Read complete books and articles on: Reengineering (Management)

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12 of the Best Books and Articles on: Reengineering (Management)

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1.

The New Corporate Cultures: Revitalizing the Workplace after Downsizing, Mergers, and Reengineering » Read Now
by Terrence E. Deal, Allan A. Kennedy. 312 pgs.

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Fifteen years after publishing Corporate Cultures, Deal and Kennedy discuss the negative affects of recent economic forces (globalization and technology) and management trends (downsizing, outsourcing, short-termism, and mergers). They show managers how to exercise cultural leadership by finding...
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Fifteen years after publishing Corporate Cultures, Deal and Kennedy discuss the negative affects of recent economic forces (globalization and technology) and management trends (downsizing, outsourcing, short-termism, and mergers). They show managers how to exercise cultural leadership by finding common ground among corporate subcultures, and call for corporations to institute performance measurement systems that emphasize long-term goals.
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2.

The Human Cost of a Management Failure: Organizational Downsizing at General Hospital (Chap. 1 "Downsizing, Restructuring, and Reengineering: An Overview") » Read Now
by Seth Allcorn, Howell S. Baum, Michael A. Diamond, Howard F. Stein. 284 pgs.

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This book presents a unique, in-depth examination of the effects that the popular approaches to management organizational change - downsizing, restructuring, and reengineering - had on a major American hospital. The Human Cost of a Management Failure shows what can happen when management insists on...
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This book presents a unique, in-depth examination of the effects that the popular approaches to management organizational change - downsizing, restructuring, and reengineering - had on a major American hospital. The Human Cost of a Management Failure shows what can happen when management insists on accomplishing its ends strictly by the numbers. The authors ask why top management so often, and with seemingly such a cavalier attitude, selects downsizing and similar methods when research indicates that they are all too often such poor choices. Based on a year-long longitudinal study, Allcorn, Baum, Diamond, and Stein report on their interviews with 23 senior and mid-level hospital administrators, then interpret their findings from a psychoanalytic perspective, to make clear that the human side of the workplace can only be ignored at great risk. This is essential reading not only for corporate management, but also for other professionals and academics throughout the social and behavioral sciences. Readers of The Human Cost of a Management Failure are oriented to the literature on downsizing, restructuring, and reengineering, and to the context of the study. Case material follows, enabling readers to draw their own conclusions with regard to the nature of the organizational change and its effects upon the hospital's employees, and consultants offer their own viewpoints. An update of events at the hospital after the study was conducted is provided along with summaries by each author of his own interpretation and how he interprets the others' views. In this way, readers will get an unusual opportunity to evaluate their own viewpoints against those of the psychoanalytically trainedresearchers, and to decide for themselves whether there are, in fact; better ways to make an organization economically competitive in the marketplace.
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3.

Reengineering: The Missing Links, in Human Resource Planning » Read Now
by Russell L. Leonard Jr. 8 pgs.

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...original work entitled, Reengineering Management (Champy, 1995). This...1995). As a result of reengineering, layers of management may be eliminated. The...23-26. Champy...
4.

Reengineering: Clarifying the Confusion, in SAM Advanced Management Journal » Read Now
by F. B. Green, Victor B. Wayhan. 3 pgs.

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5.

Information Management: The Organizational Dimension (Chap. 4 "Business Process Reengineering: A Phenomenon of Organization") » Read Now
by Michael J. Earl. 518 pgs.

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This volume is a sequel to Information Management: The Strategic Dimension (OUP 1988), a book which was well received by managers and academics alike. In the last decade, the pervasiveness of information technology (IT) has brought about far-reaching changes in how many managers and specialists work...
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This volume is a sequel to Information Management: The Strategic Dimension (OUP 1988), a book which was well received by managers and academics alike. In the last decade, the pervasiveness of information technology (IT) has brought about far-reaching changes in how many managers and specialists work and, indeed, in how we conceptualize the organization. The correspondence between new organizational terminology and the language of IT demonstrates this -- networked, virtual and knowledge-based organizations, inter-organizational alliances, distributed organizations and groupware all being examples. For some, IT represents a solution to many organizational and operational problems (including the advocates of Business Process Re-engineering) and the most likely way to improve business performance and gain competitive advantage. At the same time, for many managers and organizations the reality is that the risks, costs, false trails and difficulties seem to outweigh any immediate tangible advantage. The purpose of this book is to take an informed, dispassionate and constructive look at the challenges of IT and to offer insight, analysis and guidance on the ever changing IT environment, focusing in particular on managerial and organizational issues. These include centralization versus decentralization, relations between users and specialists, managing the IS function, outsourcing versus internal capabilities, project management and systems implementation, and an assessment of Business Process Re-engineering at both the conceptual and empirical level. Section 1 looks at some of the organizational horizons made possible by information technology; the next section tackles some of the challenges that face organizations who want to exploit IT in innovative and strategic ways. Section 3 examines some of the eternal questions of how to organize the IS function. In Section Four the contributors look at various aspects of project management and systems implementation. The next section examines some contemporary management questions on the agendas of Chief Information officers and their IS departments. Michael Earl's postscript integrates the volume through the framework of 'organizational fit'. The book provides an authoritative overview and helpful diagnostics of current information management challenges by some of the leading information systems researchers in Europe and the USA. The volume will be essential reading for management students, consultants, and senior IT professionals. Hardback Sales Details Published: 28.03.96 First year sales: Total: 650, UK: 264, USA: 177, EUR: 76, JAP/Branch: 88, Other: 45 Life sales: 894
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6.

