Catalogue


The aftermath of reengineering : downsizing and corporate performance /
Tony Carter..
imprint
New York : Haworth Press, c1999.
description
xiv, 165 p. : ill. ; 23 cm.
ISBN
0789007207 (hardcover : alk. paper)
format(s)
Book
Holdings
More Details
imprint
New York : Haworth Press, c1999.
isbn
0789007207 (hardcover : alk. paper)
catalogue key
4200556
 
Includes bibliographical references (p. 149-157) and index.
A Look Inside
About the Author
Author Affiliation
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.
Full Text Reviews
Appeared in Choice on 2000-09-01:
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
Reviews
This item was reviewed in:
Choice, September 2000
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Summaries
Unpaid Annotation
Reveals reengineering strategies and solutions used by many Fortune 500 firms. Examines positive and negative aspects of reengineering, and looks at recent reengineering efforts made by large corporations in the US such as Chase Manhattan Corp., Eastman Kodak, and IBM, that have sought to pare down a large bureaucracy and steep overhead expenses. Subjects discussed include layoffs, hiring, and communication.
Main Description
The Aftermath of Reengineering is a thorough examination of the results of corporate America's downsizing. It covers many of the recent reengineering efforts made by large corporations in the United States such as Chase Manhattan Corp. Eastman Kodak, and IBM in an effort to pare down a large bureaucracy and steep overhead expenses. This book explores the effective and less-than-effective results of these efforts and points out the skills needed for successful reengineering to take place. Here you'll discover managerial techniques that will allow you to work more effectively with a streamlined employee pool and learn about the increased job stress and the decreased company morale that employees face when doing more work with fewer coworkers. 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.
Main Description
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.
Table of Contents
Forewordp. xi
Prefacep. xiii
Introduction
Management and Reengineeringp. 3
Introductionp. 3
Reengineering's Dark Side: Layoffsp. 4
The Essence of Reengineeringp. 12
Management's Rolep. 14
Efficient Organizationsp. 14
Strategic and Societal Consequencesp. 15
Case Studyp. 18
Reengineering's Consequencesp. 21
Introductionp. 21
The Human Side of Reengineeringp. 22
New Rules in the Business Environmentp. 27
Case Studyp. 32
Practical Outcomes
Urgency Theoryp. 37
Introductionp. 37
Effective Reengineeringp. 39
Applying Urgency Theoryp. 40
Employee Performancep. 51
Case Studyp. 52
Customer Focusp. 55
Introductionp. 55
Customers and Reengineeringp. 56
Case Studyp. 65
New Management Toolsp. 67
Introductionp. 67
Business Process Reengineeringp. 67
Business Reengineeringp. 68
Balanced Scorecardp. 70
Virtual Officesp. 74
Outsourcingp. 77
Technologyp. 78
Modularityp. 82
Crisis/Risk Managementp. 83
Boards and Council Conceptp. 88
Business Agilityp. 89
Case Studyp. 89
Strategic Developments
Organizational Communicationp. 95
Introductionp. 95
Reengineering Goalsp. 96
Business Communicationp. 99
Effective Communicationp. 101
Business Meetingsp. 103
Business Researchp. 103
Empowermentp. 104
Teamsp. 106
Case Studyp. 111
Professional Development and Learningp. 115
Introductionp. 115
Effective Practices of Companies That Achieve Competitive Successp. 116
Performance Measurement Systemsp. 119
Measurementp. 120
Learning Organizationp. 123
Part-Time Employmentp. 126
Case Studyp. 127
Examination of Various Organizations and Reengineering
An Evaluation of Best Practices Resulting from Reengineeringp. 133
Introductionp. 133
ATandTp. 133
Restructuring the IBM Sales Forcep. 135
Hewlett-Packard and Reengineeringp. 138
Health Care and Reengineeringp. 140
Pennsylvania State Employees Credit Unionp. 143
Personal Restructuringp. 143
Integration Managementp. 145
Conclusionp. 146
Case Studyp. 147
Notesp. 149
Indexp. 159
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