	Why ads?

		BPR and Organisational Culture

Appendix 8 BPR Questionnaire

Business Process Reengineering & Organisational Change

This questionnaire is confidential and should take about 10 minutes to complete.

To be completed by the BPR Sponsor or other senior manager with a broad view of the organisational and HR changes in the areas impacted by the BPR project. Please relate the answers to your most recently completed BPR project. If you have no completed project then to your current one. The areas in the questions are the departments / units / divisions changed by the new BPR processes.

The percentage of staff means percent of staff in those areas.

1. Please tell me about your BPR project: Project Name:

Start Date: .... / .... Completion Date: .... / .... Business process name:
How many previous BPR projects has the company implemented in the UK:

2. Please indicate the extent to which the BPR project required the following organisational changes within the areas impacted by the BPR project (tick the appropriate column and ignore any item that doesn't apply):

Type of Change Extent of change > Extensively c 75% area c 50% area c 25% area Very little

The number of people employed.

The competences of new people employed.

Reengineered processes into single or few steps.

New roles necessitating the acquisition of multiple skills or competences by employees.

New type of management style (see attached list).

New customer focused processes.

New organisational shared values and beliefs.

New type of organisation structure (see attached list).

Other (please state):. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Please indicate the extent to which: Extensively c 75% scope c 50% scope c 25% scope Very little

The business strategy drove the BPR project.

Please state the change in the: From (or current if unchanged) To (if changed)

type of organisational structure (see attached list):

type of management style (see attached list):

number of staff in areas impacted by BPR:

3. Please indicate the extent to which the BPR project involved the following organisational change techniques within the areas impacted by the BPR project (tick appropriate column and ignore any item that doesn't apply):

Type of Technique Extent of use > Extensively c 75% staff c 50% staff c 25% staff Very little

Use of multi-functional teams.

Use of new procedures, rules and regulations.

Use of new IT systems to support the new processes.

Support scheme to staff speaking out when ethics, standards, or codes of practice are violated.

Performance related pay scheme

Old rituals and routines were ended and new ones established (e.g. status symbols, privilege clubs, success parties).

Line staff actively involved in redesign of processes.

Employees given lapel badges, uniforms or similar, or extensive use of BPR Logo, or new distinct office/branch/factory decor/furnishings.

Appraisal scheme assesses new behaviour.

Type of Technique Extent of use by management > Extensively c 75% mgt. c 50% mgt. c 25% mgt. Very little

Management themselves consistently exhibited the new behaviour required of employees.

Type of Technique Frequency of use > 4/Month 2/Month 1/Month 1/Quarter Infrequently

Regular communications (written, verbal or video) to employees about the organisation's ethics, codes of practice, standards, etc..

Regular communications to employees about what was now considered important, for example superior service.

Regular communications to employees about the underlying corporate mission and how BPR related to it.

Therapy to help individual employees discuss their emotional responses and explore the root causes.

Group therapy or Organisational Development.

Employee Q&A sessions or schemes or surveys.

Success stories about teams and employees working to the new order which staff were then heard to repeat and exchange. How often did you hear such stories?

Other (please state):. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

4. For what reasons did the BPR project include the most used techniques stated above in Q3:

Suggested by (please tick): staff / other companies / myself / management / consultants / competitors / . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Actions that staff could easily see

Previously used to good effect Speed of implementation & results Gain staff commitment Other (please_state)
. . . . . . . . . . . . . . . . . .

Were any consultants used (please tick): Sociologist / Psychologist / O&M / IT / HR / Change Mgt. / BPR.

5. Please indicate the extent to which the BPR project resulted in the following employee improvements within the areas impacted by the BPR project (ignore any item that doesn't apply):

Results oriented Customer focus (internal or external) Creation of innovative ideas Commitment to the organisation Co-operative team working Acceptance and use of responsibility Acquisition and use of new know- ledge & skills Acceptance and use of decision making powers

Lots Some Lots Some Lots Some Lots Some Lots Some Lots Some Lots Some Lots Some

6. Employees have feelings about how to value and treat people and their relationships, goods and resources, the environment, etc. as well as ideas about the meaning and purpose of life, work, society and business.

