基于流程图及过程代数的流程表达方法

提出一种新的用于BPR 的业务流程表达方法. 首先用基于活动属性的流程图来描述业 务流程; 再利用图论的矩阵分析方法描述流程图; 然后结合过程代数的方法, 由流程图的矩阵 推导出一个能全面反映流程情况的代数表达式——过程代数式; 最后通过对过程代数式的分 析, 提出流程的评价指标.     

面向业务流程重组的结构化建模方法

本文提出了一种支持业务流程重组的结构化建模方法.首先是借助于CIMOSA功能视图识别出企业的业务活动,并以此建立起企业的功能结构模型-有向活动结构图;接着,在分析了结构模型可分解的条件之后,给出了一种用于过程辨识的模型分解算法;最后则讨论了如何确定过程之间的关系这一问题.     

刍议如何做好信访局档案管理工作

档案管理工作的科学合理组织开展,能够实现对信访局日常业务活动过程中形成的各类档案信息资料的科学管理和高效运用,为信访局各项日常业务活动的高效有序组织开展创造支持条件。本文围绕做好信访局档案管理工作,择取两个具体方面展开简要阐释。     

以业务为导向的广电网络核心业务流程优化及组织架构设计

目前,广电网络的业务发展已经由单一的传统模拟电视业务时代向以数字付费电视业务、互动业务、宽带上网业务及其他增值业务为核心的全业务时代转变。这种方式的转变需要一套面向"客户和市场"的流程来支持,通过这一套面向"客户和市场"的核心流程,提取核心流程节点关键考核指标,进一步优化核心业务流程、绩效考核体系和组织架构设置。本文将结合广电网络核心业务及组织架构设计,分析当前广电网络核心业务流程及关键价值活动,并根据关键价值活动,提出广电网络组织架构设计构想。     

工作流驱动AIS的分析与设计

本文对工作流驱动的企业级会计信息系统工作原理和REAL模型进行了概要阐述,并且针对一个AIS实例展开分析和设计.列出的分析设计结果主要有:目标系统关键业务过程及事件、第0级数据流程图、业务事件风险及信息系统控制机制、内部控制的结构化英语指令,以及带关系基数的REAL模型.     

论企业财务管理与信息化管理的重要性

财务管理是组织资金运动,处理同有关方面财务关系的一项经济管理工作。它是一种价值管理,渗透和贯穿于企业一切经济活动之中。企业的资金筹集、使用和分配,一切涉及资金的业务活动都属于财务管理的范围。     

论我国领导者领导方法论体系

新世纪的新形势、新任务、新要求 ,给我们带来了严峻的挑战 ,首当其冲的是对各级党政领导能力的挑战。那么怎样才能卓有成效地提高各级领导干部领导经济和社会发展以及党的建设的本领呢 ?笔者认为 ,最重要的是在学习和实践中 ,努力掌握一套以马克思主义为指导的科学的方法论体系。本文主要就党政领导方法、方法论和方法论体系及其运用作些探讨。一、党政领导方法论体系的构成人类认识世界、改造世界的一切活动都是运用方法的过程 ,可以讲世界上有多少种人类活动 ,就会有多少种方法 ,所以黑格尔说：“世界是方法的世界”。我们认识世界、改造…     

从南方保健案例看企业内部控制

内部控制是指经济单位和各个组织在经济活动中建立的一种相互制约的业务组织形式和职责分工制度，目的在于改善经营管理、提高经济效益。本文将以南方保健案例为出发点论述内部控制。     

网络组织的机制、演化与形态研究

本文以人们对生产组织制度的认识过程为线索,围绕网络组织的运行机制、形成过程以及多种多样的表现形态,探讨了网络组织的理论认知和实践活动.在与企业内部的强制调节、市场组织的自动调节进行比较后,作者论证了网络组织是一种比市场更有效、比企业更灵活的组织生产活动的方式.     

关于加强农业科技档案管理的思考与研究

档案本身是一种重要信息资源,它能够记录某个单位组织机构的重要活动信息,直接反应该组织机构的经营业务、从事活动等的相关情况,对辅助该组织机构实现稳定、长足发展有着重要指导意义与现实作用。即农业科技档案主要反映的是农业科研单位或相关国家科研事业单位的具体组织活动状况。基于此,本文主要对目前农业科技档案管理现状进行了详尽探讨,并与之提出了整改管理的强化措施。     

A human - computer interactive approach based on activity - section analysis for BPR

In any business process reengineering (BPR) project, a thorough understanding of various tasks and activities of the organization is required. Very often this idea is captured using a simple flow chart or static representation diagram. The weakness here is that the process design complexity is not adequately represented by the use of flow charts, and this allows for limited human-computer interaction during the process design and analysis. In this paper, we propose an enhanced flow chart approach; the concept of activity-section flow chart to support BPR, which is a combination of the existing activity flow chart and section flow chart. Using this approach, a human-computer interactive model for BPR is developed. This model can identify the unreasonable activity loops and excessive business rounds between sections by the adjacent and reachable matrices. Via the human-computer interaction, the process can be revised by human experience. This approach provides an efficient tool for BPR of large-scale systems. It has been applied to the material supply management system of an iron and steel works, and satisfactory results have been achieved.     

