Features
- Cover Type: Paperback with 272 pages
- Published by: Collins Business; Rev Upd edition December 23, 2003
- Written in: English
- ISBN 10 Number: 0060559535
- ISBN 13 Number: 978-0060559533
-
Book Dimensions:
7.9 x 5.4 x 0.7 inches
- Weighs: 7.8 ounces
From Publishers Weekly
Management consultants Hammer and Champy thoughtfully critique the management procedures of American business and offer a promising prescription in this invigorating study. "It is no longer necessary or desirable for companies to organize their work around Adam Smith's division of labor," they state, arguing that task-oriented jobs are becoming obsolete as changes in customer bases, competition and the rate of change itself alter the marketplace. Post-industrial companies must be "reengineered," which necessitates starting anew, going back to the beginning to invent a better way of accomplishing tasks. The process requires a leader with vision using information technologies, consulting closely with suppliers to reduce inventories, and empowering employees so that decision-making "becomes part of the work." Hammer and Champy acknowledge that reengineering can be difficult to launch and to sustain; yet they provide clear, specific guidelines and great case studies. Their superb book should have strong appeal to managers and general readers alike.
Copyright 1993 Reed Business Information, Inc.
--This text refers to an out of print or unavailable edition of this title.
Product Review
"An important book that describes the principles behind a new and systematic approach to structuring and managing work." --
-- Peter F. Drucker"May well be the best-written, most well-reasoned business book for the managerial masses since
In Search of Excellence." --
- John Byrne, Business Week
--This text refers to an out of print or unavailable edition of this title.
Reader Reviews
This review is from: Reengineering the Corporation: A Manifesto for Business Revolution (Paperback)
This book's subject is the popularized version of the business concept of management process design. Making that concept more accessible is a very useful contribution. The downside of this book is that many people have assumed that it teaches you everything you need to know to do management process design, or to reengineer key processes. That, alas, is not true. If you find the subject of process design or reengineering to be of interest, I suggest that you first read James Champy's excellent book, REEENGINEERING MANAGEMENT. That book is a good template for how to make any beneficial change in an organization, including reengineering. Then, if you want to get fired up to make major changes, use REENGINEERING THE CORPORATION as a way to create passion about the subject for yourself. But do remember, you may not even have all the processes you need, so reengineering is not the only answer. For example, what is the management process that your company uses to improve its stock market valuation? If you are like most, you do not even have an effective process for stock price enhancement. So be sure to see if you have processes where they will do you the most good.
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