{'fraction_non_alphanumeric': 0.021739130434782608, 'fraction_numerical': 0.0, 'mean_word_length': 5.264, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Business process reengineering: examining some major roadblocks to increased self-control for the employee

This paper explores the meaning of the concept of self-control in the context of Business Process Reengineering (BPR). BPR is a radical approach that breaks with many conventional ideas from applied management and organization theory. The delegation of control and decision-authority is a key concept within BPR, and reengineering advocates argue that employees should control themselves. Self-controlled employees represents a radical shift from what could be considered as 'status quo', and it will certainly be a challenge to implement this. This paper examines some major roadblocks that might reduce the likelihood for self-control to be realized in the context of BPR.