业务流程再造的职位-活动-人员规划模型

本文把培训教育时间成本最小化作为目标函数,给出一种将BPR原则与线性规划模型结合起来,从流程的职位、活动设计和人员调配上对业务流程结构进行整体系统性改变的流程规划的方法,并给出应用举例。     

Business process re-engineering the supply chain

Common foundations which underlie thinking in the supply chain management (SCM), Business process re-engineering (BPR) and business process improvement (BPI) philosophies are highlighted. The view that BPR is a new concept is argued against by highlighting die work performed in other fields, namely SCM from the systems perspective. It is argued that those who have already implemented the SCM philosophy will have already travelled the same path as BPR and indeed re-engineered their own processes. Once businesses have integrated their supply chain the greatest benefits will have already been achieved, however system dynamics analysis does show significant on-cost differences dependent on the redesign strategy implemented. A generic structured model for SCM is enhanced through this comparison with BPR with the following characteristics being added; do not be afraid to be radical with respect to internal integration and continually search for step change improvement ideas which can be strategically phased in to positively impact the marketplace.     

The Role of Organizational and Information Technology Antecedents in Reengineering Initiation Behavior*

Business Process Reengineering (BPR) has been a major catalyst of the pervasive organizational change we have witnessed over the past decade. Although one can speculate on the reasons for the popularity of this phenomenon, it is important that we carefully examine its underlying antecedents for initiation, implementation, and ultimately success, if we are to add value to practitioners of this concept. This study empirically examines the importance of facets of the organizational structure, IT knowledge resources and infrastructure, and the IS function in the initiation of BPR. Data from 313 corporations were gathered using a carefully validated survey, and initiators were compared with noninitiators. The results strongly suggest that client-server architectures, the strategic integration of IS, and cross departmental interaction are among the more important factors facilitating initiation and can be important inputs in a BPR decision-making process. The study attempts to build a contingent theory for BPR, and the more sustainable notion of fundamental process change.     

The transfer of culturally-grounded management techniques: The case of business reengineering in Germany

Business process reengineering (BPR) continues to sweep across Europe with fervour. The rhetoric of radical performance improvement is too great to ignore, given the state of many European companies. In many cases the reengineering drive has been orchestrated by American companies either moving into Europe or implementing strategies dictated from their US base. Yet reengineering is essentially an American concept, packaged so as to appeal to that country's psyche. This article examines the transfer of culturally-grounded management techniques, in this case BPR, making specific reference to the German business and cultural context.     

基于委托-代理理论的业务流程再造的激励约束机制研究

员工是影响业务流程再造成败的重要因素.为了充分分析流程再造中人的因素,将委托-代理理论引入流程再造中,运用该理论对流程再造中所存在的委托人和代理人以及他们之间的相互关系进行分析.首先,分析了委托-代理理论与流程再造之间的相互关系,验证了将委托-代理理论运用在流程再造中的可能性;然后,在委托-代理理论分析框架下,具体分析流程再造中所存在的委托代理关系,并建立2个阶段的基于委托代理理论的流程再造模型;最后,对所建立的模型进行改进、求解,并给出相关的解释.     

Reengineering of a supply chain management system: A case study

A business process reengineering (BPR) project concerning a supply chain management (SCM) system of a heavy machinery manufacturing company has been discussed in this paper. The BPR implementation process model has been described. The principal objective of this project has been to bring about radical changes in the mind sets, management styles and systems of a very mature but large organization in India. The implementation process has been very successful because the model has been explored by an organizational development initiative. BPR is both feasible and worthwhile in business only when ideas and ideals are put willingly in practice; and is practised in a collaborative mode to get closer to the people, especially at the floor level, and to customers and suppliers.     

海尔管理变革:市场链与业务流程再造

自90年代美国管理学家哈默和钱皮提出业务流程再造理论后,世界范围内掀起一场流程再造的革命,虽然理论界和企业界对其研究倾注了大量的人力和财力,但再造更多的还是停留在理论的研究上,还缺少有说服力的成功经验和模式,海尔在这方面实现了“由理论走向现实”的飞跃。同时,在中国即将加入WTO之际,如何提升我国大企业在国际市场中的竞争力,对于我国企业迎接WTO挑战和机遇具有重要意义。海尔1999年开始实施的市场链与业务流程再造模式在上述两个方面都有很好的说服力和代表性,本文是在笔者深入调查海尔管理创新系统的基础上,就海尔市场链与业务流程再造的经验进行的总结和实证研究。     

Groupthink and Project Performance: The Influence of Personal Traits and Interpersonal Ties

This study explores whether the negative impact of “groupthink concurrence‐seeking behavior” (GTB) on business process reengineering (BPR) projects is affected by group members personal traits and interpersonal ties within the group. To this purpose we conduct and present the results of a longitudinal controlled field experiment over 18 BPR projects lasting 3 months and involving 18 teams comprising 71 first‐year MBA students. The main contribution of this study is twofold. First, we explicitly consider and measure the core construct of groupthink phenomenon: that is, GTB. Existing organizational behavior literature has, contrarily, considered only its causes, symptoms, and outcomes. Second, we show evidence that GTB does have a negative impact on group performance in BPR project settings. In this regards, results also indicate that while perceived control, conscientiousness and interpersonal evaluation mitigate the negative impact of GTB on group project performance, confidence, and previous relationships amplify this negative impact, even if they have a direct positive effect on performance. Thanks to the findings of this study, we are able to provide valuable suggestions to managers in charge of BPR projects for ensuring effective performance of project teams and controlling for potential obstacles due to GTB.