Name: Majid Iqbal

Reg. # 63743
Class ID: 100867
Assignment 2
Course: BPR
Date: 28th March 2019

Q: 1 Explain: “After reengineering normally processes have multiple version”

Ans:
Processes have multiple versions. Re-engineered processes represent the end of industrial-scale
standardization. To meet the modern day nature of demand, multiple versions of the same process are
required, each tuned to the requirements of different markets, situations and/or inputs.

The steps in the process are performed in a natural order. In re-engineered processes, work is sequenced in
terms of what needs to follow what, not in some artificially imposed straight-line sequence. This allows for
concurrent processing, reducing the time a process takes to complete.

Q: 2 Briefly explain: What types of companies need reengineering and why?

Ans:
BPR (Business Process Reengineering) is that the larger you are, the more expensive it is to implement. A
startup, five months after a launch, might undergo a pivot including business process reengineering that only
has minimal costs to execute.
However, once an organization grows, it will have a harder and more expensive time to completely reengineer
its processes. But they are also the ones who are forced to change due to competition and unexpected
marketplace shifts.
Telecommunication companies in the late 90s, for example, had to toddle for a steady pace when they faced
competition from new entrants equipped with better technologies. Over the years, multi-national banks,
automobile manufacturers, aviation companies, and other big corporate institutions have benefitted by
embracing BPR.
But more than being industry-specific, the call for BPR is always based on what an organization is aiming for.
BPR is effective when companies need to break the mold and turn the tables in order to accomplish ambitious
goals. For such measures, adopting any other process management options will only be rearranging the deck
chairs on the Titanic.

Q: 3 Briefly explain following:

Ans:
1. Organizational Silos
Silo mentality is an attitude that is found in some organizations; it occurs when several departments or
groups within an organization do not want to share information or knowledge with other individuals in
the same organization. This type of mentality will reduce efficiency in the overall operation, reduce
morale, and may contribute to the demise of a productive company culture.

2. Process
 A series of actions or events performed to make something or achieve a particular result, or
a series of changes that happen naturally is known as process.

3. Reengineering
It is defined as the fundamental rethinking and radical redesign of business process to achieve
dramatic improvements in critical measures of performance such as cost, service, and speed.

Q: 4 Mark True or False

In reengineered process (i.e. after a process is reengineered)

1. All processes are fully decentralized (False)

2. Employees are expected to follow strict rules (False)
3. Reinvention instead of improvement, enhancement or modifications (False)
4. Maximum computerization of the existing processes (True)
5. All decisions are taken by Management (False)
6. Several jobs are combined into one or few, resulting in vertical as well horizontal compression of
organization hierarchy (True)
7. Although all tasks may be improved, processes are carried in same manner as earlier (False)
8. Due to multiple versions of processes, the time needed to complete a process increases (True)
9. To reduce the fraud by employees in petty cashes, tight controls are introduced (True)
10. Dramatic improvement means marginal improvement by fine-tuning each task in the processes (False)

American organizations were earlier very successful. Many of these organizations did not remain as
efficient as they were earlier. Following were the main reasons:

11. They failed to adjust with prevailing changes

12. Management did not provide proper trainings to employees.
13. They were still following Sloan’s principle of departmentalization
14. Due to facilities provided by organization, employees had vested interest

15. Which of following type of companies need reengineering:

a. Companies performing well and do not expect any danger in near future
b. Companies performing well but expecting competition any danger in near future
c. Companies which are in trouble and most indicators are negative
d. All types of companies

16. Which of following is not the characteristic of modern organizations were

a. Enterprise view
b. Organizational silos
c. Conflicting views among departments
d. Transparency among department

17. Major reason for failure of American organizations during 20th Century were:
a. Employees were lazy.
b. Management did not provide proper trainings to employees.
c. They were still following Adam Smith’s principle of Division of work.
d. Due to facilities provided by organization, employees had vested interest