Business Driven Technology
(a)
The association between business procedure reengineering and continuous procedure development has remained a seriously discussed matter for a while. Nevertheless, these two tactics are very alike each purpose for process development. They only contrast in emphasis, in that the systems and procedures have portions that execute the work of the structures, and associations among the portions that describe how the tasks should be done. These processes differ in several ways which include managerial involvement where continuous process improvement includes employees at all stages and stress constant incremental development of work procedures (Ryan et al, 2012). The reengineering process on the other hand comprises managers partaking the roles since it often leads to changing organizational structure and redesigning jobs. Additionally, these processes differ in the strength of crew member participation (Gopal & Pilkauskaite, 2020), CPI includes the crew members on a part-time basis over a lengthy time frame while reengineering process entails much more rigorous participation of the crew members, regularly over a shortened time frame. CPI results in the accomplishment of succeeding incremental developments over a date of time, beginning from how to work procedure presently functions and refining upon it (Gopal & Pilkauskaite, 2020). The reengineering process is sporadic and aims at the attainment of theatrical development, fundamentally reforming how a process functions without being forced by how things were formerly done. CPI constructed on creating incremental developments that result in important enhancements generally for business while reengineering process aims at the results and on creating break-through developments at one point rather than adding up the number of manifold improvements.
Business Driven Technology
(b)
Business process modeling and business process models have so much importance that includes alignment of operations with new business strategy. These processes help managers and directors uphold steadiness across procedures while observing an eye on the general approach of the company (Harmon & Wolf, 2011). Furthermore, it gears the business procedure reengineering by understanding the current processes and altering them for better performance.
(c)
Commercial procedure investigation helps in recognizing blocks and disorganizations in the procedures and thus refining them. Besides business process modeling improves procedure communication since it gives a mutual incorporated language and practice for communicating procedures. Business process management allows organizations to support business purposes with client needs and therefore helping the directors determine how to organize, observe, and measure business possessions (Hammer, 2015). When implemented correctly, BPM the aptitude to improve competence and output, lessen costs and reduce mistakes and hazards hereby enhancing outcomes.
Question 2
(a)
The decision-making process is important to managers and other business authorities at each business level, who create the decision for a company. There are three organization levels which include; operational level, managerial level, and strategic level. Employees can improve, regulate, and uphold the main corporate activities mandatory to run the daily tasks at the operation level. The operational judgments are considered to be planned decisions that arise in circumstances where conventional procedures give possible solutions. Structured decisions are repetitive and are often created; for this reason, they affect the short term commercial approaches (Asemi et al, 2011). At the managerial stage, employees are endlessly assessing the company operations to improve the company’s capabilities to recognize, acclimatize with, and influence change. These decisions cover the average and short-range strategies, finances, plans, processes, and the business goals for the company (Demirkan & Delen, 2013). At the strategic level, directors create general corporate strategies, aims, objectives as part of the firm’s strategic plan. The managers similarly observe the tactical enactment of the association and its general trend in the financial, governmental, and competitive corporate setting. The decisions at this level ate highly unstructured and they arise in circumstances in which no processes or strategies exist to guide decision-makers to the right choice. Additionally, they are tremendously essential, rare, and usually associated with the long term commercial plan.
(b)
There are different operational, strategic, and managerial support systems and managers can use these systems to achieve competitive benefits and make decisions for the company. The managers can use the operational support system to transact the processes at the operational level in the company (Gregory et al, 2012). The managerial support system can help the managers and other professionals during the decision-making procedures since they model information. A strategic support system is a supervisory information system that focusses on the decision support system that supports the senior managers within the business.
( c)
The decision support system plays a great role in deciding for a business since it supports decisions, willpowers, and courses of action in an organization. This support system examines and scrutinizes huge amounts of information, accumulating complete information that can be used to solve problems (Ben-Zvi, 2010). Furthermore, the system helps the managers to complete tasks like allocation of resources, comparison of budget to real results, penetrating down to scrutinize outcomes, assessing situations, and projecting incomes. Additionally, Information storerooms can make a sole version of the fact for radical logic and commentary using the decision support system.
References
Asemi, A., Safari, A., & Zavareh, A. A. (2011). The role of management information system (MIS) and Decision support system (DSS) for manager’s decision making process. International Journal of Business and Management, 6(7), 164-173.
Ben-Zvi, T. (2010). The efficacy of business simulation games in creating Decision Support Systems: An experimental investigation. Decision support systems, 49(1), 61-69.
Demirkan, H., & Delen, D. (2013). Leveraging the capabilities of service-oriented decision support systems: Putting analytics and big data in cloud. Decision Support Systems, 55(1), 412-421.
Gregory, R., Failing, L., Harstone, M., Long, G., McDaniels, T., & Ohlson, D. (2012). Structured decision making: a practical guide to environmental management choices. John Wiley & Sons.
Gopal, G., & Pilkauskaite, E. (2020). Implementing process innovation by integrating continuous improvement and business process re-engineering. In Innovation Management. Edward Elgar Publishing.
Hammer, M. (2015). What is business process management?. In Handbook on business process management 1 (pp. 3-16). Springer, Berlin, Heidelberg.
Harmon, P., & Wolf, C. (2011). Business process modeling survey. Business process trends, 36(1), 1-36.
Ryan, J., Lewis, C., Doster, B., & Daily, S. (2012, January). Evaluating and improving the perioperative process: benchmarking and redesign of preoperative patient evaluations. In 2012 45th Hawaii International Conference on System Sciences (pp. 2991-3000). IEEE.
