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Explore the multifaceted steps needed for a successful reengineering process!

With The Aftermath of Reengineering: Downsizing and Corporate Performance, you will explore the effectiveness of business organizations after they have significantly changed how they do business. Reengineering is based on the concept of significantly altering existing business models and thinking by reinventing the way in which work is done. You will discover innovative reengineering strategies and solutions that have been utilized by many Fortune 500 firms in their efforts to become more focused with reinvigorated business activity.

Volatile business conditions have driven the use of reengineering and have led to drastic corporate downsizing where organizations are expected to do more with less. The Aftermath of Reengineering examines the positive and negative aspects of the demanding process of reengineering. Based on original research and existing literature on organizations that have used reengineering, The Aftermath of Reengineering will assist you with he following reengineering issues:
organizing layoffs that do not hinder the productivity or company loyalty of the employees who remain
creating internal changes to businesses in the form of structural realignments and downsizing
placing greater emphasis on quality levels in product
and service output
creating faster communication channels
hiring a more educated, skilled employee base
placing higher expectations on management
defining your company's necessary expenses
establishing critical business processes
determining your company's core competencies, and competitive advantage
setting profit growth targets The Aftermath of Reengineering covers many recent reengineering efforts made by large corporations in the United States such as Chase Manhattan Corp. Eastman Kodak, and IBM that have sought to pare down a large bureaucracy and steep overhead expenses. You will explore the effective and ineffective results of these efforts and discover the skills needed for successful reengineering to take place. The Aftermath of Reengineering will assist you in achieving a successful vision for your company's future which includes new workplace values, improved leadership, teamwork, and customer-driven success.

Tabla de contenidos provista por Syndetics

• Foreword(p. xi)
• Preface(p. xiii)
• Section I Introduction
• Chapter 1. Management and Reengineering(p. 3)
• Introduction(p. 3)
• Reengineering's Dark Side: Layoffs(p. 4)
• The Essence of Reengineering(p. 12)
• Management's Role(p. 14)
• Efficient Organizations(p. 14)
• Strategic and Societal Consequences(p. 15)
• Case Study(p. 18)
• Chapter 2. Reengineering's Consequences(p. 21)
• Introduction(p. 21)
• The Human Side of Reengineering(p. 22)
• New Rules in the Business Environment(p. 27)
• Case Study(p. 32)
• Section II Practical Outcomes
• Chapter 3. Urgency Theory(p. 37)
• Introduction(p. 37)
• Effective Reengineering(p. 39)
• Applying Urgency Theory(p. 40)
• Employee Performance(p. 51)
• Case Study(p. 52)
• Chapter 4. Customer Focus(p. 55)
• Introduction(p. 55)
• Customers and Reengineering(p. 56)
• Case Study(p. 65)
• Chapter 5. New Management Tools(p. 67)
• Introduction(p. 67)
• Business Process Reengineering(p. 67)
• Business Reengineering(p. 68)
• Balanced Scorecard(p. 70)
• Virtual Offices(p. 74)
• Outsourcing(p. 77)
• Technology(p. 78)
• Modularity(p. 82)
• Crisis/Risk Management(p. 83)
• Boards and Council Concept(p. 88)
• Business Agility(p. 89)
• Case Study(p. 89)
• Section III Strategic Developments
• Chapter 6. Organizational Communication(p. 95)
• Introduction(p. 95)
• Reengineering Goals(p. 96)
• Business Communication(p. 99)
• Effective Communication(p. 101)
• Business Meetings(p. 103)
• Business Research(p. 103)
• Empowerment(p. 104)
• Teams(p. 106)
• Case Study(p. 111)
• Chapter 7. Professional Development and Learning(p. 115)
• Introduction(p. 115)
• Effective Practices of Companies That Achieve Competitive Success(p. 116)
• Performance Measurement Systems(p. 119)
• Measurement(p. 120)
• Learning Organization(p. 123)
• Part-Time Employment(p. 126)
• Case Study(p. 127)
• Section IV Examination of Various Organizations and Reengineering
• Chapter 8. An Evaluation of Best Practices Resulting from Reengineering(p. 133)
• Introduction(p. 133)
• ATandT(p. 133)
• Restructuring the IBM Sales Force(p. 135)
• Hewlett-Packard and Reengineering(p. 138)
• Health Care and Reengineering(p. 140)
• Pennsylvania State Employees Credit Union(p. 143)
• Personal Restructuring(p. 143)
• Integration Management(p. 145)
• Conclusion(p. 146)
• Case Study(p. 147)
• Notes(p. 149)
• Index(p. 159)

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CHOICE Review

During the 1980s, organizational change became identified with various managerial theories. One of the most ubiquitous trends involved a process known as "reengineering," which typically featured layoffs, stringent cost controls, and greater labor intensity. The factors driving restructuring included global competition, technology, and financial markets. Carter (Wagner College) examines the theory and practice of reengineering. By mixing case studies with different elements of organizational behavior, the author explains both the conceptual and pragmatic dimensions of change. He points out, for example, that reengineering often results in lower productivity and increased costs because of its deleterious impacts on human resources, particularly middle management. More positively, reengineering can lead to better customer service, greater employee effort, and the development of new managerial tools. Among the more important of those developments are improved organizational communication, an emphasis on training and learning, employee empowerment through teamwork, and the emergence of a common set of "best practices." Carter concludes that the volatile business environment will continue to force managers to monitor their competitive position and respond to external conditions. Overall, the book sets out a general description of the processes and problems associated with reengineering and offers a good overview for general readers, undergraduate students, and practitioners. R. L. Hogler; Colorado State University

Notas de autor provistas por Syndetics

Tony Carter, MBA, JD is Associate Professor and Chair of the Business Administration and Professional programs at Wagner College in Staten Island, New York, where he is also on the faculty of the Executive MBA Program. In addition, he is Adjunct Professor of Marketing at the Graduate School of Business of Columbia University.