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Example research essay topic: Public Sector Private Sector - 1,255 words

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... miles business processes and will look at wider issues including the management style of the organisation. There is greater emphasis on overall outputs and a greater degree of cross cutting. Again links to IT applications and job contents are important. Business Transformation This is the most extreme form of business redesign. This will start by reassessing the overall vision and mission of the organisation with an emphasis on corporate values and organisational performance.

All business processes will then be re engineered against this new vision. Principles of Business Process Reengineering In applying BPR to the public sector in response to the pressures outlined in the introduction the following principles should be considered: (CCTA 1994) Create a Customer Focus Failure to meet the needs of customers will create further pressure for change. It is important to note that customer facing activities will often cut across functional boundaries. This is a particular concern in the public sector due to the nature of the services provided. Rethink Functions and Processes Using BPR requires a shift to examine processes and outcomes rather than functions. Challenge Organisational Principles Organisations must ask themselves why activities are undertaken, what do they cost and what value do they produce.

Simplify and Discard Only those processes which provide added value and which are absolutely necessary should be retained. Measure Performance It is important that outcomes are measured against previous performance and with the achievements of other outside bodies through benchmarking. Set Challenging Objectives This is a very important aspect of BPR. Targets should be set which are not achievable through current (or continuous) improvement processes.

Such targets, which can be described as out of reach but not out of sight (CCTA 1994), will force the organisation into more adventurous and innovative thinking. Empower People Those given the task of managing the change process and running the business once the changes have been implemented must be given support. Utilise IT IT opportunities must be examined and how IT can be used to support new requirements. Applying Business Process Reengineering In simple terms the application of BPR involves answering the following questions: Where are we now?

The organisation needs to understand its existing processes before attempting to redesign them. It is important at this stage that there is a balance between achieving the appropriate level of understanding and paying too much attention to the current process. Too much emphasis on what is done currently is likely to constrain the ability to make radical changes. Where do we want to be?

This stage can be difficult in that it requires creativity and innovation. There also needs to be a link between the managers who understand current operations and the need for change and the opportunities offered by new technology. Are those mangers IT literate and if not can internal IT specialists or consultants help to identify new ideas given their lack of operations knowledge? At this stage in the process the use of benchmarking as a tool to complement BPR will often be the method employed by the public sector.

Benchmarking can be described as the ongoing search for best practices that produce superior performance when adapted and implemented in ones organisation (Bogan and English 1994). BPR as a technique stresses the importance of innovation but to adapt the processes of successful organisations either from within the organisations own sector or beyond removes some of the uncertainty over the processes being adopted and may lessen the risk of failure. The apparent non-competitive nature of the public sector may also lend itself to such collaborative approaches How do we get there? Given the wide and varied structures of organisations it is inevitable that there will be a variety of approaches to BPR. Burke and Peppard (1995) outline the following broad steps to be taken: Consideration must be given to how implementation is carried out. Hammer and Camp (1993) suggest a "big bang" approach, which is in line with their radical and quantum leap type improvement strategy.

Burke and Peppard (1995) suggest the step by step implementation of change and the use of pilot schemes in a part of the organisation prior to the roll out to the organisation as a whole. The link to IT and the availability of technical infrastructure are important concerns in considering the method of implementation. Burke and Peppard suggest that there is a trade off between the common sense approach of redesigning processes before bringing in new technology and using IT to facilitate and as a valuable tool for shaping processes. This is an important issue and is illustrated later in this paper in the case study example. Business Process Reengineering in the Public Sector Given the pressures on the public sector outlined in the introduction it is not surprising that such demands to behave more like the private sector have led to the adoption of popular techniques such as BPR. There are many other examples of such moves to adapt private sector techniques such as the use of benchmarking by local authorities and TQM in the health service.

Whilst there is no doubt that the public sector needs to take a more businesslike view of its operations it is important to ensure that any initiative takes account of softer political, social and cultural issues alongside harder systems redesign issues. (Johnson and Scholes 2000) Executive Summary Any successful business, organisation, or association uses management as its main function. Management includes four distinct categories, which are planning, organising, leading, and controlling. These four functions have different characteristics, but conjoined all of them form the qualities of a successful manager. In recent years the public sector has increasingly been under pressure to improve performance driven by a number of central government initiatives such as the Best Value regime and Public Performance Reporting. Added to this pressure is the current Modernising Government agenda or what has become known as information age government or e-government. Ambitious targets have been set for electronic service delivery culminating in the goal that all services be available electronically by 2008 (Cabinet Office 1999).

Public services do not have the same bottom line aims of the private sector in terms of profit maximization but it is an over simplification to see the public sector as a pressure free environment. Internal markets and competitive funding have introduced business disciplines and there remains downward pressure on public expenditure and ever increasing statutory responsibilities. It is inevitable therefore that the pursuit of performance and value for money improvements will be linked to the e government agenda and the use of information technology (IT). Than et al 1997, identify three types of reengineering each with its own level of "ambition": Work Process Redesign Business Process Redesign Business Transformation Principles of Business Process Reengineering Create a Customer Focus Rethink Functions and Processes Challenge Organisational Principles Simplify and Discard Measure Performance Set Challenging Objectives Empower People Utilise IT Given the pressures on the public sector outlined in the introduction it is not surprising that such demands to behave more like the private sector have led to the adoption of popular techniques such as BPR. There are many other examples of such moves to adapt private sector techniques such as the use of benchmarking by local authorities and TQM in the health service.

Whilst there is no doubt that the public sector needs to take a more businesslike view of its operations it is important to ensure that any initiative takes account of softer political, social and cultural issues alongside harder systems redesign issues. (Johnson and Scholes 2000)


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Research essay sample on Public Sector Private Sector

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