The origin of process-thinking and design can be found in the area of industrial engineering, where it evoked as a result of the industrial revolution in the end of the 19th. century. Process thinking has been adapted to administrative science in the 1930s and has been a part of it ever since.
The globalization of markets, the current economic recession, new customer requirements for product- and service quality, and the rapid development of Information Technology (IT) require new strategies for successful enterprising, as well as new methodologies and tools for system analysis and design in dynamic environments. Many leading companies have therefore launched large- scale efforts to deliver greater customer value by “reengineering” their businesses, customizing their business processes and using IT as an enabler for gaining competitive advantage.
The purpose of the paper is to take a comprehensive look at Business Process Reengineering (BPR), which is a popular term for the reutilizations of organizational processes and structures after the implementation of new information technologies into an organization. There is some evidence that changes in the use of information technology (IT) in an organization may require major restructuring of the organization to take full advantage of the technologies. This paper will attempt to demystify the myths of BPR. It will examine the advantages of BPR in organizations. The paper will also explore the various phases of the BPR process and the relationship between BPR and Information Technology (IT). Information Technology should be viewed as more than an automating tool but rather a fundamental way to reshape the way business is done. The methodology of the research paper will be based on Secondary data analysis. Research work is based on theoretical frame.
Thus the research study will end with a conclusion that, examination of IT will reveal the use of IT tools within the BPR process which typically results in faster and better business processes.
