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Making re-engineering happen

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Published by Financial Times, Pitman in London .
Written in English

Subjects:

Places:

  • Great Britain.

Subjects:

  • Reengineering (Management),
  • Reengineering (Management) -- Great Britain.

Book details:

Edition Notes

Includes bibliographical references and index.

StatementEddie Obeng & Stuart Crainer.
ContributionsCrainer, Stuart.
Classifications
LC ClassificationsHD58.87 .O24 1994
The Physical Object
Paginationxiv, 207 p. :
Number of Pages207
ID Numbers
Open LibraryOL1176355M
ISBN 100273604244
LC Control Number94161589
OCLC/WorldCa31453863

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New Rules for the New World Even if you have read every book on the shelf, and taken the best available advice from inside your organisation and from consultants, and put in place a painstakingly crafted plan for implementing strategic change, and motivated your colleagues and staff behind the plan the chances are that it will all go horribly : Eddie Obeng. Buy Making Re Engineering Happen: What's Wrong With The Organization Anyway? Businessbacks (Financial Times Series) New Ed by Obeng, Eddie, Crainer, Stuart (ISBN: ) from Amazon's Book Store. Everyday low . COVID Resources. Reliable information about the coronavirus (COVID) is available from the World Health Organization (current situation, international travel).Numerous and frequently-updated resource results are available from this ’s WebJunction has pulled together information and resources to assist library staff as they consider how to handle .   The most successful business book of the last decade, Reengineering the Corporation is the pioneering work on the most important topic in business today: achieving dramatic performance improvements. This book leads readers through the radical redesign of a company's processes, organization, and culture to achieve a quantum leap in performance/5.

Several books and articles are available on the topic of business reengineering. They include T. H. Davenport and J. E. Short, ‘The New Industrial Engineering: Information Technology and Business Process Redesign’, Sloan Management Review 31 (4) (Summer ), pp 11–20 Google ScholarAuthor: Terry Hill. Making Re-Engineering Happen may not be the book the publishers thought that they were going to get when they commissioned it. Another in the Financial Times series, this one is quite different. The first half of the book is a novel about a poor mug who has been put in charge of re-engineering his company. Stuart Crainer, (born in the s) is a British management journalist and business theorist, adjunct professor at IE Business School. He is known for his work on the history and state of the art of management theory. Crainer started in the s as columnist for The Times and worked as business journalist, editor and ghost writer. The Practical Guide to Business Process Reengineering Using IDEFO Clarence G, Feldmann Foreword by John V. Tieso Dorset House Publishing File Size: 1MB.

The process re-engineering does not reach employees and it does not impact the organisation’s real behaviour. There is an alternative way by using a process re-engineering tool that both contribute to a strong business process, make process re-engineering happen and to ensure a strong sense of ownership in the organisation. Reengineering is a term used to describe the change of processes with the aim to boost the performance of a business. According to the definition of Hammer and Champy (), "reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as . A business process or business method is a collection of related, structured activities or tasks by people or equipment in which a specific sequence produces a service or product (serves a particular business goal) for a particular customer or customers. Business processes occur at all organizational levels and may or may not be visible to the customers. Decision making falls to the workers, not the managers. When a business process is reengineered, the responsibility for making decisions often becomes an integral part of the process itself rather than being separated. The advantages of this are: • Fewer delays. • Lowering of overheads and fixed costs. • Better response to customers.