Determinants of Business Process Reengineering Success in Small and Large Enterprises: An Empirical Study in the Canadian Context, in Journal of Small Business Management » Read Now
by Louis Raymond, Francois Bergeron, Suzanne Rivard. 14 pgs.

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...Champy, J. (1995). Reengineering Management. New York: Harper...Contributing to Reengineering Risks," Journal of Management Information Systems...Business Process...
7.

Reengineering HR through Information Technology, in Human Resource Planning » Read Now
by Arthur Yeung. 14 pgs.

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8.

Managing Corporate Culture, Innovation and Intrapreneurship (Chap. 5 "Reengineering Organizational and Venturing Processes") » Read Now
by Howard W. Oden. 279 pgs.

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To succeed in the global marketplace for new goods and services, American corporations must learn how to innovate and develop new businesses better and faster than their competition. To do this requires a special culture--one that is much different from the traditional culture of American business...
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To succeed in the global marketplace for new goods and services, American corporations must learn how to innovate and develop new businesses better and faster than their competition. To do this requires a special culture--one that is much different from the traditional culture of American business. Oden's unique book looks for the first time at the relationships among these elements--innovation, intrapreneurship, and corporate culture--and points out how these three elements can be integrated to achieve the maximum advantage in global competition. A concise but comprehensive, readable text and resource for corporate management, professionals involved in product development, and teachers and students with special interest in organizational development, innovation, and intrapreneurship.
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9.

Strategic Reengineering: An Internal Industry Analysis Framework, in SAM Advanced Management Journal » Read Now
by Kenneth D. Pritsker. 12 pgs.

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...of coordinating management functions. Strategic reengineering provides a framework...nature of strategic reengineering, the management techniques and the...guide strategic...
10.

Competing by Design: The Power of Organizational Architecture ("Reengineering: The Revolution That Wasn't" begins on p. 156) » Read Now
by David A. Nadler, Michael L. Tushman, Mark B. Nadler. 240 pgs.

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If the defining goal of modern-day business can be isolated to just one item, it would be the search for competitive advantage. And, as everyone in business knows, it's a lot harder than it used to be. On the one hand, competition is more intense than ever--technological innovation, consumer...
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If the defining goal of modern-day business can be isolated to just one item, it would be the search for competitive advantage. And, as everyone in business knows, it's a lot harder than it used to be. On the one hand, competition is more intense than ever--technological innovation, consumer expectations, government deregulation, all combine to create more opportunities for new competitors to change the basic rules of the game. On the other hand, most of the old reliable sources of competitive advantage are drying up: the hallowed strategies employed by GM, IBM, and AT&T to maintain their seemingly unassailable positions of dominance in the 1960s and 70s are as obsolete as the calvary charge. So in this volatile, unstable environment, where can competitive advantage be found? As David Nadler and Michael Tushman show, the last remaining source of truly sustainable competitive advantage lies in "organizational capabilities": the unique ways each organization structures its work and motivates its people to achieve clearly articulated strategic objectives. For too long, too many managers have thought about "organization" merely in terms of rearranging the boxes and lines on an organizational chart--but as Competing by Design clearly illustrates, organizational strength is found far beyond one-dimensional diagrams. Managers must, argue Nadler and Tushman, understand the concepts and learn the skills involved in designing their organization to exploit their inherent strengths. All the reengineering, restructuring, and downsizing in the world will merely destabilize a company if the change doesn't address the fundamental patterns of performance--and if the change doesn't recognize the unique core competencies of that company. In this landmark volume, the authors draw upon specific cases to illustrate the design process in practice as they provide a set of powerful, yet simple tools, for using strategic organization design to gain competitive advantage. They present a design process, explore key decisions managers face, and list the guiding principles for incorporating the design function as a continuing and integral process in organizations that are looking to the future. In 1918, Henry Ford's Dearborn assembly plant was the model of the new assembly-line technology. Today, the assembly plant is an aging relic, but, incredibly, the organizational architecture it spawned lives on in steep hierarchies, centralized bureaucracies, and narrowly defined jobs. As companies are coming to realize they can't compete successfully in the 21st century with organizations based on 19th century ideas, Competing by Design shows clearly and persuasively why--and, most importantly how--to harness the power of organizational architecture to unleash the competitive strengths embedded in each organization.
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11.

Fad Surfing in the Boardroom: Managing in the Age of Instant Answers (Chap. 15 "Reengineering and the Labors of Hercules: There's More Than One Way to Leap to Breakthrough Results") » Read Now
by Eileen C. Shapiro. 254 pgs.

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Fad Surfing in the Boardroom has been hailed by critics whose only regret is that (Shapiro) didn't write ten years ago....Eileen Shapiro doesn't miss a trick....(The Fad Surfer's Dictionary) is hard to resist.
12.

Management Gurus and Management Fashions: A Dramatistic Inquiry (Chap. 4 "Michael Hammer, James Champy and the Reengineering Movement") » Read Now
by Brad Jackson. 208 pgs.

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Why do just a few management ideas become hugely popular, while many others remain virtually ignored? What distinguishes a management guru from just another consultant? Why are we such dedicated followers of management fashion?
Since the 1980s, popular management thinkers, or management gurus, have...
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Why do just a few management ideas become hugely popular, while many others remain virtually ignored? What distinguishes a management guru from just another consultant? Why are we such dedicated followers of management fashion?
Since the 1980s, popular management thinkers, or management gurus, have promoted a number of performance improvement programs or management fashions that have greatly influenced both the everyday conduct of organizational life and the preoccupations of academic researchers. This book provides a rhetorical critique of the management guru and management fashion phenomenon with a view to building on the important theoretical progress that has recently been made by a small, but growing, band of management researchers.
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