Strongly Disagree Disagree Uncertain Agree Strongly Agree

Do you think it is possible to change these more deeply held values and beliefs so as to align them to the business?

Would you like to qualify the above statement or make any other comment about your answer to Q6?

7. Finally, please tell me about yourself:

Name: Position:
Role in BPR Project: Sponsor / Project Manager / . . . . . . . . . . . . . . . . . .
Name of Company: Total UK employees:
Would you be available for a follow-up telephone interview? Yes / No Tel. No.:

Thank you for your contribution

--------------------------------------------------------- Attached page --------------------------------------------

Types of Organisational Structures - choose one for 'From' and one for 'To'

Hierarchical
The organisation has many layers in a pyramid form split vertically by functional and product areas staffed by experts in a particular discipline. Commands travel top to bottom, information the reverse direction. Work passing across the organisation first goes up, then across and then down, except perhaps for very routine activities.

Decentralised
Semi-independent units responsible for their own customers, markets, development and production. Staffed with their own functional specialists. Responsible to the parent to achieve performance targets perhaps within an overall strategy.

Matrix
Whilst the organisation may have another formal structure, work is largely organised by project teams consisting of different specialist. They are often seconded from their functional areas for a specific task over a fixed duration with some specialists being assigned to multiple teams at the same time.

Network
Little formal structure. Individuals work on their own initiative, perhaps with their own customer base, forming alliances or sub-contracting with other workers according to the task in hand.

Process
Work is organised by customer focused teams wholly or largely responsible for a complete process in order to meet their customer needs. Team members have multiple skills so they are able to undertake most activities. Rewards are linked to team performance and teams have joint responsibility, accountability and authority.

Types of Management Styles - choose one for 'From' and one for 'To'

Role
Management set objectives to the line and functional specialists and provides clear procedures and rules for decision making. Job descriptions are important and people are expected to keep within them. Position power is the major power source. Rewards are for specialist skills and obeying the rules.

Directive
Management is the central power source that makes the decisions. This may be individuals or managers working in concert. There are few rules and procedures and little bureaucracy. Control is exercised through the selection of key personnel and allocation of resources. People are judged by results and there is tolerance of means.

Task
The organisation is role or project oriented. Management diffuses power to teams or project managers but retain control through clear mandates and allocation of projects and resources. Experts are the major power base. Rewards are based on achieving project or role deliverables on time and within budget.

Self-management
There is little overall management, rather individuals are expected to be self managing. Control is typically exercised through individuals conforming to professional standards. Influence is usually shared and the power base, if needed, is usually expert. Rewards are in the form of status based on individual achievements.

To Appendix 9. Accompanying questionnaire letter

[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]

Original report: January 1995 This page created: March 2000 © Managing Change 1995,96,97,98,99,2000 www.managingchange.com

[Contact] [Company] [Disclaimer] [Privacy] [Legal] [Copyright Fair Use] [Feedback] [Publications]
[Publicity] [Why Ads?] [What's New] [What's Coming] [Technical Info]

[Home] [SiteSearch Form]

[For a Full list of Contents see the Site Map]

To Follow: VCR controls

Type of Change Extent of change >	Extensively	c 75% area	c 50% area	c 25% area	Very little
The number of people employed.
The competences of new people employed.
Reengineered processes into single or few steps.
New roles necessitating the acquisition of multiple skills or competences by employees.
New type of management style (see attached list).
New customer focused processes.
New organisational shared values and beliefs.
New type of organisation structure (see attached list).
Other (please state):. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Please indicate the extent to which:	Extensively	c 75% scope	c 50% scope	c 25% scope	Very little
The business strategy drove the BPR project.

