Содержание

Introduction

Основная часть

Conclusion

Introduction

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. Re-engineering aimed to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors.

The most important reasons of re-engineering can be divided into 5 separate groups. First of all it is changes. Changes in technologies and information revolution are the core factors of re-engineering. Here is important to mention globalization of economy. This leads to epic and rapid changes in environment and economical relationships. Moreover, periods of stable activity reduced, therefore extends the uncertainty.

Second reason of existing of re-engineering is competitors. The company is forced to compete in many markets and often in different countries. Changes occur suddenly and often too late. Successful company in a short period of time may be lagging behind. Competition is becoming increasingly tough. There is the competition of knowledge, art and skill of management.

The third group of problems causing re-engineering is changes of requirements to the management. In recent years, for the management was especially important flexibility and mobility. On creation of the labour potential has been given more time. Development of non-linear thinking is also a factor in the development of re-engineering. The modern Manager is obliged to develop decision-making skills and develop in the world markets.

The next group of problems with which re-engineering might deal is gobalization. Globalization means a change of the scope of activity, the intensive use of knowledge in order to gain advantages over competitors. Due to globalization is the liberalisation of markets, alliances are formed, the relationship of the economy with the world as a whole. As a consequence of the impact occurs at the border and strategy of the company.

The last group of problems is IT. Thanks to the new information technologies increases the pace of innovation, and reduced life cycle of a product. The IT act as a base of globalization: the communication, the information on demand and supply, the markets of raw materials and labour. Due to this there is the reduction of costs and increase of competitive advantages.

To sum up reengineering is caused by the sharp fall in the volume of sales of a product in connection with reduction in demand for it or in connection with the fall of the image of the seller innovation. This situation is evidence of a trend to reduce the competitiveness of goods on the market and, possibly, to the bankruptcy of the seller. Therefore there is a need for immediate implementation of measures on liquidation of the crisis.

There are can be distinguished three types of hotels, which require re-engineering. The first type - hotels, located on the verge of collapse due to the fact, that the prices for rooms are considerably higher and (or) their service considerably below, than their competitors'. If these hotels do not take decisive steps, they will inevitably go bankrupt.

The second type — hotels, which do not have at the current moment any problems. However, they anticipate the inevitability of intractable problems, connected, for example, with the emergence of new competitors, change of requirements of clients, the change of economic environment, etc.

The third type of hotels which require re-engineering are hotels that do not have problems now, they do not predicting them in the foreseeable future. These are companies-leaders, conducting aggressive marketing policy, which are not satisfied with good current state of and willing that re-engineering will help them to achieve a better conditions.

The main purpose of reengineering of business processes is the quality improvement of separate directions of activity of the company. In carrying out re-engineering of business-processes in the hotel the following tasks are solved:

• Business processes, priorities for the effective operation of the hotel have to be defined and its strategic objectives have to be met.

• Analysis and evaluation of their optimality following parameters: costs, quality, speed, information, decision making, etc.

• Built optimal model of the process.

• Quality criteria, requirements to the final and intermediate results, as well as standards of performance should be defined.

• New forms - media of the information about the course and the results of implementation of each operation — should be developed.

• The administrative instructions (Procedures), regulating in detail the sequence and content of the work of each employee involved in the business process have to be developed.

• Conducted training of employees.

To sum up, the main task of reengineering in the hotel business is similar to the tasks of innovation — development of innovations for the competitiveness of the service, and ultimately the survival of the company.