As
a large organization, with the number of employees more than 30
thousand people, the Directorate General of Taxation is a portrait of a
public agency which is quite successful in reforming the bureaucratic
field is the field of taxation. In 2012 the Director General of Taxation undertaking to collect tax revenue over 1000 trillion rupiahs.
Along
with the development of information technology and business development
of the party as the agency's major stakeholder, then since 2002 has
implemented the reform, transformation, reorganization or apaun real
name is a business process reengineering or business process
reengineering. The
need for action is done because the old operating system is no longer
operational support that will achieve the best performance. To
the old system that needs to be replaced with new ones, a radical
change of course will see many challenges when first rolled out.
Walter Hamscher (1994) in an article titled AI in Business Process Reengineering mention that business process reengineering is a general term that includes a variety of perspectives how to change the organization. There are two important things that enable business process reengineering. The first is the role of information technology and the second is everything that supports the change process itself.In his book, Managing Information Technology, based Leavitt diamond Brown et.al, says there are four fundamental components of an organization that should be harmonized in order to be an effective organization.
The first is human, information technology, business processes and organizational structure. Changes in one component will affect the other three components. Example, the use of certain software or applications will require employees to be trained or retrained, and changing the way work is accompanied by a redesign of responsibility operating procedures, and reporting relationships should be modified again. In principle, every time I made a change in the characteristics of one or more of the components of the organization, should be considered also compensating changes in the other components.
Observing the four components, and from where DGT started? Whether of human, organizational structure, information technology, or business processes? Based on the data, that change begins with the establishment of Large Taxpayers Office in 2002, accompanied by the application of Information openness related to taxpayer services related to taxes and the establishment of a good data base, changes in organizational structure based on function, and redesign business processes, then the Directorate General of Taxation indeed do this business reengineering poses with simultaneous 4 fundamental components of the organization, although in a more narrow scope first.
Over time, to maintain the momentum of reform, change management needs to be done. Because based on the research of some experts, the tendency to return to the organization's members original balance or equilibrium prior to the re-engineering of business processes will be carried out. Questions such as how important this reform, what is the benefit to us and others that inhibit reform will emerge. Reengineering is a complex project involving many factors. To achieve success, it is essential that changes need to be managed and that more attention needs to be done to the contextual factors that support higher management and technological competence (Grover et al (1995)).
Public attention to cases affecting employees DGT should be a concern that the potential failure of business process reengineering can occur. The potential may occur at the level of problems such as lack of management support, leadership or senior management in implementing business process reengineering, the problems on the mastery of technological competencies such as limited knowledge of IT employees, scoupe problems in formulation and identification of problems, problems in the planning and execution such as lack of understanding of the vision, issues such as resistance to change management, commitment to new values that are formulated, where work culture needs to be changed, and the rigidity of the hierarchical structure.
Hence the radical changes that have been decided to be done by the Directorate General of Taxation must proceed by considering a variety of factors for success and failure is anticipated, due to a change had to be done or if it will not only be a great agency in the number of members of the organization but does not provide work best for the stakeholders.
Walter Hamscher (1994) in an article titled AI in Business Process Reengineering mention that business process reengineering is a general term that includes a variety of perspectives how to change the organization. There are two important things that enable business process reengineering. The first is the role of information technology and the second is everything that supports the change process itself.In his book, Managing Information Technology, based Leavitt diamond Brown et.al, says there are four fundamental components of an organization that should be harmonized in order to be an effective organization.
The first is human, information technology, business processes and organizational structure. Changes in one component will affect the other three components. Example, the use of certain software or applications will require employees to be trained or retrained, and changing the way work is accompanied by a redesign of responsibility operating procedures, and reporting relationships should be modified again. In principle, every time I made a change in the characteristics of one or more of the components of the organization, should be considered also compensating changes in the other components.
Observing the four components, and from where DGT started? Whether of human, organizational structure, information technology, or business processes? Based on the data, that change begins with the establishment of Large Taxpayers Office in 2002, accompanied by the application of Information openness related to taxpayer services related to taxes and the establishment of a good data base, changes in organizational structure based on function, and redesign business processes, then the Directorate General of Taxation indeed do this business reengineering poses with simultaneous 4 fundamental components of the organization, although in a more narrow scope first.
Over time, to maintain the momentum of reform, change management needs to be done. Because based on the research of some experts, the tendency to return to the organization's members original balance or equilibrium prior to the re-engineering of business processes will be carried out. Questions such as how important this reform, what is the benefit to us and others that inhibit reform will emerge. Reengineering is a complex project involving many factors. To achieve success, it is essential that changes need to be managed and that more attention needs to be done to the contextual factors that support higher management and technological competence (Grover et al (1995)).
Public attention to cases affecting employees DGT should be a concern that the potential failure of business process reengineering can occur. The potential may occur at the level of problems such as lack of management support, leadership or senior management in implementing business process reengineering, the problems on the mastery of technological competencies such as limited knowledge of IT employees, scoupe problems in formulation and identification of problems, problems in the planning and execution such as lack of understanding of the vision, issues such as resistance to change management, commitment to new values that are formulated, where work culture needs to be changed, and the rigidity of the hierarchical structure.
Hence the radical changes that have been decided to be done by the Directorate General of Taxation must proceed by considering a variety of factors for success and failure is anticipated, due to a change had to be done or if it will not only be a great agency in the number of members of the organization but does not provide work best for the stakeholders.
Written by
Ken Suryo Purnomo
Ken Suryo Purnomo
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