https://www.youtube.com/watch?v=2Y6TKIiPr0s
The idea of business process reengineering comes from the obsoleteness of the business.
The idea of business process reengineering comes from the obsoleteness of the business.
Two
basic important ideas which play the chief roles are first: When the
businessman is successful and naturally tapping in the resources and everything
is going on well; why is there a need of any business process reengineering.
Secondly
a fear of unknown potential threat; especially when the entrepreneur are
successful in their ventures and are going well.
This
happens usually when success is achieved by striving scrupulously for years to reach
a particular level and start getting the feel of stability; than instead of
strengthening, the entrepreneur is more focused on maintaining the solidarity
and stability. Expansion under these
circumstances is matters of bygone nature.
Business
process reengineering is also required in the present context because ‘A kind
of manager which an Entrepreneur has to be needs an admixture of three
essential qualities’: Enterprise manager, Expertise manager, and Process manager. The enterprise manager is a man from the
ranks- who have grown as an entrepreneur and has gained both breadth of
experience and depth of speciality. And is able to connect both the mayor and
the lamp with the company; Whether they are the directors, board of governors,
employees or the customer’s.
Expertise
manager however takes responsibility for directing both the people in the
technology and the corporation that has gathered together to make its citizens
the reality.
Process
manager, however, acts as teachers and coaches the employees by helping them to
give people direction and enabling them to contribute to the organizational
process, rather than blocking the participation.
BPR is
extremely important and necessary in the educational sector because the
educationist’s in India have entered into this Profession:
“thinking as a profitable proposition”.
However,
when it comes to the investment-output ratio, the amount of productivity or
liquidity of capital compared to the initial investment as compared to other
business investments is too low.
Hence,
with a smaller amount of growth in their respective educational ventures, they
either feel contended or fear to tread ahead by expanding strings; THINKING
that investment would not give them suitable results. Looking to this contextual proposition
mentioned above, most of the Indian educationists are unable to realize or tap the
actual potential available in the market for educational growth and focus
exclusively on the teaching- learning process of the educational industry.
The teaching- learning process of educational
industry is a very small and minor component which plays a very small role in
the aggregate overall productivity of educational sector in the country.
Business
process reengineering can help these educationists who have consolidated rather
than expanding, ‘giving them a larger domain and a broader spectrum of growth
in the country’.
This
can be done with two important way of understanding
the approach.
The First
important way is: where previously educationists were segregating the jobs into
several different areas; these jobs can be combined into one and hence the most
basic end for each of the engineered process is the absence of an assembly
line. This further comprise of the responsibility given as assignment under
various stages to one person who can act as a single point responsibility
manager.
Second
important reason for low productivity in educational sector is the inability or
hindering or stopping the actual teacher to take participation in the
decision-making; when the knowledge executives are not given an opportunity to
participate in the decision-making, the decision becomes more administrative
and less academic in nature. Hence the
benefits of administration accrue but the demerits and disadvantage of academic
malpractices also predominantly exists. Hence, by giving the opportunity to
them to participate helps the workers/employees equip themselves to work on the larger plethora
of activities .
Dr. Gaurav Raj Bhagat
Professor of Management
University of Bhopal
Madhya Pradesh
www.drbhagatsconsultancy.com
