Managerial and Organizational Processes Re-engineering
- Providing participants with the necessary knowledge of the managerial process re-engineering and the re-engineering requirements
- Enabling participants to acquire the skill of analyzing activities and processes, developing performance scenarios and defining performance evaluation criteria.
- Enabling participants to acquire the skill of forming task forces, managing change process, tools for motivating and activating task forces.
- Equipping participants with practical experience and expertise in the area of managerial and organizational re-engineering.
Who Should Attend?
- Executive Directors, directors of planning and human resources departments, operations managers and production and technical units in various public and private sectors and civil society organizations, the personnel who are prepared to take up such positions, and those who are desirous to qualify themselves for managerial and organizational development.
The concept of managerial process re-engineering
- The intellectual and philosophical background of managerial processes re-engineering.
- The concept and characteristics of managerial re-engineering.
- Reasons behind re-engineering.
- Objectives, benefits, results and changes of managerial process re-engineering.
- Managerial re-engineering relationship with managerial organization.
Requirements for the managerial process re-engineering
- Criteria for determining the processes required for managerial engineering.
- Fundamentals, principles and rules of managerial engineering.
- The requirements for the success of the re-engineering.
- Factors and indicators of the success of re-engineering.
- The structure supporting the success of the re-engineering.
- The role of information technology in the success of the managerial process re-engineering.
Process re-engineering phases
- Forming the managerial process engineering team.
- Fields of work development and re-engineering it.
- Identifying the fundamental capabilities of re-engineering operations.
- Evaluating the procedures for achieving results through a series of operations.
Identifying and analyzing of performance gaps
- Identifying the gap between actual and planned performance.
- Drawing up activity flow plans.
- Analyzing the gap between actual and planned performance.
- Creating business performance scenarios and analyzing expected results.
- Testing solutions and comparing results and costs.
Implementation and evaluation phase
- Selecting appropriate solutions and scenarios.
- Building the evaluation and follow-up system and the action plan.
- Building a system of incentives and rewards.
- Managing the change process.
- Evaluating, periodic review and continuous improvement.