Please state the change in the:	From (or current if unchanged)	To (if changed)
type of organisational structure (see attached list):
type of management style (see attached list):
number of staff in areas impacted by BPR:

Type of Technique Extent of use >	Extensively	c 75% staff	c 50% staff	c 25% staff	Very little
Use of multi-functional teams.
Use of new procedures, rules and regulations.
Use of new IT systems to support the new processes.
Support scheme to staff speaking out when ethics, standards, or codes of practice are violated.
Performance related pay scheme
Old rituals and routines were ended and new ones established (e.g. status symbols, privilege clubs, success parties).
Line staff actively involved in redesign of processes.
Employees given lapel badges, uniforms or similar, or extensive use of BPR Logo, or new distinct office/branch/factory decor/furnishings.
Appraisal scheme assesses new behaviour.

Type of Technique Extent of use by management >	Extensively	c 75% mgt.	c 50% mgt.	c 25% mgt.	Very little
Management themselves consistently exhibited the new behaviour required of employees.

Type of Technique Frequency of use >	4/Month	2/Month	1/Month	1/Quarter	Infrequently
Regular communications (written, verbal or video) to employees about the organisation's ethics, codes of practice, standards, etc..
Regular communications to employees about what was now considered important, for example superior service.
Regular communications to employees about the underlying corporate mission and how BPR related to it.
Therapy to help individual employees discuss their emotional responses and explore the root causes.
Group therapy or Organisational Development.
Employee Q&A sessions or schemes or surveys.
Success stories about teams and employees working to the new order which staff were then heard to repeat and exchange. How often did you hear such stories?
Other (please state):. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Suggested by (please tick): staff / other companies / myself / management / consultants / competitors / . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Actions that staff could easily see	Previously used to good effect	Speed of implementation & results	Gain staff commitment	Other (please_state) . . . . . . . . . . . . . . . . . .

	Strongly Disagree	Disagree	Uncertain	Agree	Strongly Agree
Do you think it is possible to change these more deeply held values and beliefs so as to align them to the business?

Hierarchical	The organisation has many layers in a pyramid form split vertically by functional and product areas staffed by experts in a particular discipline. Commands travel top to bottom, information the reverse direction. Work passing across the organisation first goes up, then across and then down, except perhaps for very routine activities.
Decentralised	Semi-independent units responsible for their own customers, markets, development and production. Staffed with their own functional specialists. Responsible to the parent to achieve performance targets perhaps within an overall strategy.
Matrix	Whilst the organisation may have another formal structure, work is largely organised by project teams consisting of different specialist. They are often seconded from their functional areas for a specific task over a fixed duration with some specialists being assigned to multiple teams at the same time.
Network	Little formal structure. Individuals work on their own initiative, perhaps with their own customer base, forming alliances or sub-contracting with other workers according to the task in hand.
Process	Work is organised by customer focused teams wholly or largely responsible for a complete process in order to meet their customer needs. Team members have multiple skills so they are able to undertake most activities. Rewards are linked to team performance and teams have joint responsibility, accountability and authority.

Role	Management set objectives to the line and functional specialists and provides clear procedures and rules for decision making. Job descriptions are important and people are expected to keep within them. Position power is the major power source. Rewards are for specialist skills and obeying the rules.
Directive	Management is the central power source that makes the decisions. This may be individuals or managers working in concert. There are few rules and procedures and little bureaucracy. Control is exercised through the selection of key personnel and allocation of resources. People are judged by results and there is tolerance of means.
Task	The organisation is role or project oriented. Management diffuses power to teams or project managers but retain control through clear mandates and allocation of projects and resources. Experts are the major power base. Rewards are based on achieving project or role deliverables on time and within budget.
Self-management	There is little overall management, rather individuals are expected to be self managing. Control is typically exercised through individuals conforming to professional standards. Influence is usually shared and the power base, if needed, is usually expert. Rewards are in the form of status based on individual achievements.

BPR and Organisational Culture

Appendix 8 BPR Questionnaire

Business Process Reengineering & Organisational Change

Thank you for your contribution