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|Title:||Business process re-engineering : A case study of a developmental approach|
|Publisher:||Centre for Labour Market Studies, University of Leicester|
|Citation:||Centre for Labour Market Studies, Working Paper 21|
|Abstract:||This paper describes and analyses lessons from a staff development project which took place in a university undergraduate recruitment and admissions section. The objective was to improve aspects of performance using a process re-engineering approach which actively involved the section's staff. From a training perspective, the project drew on the concept of the learning organisation, and was built around a variation of an action learning programme. This latter choice reflected evidence of adult learners' demand for relevant, practical learning experiences based on real life problems. It went one step further in applying what is normally bracketed as a management development technique to a group of largely clerical staff, in a conscious attempt to question the notion that managers are developed, whereas staff are trained. The staff learned a range of techniques designed to enable them, with appropriate facilitation, to analyse and improve their own work processes. The paper evaluates process and outcomes from three perspectives: the staff, the facilitator and the senior university managers who were the clients. It argues that initiatives of this kind can be successful, particularly if taken on board as part of a wider culture change programme. However, it is recognised that short term expedients may make university managers reluctant to make the necessary investment.|
|Series/Report no.:||CLMS Working Papers|
|Description:||This paper was published as Working Paper 21 by the Centre for Labour Market Studies, University of Leicester. It is available from http://www.clms.le.ac.uk/research/wpapers.lasso|
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|Appears in Collections:||Reports, Centre for Labour Market Studies|
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