right or wrong, i.e. does culture determine other 6 S's or do they determine culture? Data may reflect profile of BPR undertaken - see issue 6.	<back
5	Understanding specific management difficulties in changing culture may lead to research and/or help to management so that implementation may be more effective. As a result, employees may have less stress and the turn-over reduced.	Will need access to organisations that have undertaken BPR. Data may reflect profile of BPR undertaken - see issue 6..	<back
6	Knowledge of which factors are significant can help to focus management and academic attention. This should eventually lead to more effective implementation and happier staff.	Identification of correct unit of measure. Measurement of these factors. Identification of sensitive factors. Determination of the functional relationship - can they be reduced to a formula?	<back

To Appendix 3. Preliminary Research Terms of Reference

[Front Page] [Executive Summary] [Abstract] [Content] [1 Introduction] [2 BPR] [3 Culture] [4 BPR & Culture]
[5 Preliminary Research] [6 Findings] [7 Summary] [8 Conclusions] [Appendices] [Bibliography]

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