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Change management is a critical issue in the current fast-paced business environment. Organizations are being bombarded with global business change, innovations in communications, and rapidly evolving information systems capabilities. Since there exists a paucity of rigorous and relevant literature on change management, we chose to embark on an in-depth case study to explore how one organization manages radical change. We developed a set of theoretical propositions to guide the effort and act as a theoretical lens. Our specific research question is: how does an organization successfully manage projects that call for dramatic change to the way one normally conducts business? The case study allowed us to test the propositions in the business arena with one organization. It is hoped that this approach will offer insights and mechanisms to help other organizations effectively deal with change. [ABSTRACT FROM AUTHOR]

The purpose of the research was to examine the part a creative environment plays in creating the foundation for BPR efforts. A comparison between creative environments in US and Japanese companies was used to address the research question. The creative environment of each company was examined by looking at four categories of factors--people, process, output, and environment. These categories were used to organize and systematically analyze the data. In general, the researcher found that Japanese companies tend to adopt incremental business process improvement (BPI) rather than BPR. BPI is a way of life. Emphasis is placed on the 'group' rather than the individual. Since the group is emphasized, individual innovation and creativity is not generally nurtured by management. However, some Japanese companies are beginning to see the value of individual creativity. They are starting creativity training programmes for key employees. Nevertheless, it will take some time before a paradigm of individuality is generally accepted. Since US companies want to change quickly and radically to become more competitive, many are experimenting with BPR. However, a critical success factor of BPR is teamwork and cooperation. Although US companies have historically been very individualistic, teaming and nurturing is beginning to make its way into the culture of many organizations. Successful BPR hinges on changing to an environment conducive to change. Organizations that understand the importance of a change-oriented environment will have the best chance of success. It appears that US and Japanese companies are converging on similar paradigms of work. US companies are moving from "rugged" individualism to cooperation and teamwork. Japanese companies are moving from a group consensus paradigm to one that encourages individual creativity. Although US companies have a long way to go, it might be more difficult for Japanese companies. The culture in Japan is much more homogeneous. In addition, free flow of ideas has not been a part of the Japanese culture. Whether or not companies in the US embrace teamwork and individual creativity, the basic culture of the US has always been democratic and has encouraged free speech. [ABSTRACT FROM AUTHOR]

In 1992 Barnett Bank, one of the top 25 banks in the United States, embarked on a redesign of the direct consumer lending process. The redesign involved moving from 32 to two processing centres, and has reduced processing time from three to less than one day. This case study describes Barnett Bank's approach to BPR and managing the process of redesign itself. [ABSTRACT FROM AUTHOR]

Discusses the use of infixation and interposition in American English. Examples of infixed and interposed forms of words.