Business process re-engineering is a business management strategy, originally pioneered in the early 1990s, focusing on the analysis and

design of workflows and processes within an organization. BPR aimed to help organizations fundamentally rethink how they do their work in order to dramatically impro e customer ser ice, cut operational costs, and become world!class competitors. BPR seeks to help companies radically restructure their organizations by focusing on the ground!up design of their business processes. "ccording to #a enport $1990% a business process is a set of logically related tasks performed to achie e a defined business outcome. Re! engineering emphasized a holistic$Emphasizing the importance of the whole and the interdependence
of its parts) focus on business ob&ecti es and how processes related to them, encouraging full!

scale recreation of processes rather than fre'uent optimization of sub!processes. Business process re!engineering is also known as business process redesign, business transformation, or business process change. The role of information technology (nformation technology $()% has historically played an important role in the reengineering concept. (t is considered by some as a ma&or enabler for new forms of working and collaborating within an organization and across organizational borders. (nformation )echnology helps BPR in the following ways*

+hared databases, making information a ailable at many places ,-pert systems, allowing generalists to perform specialist tasks )elecommunication networks, allowing organizations to be centralized and decentralized at the same time #ecision!support tools, allowing decision!making to be a part of e erybody.s &ob /ireless data communication and portable computers, allowing field personnel to work office independent (nteracti e ideodisk, to get in immediate contact with potential buyers "utomatic identification and tracking, allowing things to tell where they are, instead of re'uiring to be found.

Quality Circle: A group of employees who perform similar duties and meet at periodic intervals, often
with management, to discuss work-related issues and to offer suggestions and ideas for improvements, as in production methods or quality control.

Benefits of Quality Circles 0 )eam /ork1 (t helps to eradicate inter!team conflicts and clashes and enhance the concept of team spirit. 0 Positi e "ttitude1 ,mployees start working with a positi e attitude towards work, assuming it as their own work. )hey de elop a 23an #o4 and 2( care4 attitude. 0 Personality ad ancement1 5uality circle practice helps to learn new skills and also brings out the hidden potential of employees. 0 Positi e working en ironment1 (t impro es the organizational working en ironment and in ol es employees in e ery process, right from a small decision to a big deal. 0 (ncreased producti ity1 (t helps in increasing o erall producti ity of organization by impro ement of work processes and reduction of e-cessi e costs. )hey increase operational efficiency, impro e 'uality, and promote inno ation. Employee Empowerment: " management practice of sharing information, rewards, and power with employees so that they can take initiati e and make decisions to sol e problems and impro e ser ice and performance. ,mpowerment is based on the idea that gi ing employees skills, resources, authority, opportunity, moti ation, as well holding them responsible and accountable for outcomes of their actions, will contribute to their competence and satisfaction.