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		BPR and Organisational Culture

Appendix 5
Expected type of findings to be reported

This appendix numerically lists the expected findings to be reported, together with commentary as to the conclusions expected to be proven or disproven.

1. Issue under investigation
   Does management think organisational culture can be changed?
   • The answer to this issue will be addressed in chapter 6 Findings after considering the following data analysis.
2. Hypothesis
   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.
   • The answer to this Hypothesis will be addressed in chapter 6 Findings after considering the following data analysis.
3. Numbers and Profile of Organisations Responding and Used
   • This data analysis will identify the scope of the BPR changes in organisational terms by reference to the degree to which the McKinsey 7S elements were changed (see chapter 2). Specifically, the data will be analysed by those organisations that have restructured by processes and who use multi-functional teams as these are attributes which are at the heart of BPR. One assumes that the more elements that have been changed then the more radical has been the change. Given sufficient responses it will be possible to correlate degrees of radicalness to effectiveness and the levels of cultural change addressed.
4. % Organisations that attempted to change their culture.
   • This data analysis is a simply an early confirmation of the extent to which the responding organisations have attempted to change a cultural element. It is expected that nearly all organisations who have undertaken BPR will have made some attempt to change their culture.
5. Culture Levels Changed
   • This data analysis should indicate whether or not organisations do have a greater propensity to try to change the visible outer cultural layers of artefacts and behavioural patterns. This is part of the hypothesis.
6. Reasons Why Culture was Changed
   • This data analysis should indicate whether or not organisations do have a greater propensity to be influenced by management consultants, visibility, speed of response. This is also part of the hypothesis.
7. Techniques Used
   • This data analysis should indicate whether or not organisations do have a greater propensity to use coercive or passive techniques. By categorising in this way the survey can identify the overall organisational thrust. One would expect a higher use of coercive techniques given that this reflects management consultants and general western management thinking and behaviour (Alvesson, 1993, p46).
8. Effectiveness
   • This data analysis should indicate whether or not the cultural changes initiated by organisations have been effective. Changes in behaviour has been chosen to indicate effectiveness as this appears to be the common goal of commentators on cultural change. Organisational effectiveness or productivity has not been used as these could be as a result of the other BPR changes or other organisational changes.
   • By correlating effectiveness to the number of layers addressed, the actual layers addressed and the number of elements addressed, then one is able to compare Andrews & Stalick (1994) suggestion that cultural elements from all levels need to be addressed to the suggestion of others that action at specific levels is more effective.

To Appendix 6. Tabular and graphical results to be produced

[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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