Hilton B
Systems Planning Institute, Inc., Atlanta, GA.
Adm Radiol. 1993 Sep;12(9):21-2, 25.
This article is part of a series written for those who wish to bring about broad, permanent improvements in their organization; those who are "change managers." The subject is change management: Why is change necessary? How to approach it from an overall systems point of view? What are the most important organizational preconditions for any real change to occur? Eight key conditions you should have as a platform for change are listed in this first article. One of these is what Mr. Hilton calls "Business Process Analysis (BPA)." In the second article, this exciting methodology will be discussed. For those of you who prefer the "how to do it" over the theory, this is for you. Then, in November's issue, the benefits of BPA will be shown to have incredible leverage for the change manager and serve as a basis for sound Management Information System Planning, Corporate Restructuring, Process Reengineering, Budgeting, Departmental Productivity Improvement Programs, and Pay-for-Performance Programs. If you fancy yourself a change manager, from CEO to Junior Analyst, you will not want to miss reading this series.
本文是为那些希望在其组织中实现广泛、持久改进的人，即“变革管理者”而撰写的系列文章的一部分。主题是变革管理：为什么变革是必要的？如何从整体系统的角度来处理变革？任何真正的变革发生，最重要的组织前提条件是什么？第一篇文章列出了你作为变革平台应具备的八个关键条件。其中之一就是希尔顿先生所称的“业务流程分析（BPA）”。在第二篇文章中，将讨论这种令人兴奋的方法。对于那些更喜欢“如何做”而非理论的人来说，这篇文章很适合你。然后，在十一月刊中，将展示BPA的好处对变革管理者具有令人难以置信的影响力，并作为健全的管理信息系统规划、公司重组、流程再造、预算编制、部门生产力提升计划以及绩效薪酬计划的基础。如果你自认为是一名变革管理者，从首席执行官到初级分析师，你都不想错过阅读这个系列文章。
