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annahit木蟲 (正式寫手)
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求助一段英譯漢, 謝謝
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| BPR was focused on improving business processes as a tool to realign businesses to stay competitive in today's marketplace. The fundamental objective was to analyze a set of interrelated work activities. King and Sethi (1998) use the idea of horizontal work flow that connected several departments or functions (p. 4). Business process was analyzed as a sum of all sub processes and the recommendations, or reengineering were focused on demanding better products and services. That concept must include all aspects of business operations as an effective to obtain gradual, incremental improvement. Companies constantly searched for methods for faster business as a part of their process improvement. A methodology used to demonstrate information flow, BPR was a great tool to further analyze interdependencies between various elements of the same system. The primary assumption for BPR was that the current process was irrelevant or did not work. Such structural perspective enabled the designers of business processes to disassociate themselves from today's process, and focus on a new process (Prosci Online, 2004). The new process would dramatically change the way that company is performing daily operations and requires global strategy. |

禁蟲 (正式寫手)
| BRP的側重于作為一種工具重新調(diào)整企業(yè)在當今市場上保持競爭力而改進業(yè)務流程。其根本目的是分析一組相互關聯(lián)的工作活動,king和sethi(1998年)提出了水平工作流程來連接幾個部門或職能(第4頁)。業(yè)務流程作為所有子進程的總和,建議,或者要求更好的產(chǎn)品和服務重點被拿來分析。這一概念作為一種有效地獲得循序漸進,逐步提升途徑,它必須包括所有方面業(yè)務操作。公司不斷尋找更快的業(yè)務方法作為自己的過程改進的一部分,作為展示信息流的方法,BRP是一個來進一步分析同一系統(tǒng)的各個要素的相互依賴性的有效地工具。對于BPR的主要假設是當前進程無關或沒有工作。這種結構視角使業(yè)務流程的設計者能夠脫離當今的過程,專注于一個新的進程(Prosci在線,2004年)。新工藝將極大地改變該公司正在執(zhí)行日常運作的方式和全球性的戰(zhàn)略需求。 |
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