Analysis Of The Book ' Reengineering The Business World '

Thus, if employees are treated in a Theory X manner, they will become lazy. If they

The first business principle that I chose, was principle #2 “Decide who you serve”. In this principle we focus primarily on who we will be serving, (Fisher, 2008).. These individuals are now known as our target group. By having a target group we may focus our care on their needs. I chose this

The second principle is Come out from Behind Yourself into the Conversation and Make it Real (p.67). While many fear "real," it is the unreal conversation that should scare us to death. Unreal conversations are expensive, for the individual and the organization. No one has to change but everyone has to have the conversations. When the conversation is real, the change occurs before the conversation is over. You are able to accomplish your goals in large part by making every conversation you have as real as possible (p. 64). It's important to take yourself seriously and take your life personally.

Iridescent is a showing of luminous colors that seem to change when seen from different angles. The novel Fifth Business has many angles in which one can approach it. One of these is Marxism, the origins of Marxism come from Karl Marx who was a philosopher that created a definition of what is a perfect socialist society. This perfection would make both the bourgeoisie and the proletariat equal, this is not the case in Robertson Davies novel Fifth Business. Percy is a character in which is all that Marx views oppose. Elements of Marx ideology can be interpreted and used to foreshadow the fate of Percy Boyd Staunton. Percy’s first encounter with these elements will shape his life

Hammer and Champy provide a case based on the re-engineering of Ford Motor's "Account's Payable" department.  Which of the following ideas best describes how Re-engineering helped reduce cost and effort in dealing with the problem?

Chapter one in the book Constructing a life Philosophy shows a variety of opinions on life philosophies. From what I understood from reading all four of the views was that they believe it wise for people to be flexible in the way we live our lives. I would like to discuss further what each of them had to say.

Reengineering differs from reorganizing, downsizing and other concepts of organizational restructuring because reengineering includes much more than reorganizing, downsizing and other named concepts of organizational restructuring. Reengineering is defined as "the systematic redesign of a business's core processes, starting with desired outcomes and establishing the most efficient possible processes to achieve the outcomes."

Organized Change Consultancy. (2010). Re-engineering and TQM: Approaches to Organizational Change . Available: http://www.organizedchange.com/village.htm. Last accessed 2nd January 2014.

The key to implementing effective organizational modifications is capturing a completed understanding. This understanding can be obtained by reading relevant industry journals, interviewing and hiring industry experts, or assessing similar operations benchmarking documentation ( ). After completing the external assessment form on behalf of Aristocrat Technologies, numerous areas conclusions were made.

As the new CIO of Volkswagen of America (VWoA), Dr. Uwe Matulovic brings an impressive resume that includes ample experience in aligning business process management (BPM), business process re-engineering (BPR) and the insights necessary to create the Business Process Technology Organization (BPTO). As the IT projects within VWoA have lacked governance and are facing a severe budget shortfall of $150M, Dr. Matulovic has a formidable challenge. He must first align all existing IT projects to strategic initiatives, which is the essence of effective IT governance (Huang, Zmud, Price, 2010) and then he must define processes to stabilize these strategies yet ensure integration still occurs at the process and system level (Korac-Kakabadse, Kakabadse, 2001). All of these factors need to be taken into account as VWoA is evaluating up to 22 new models with will have an exponential, nearly chaotic impact on their existing IT systems and their ability to respond. Further, the VWoA business has continued to suffer from a lack of unified focus of IT spending to overall strategic initiatives. This lack of governance has created a process of defining IT priorities more defined by the persuasive ability of managers, their ability to build compelling Return on Investment (ROI) arguments, and

You might be thinking that this sounds pretty good. After all, being more efficient is a good thing. Controlled, consistent and measurable outcomes also sound good. So, what 's the problem? It turns out that over-rationalizing a process in this manner can cause irrationality. Which means that a rationalized system may result in events or outcomes that were neither anticipated or desired, and in fact, may not be so good. For example, McDonald 's chain of restaurants. Fast food often turns out to be just the opposite and you have to deal with long waits in lines. Fast food is not necessarily good food either, in fact, McDonald 's food is extremely unhealthy and the taste is average. McDonalds also has issues pertaining to the way their food is made, and also the amount of trash that accumulates from their process.

Therefore, people like to have a system that has already been used and that they know works. However, this method is usually the only option offered in a society following the McDonaldization theory, therefore, efficiency becomes a rationalization. An example of this is a typical salad bar at a restaurant. Instead of expecting a plate of salad from the chef, you are expected to go up to the salad bar and serve yourself. This ends up with customers doing most of the work and in addition, customers usually pay more for this, which is a sense of inefficient efficiency on the customers part. The second dimension to its success is calculability, which allows all things such as products sold, cost, and services to be calculated, counted, and quantified. In McDonaldized systems, quantity has become equivalent to quality (Ritzer, p. 12), and therefore, this illusion leads to an erroneous conclusion that more of a product is better. The last dimension, control, is using a theory where the less humans you have working, the chances of causing errors are significantly reduced. Technology that increases control over workers helps McDonaldized systems assure customers that their products and service will be consistent. (Ritzer, p. 15) Still, the less humans working also means that there is greater control over the productions since it would be mainly non-human technology doing work.

The next principle is pull. This is the “first visible effect of converting from departments and batches to product teams and flow” in which the amount of time that was needed for a product that would ordinarily take years to design. (Womack and Jones, 1996) With the concept of pull, customers are only delivered what they want, when it is asked for, instead of pushing the products at the customers and hoping for the best as they had previously done. By this logic, “no one upstream should produce a good or service until the customer downstream asks for it.” (Womack and Jones, 1996)

In the book Reengineering the Corporation: A Manifesto for Business Revolution, Michael Hammer and James Champy discuss a concept that he originated known as “reengineering”. The process of reengineering involves coming up with new ideas, specifically processes, which are technologically advanced and extremely effective in completing corporate work. Companies must think ahead so that they will not only succeed today, but also set the rules for future business. A critical part of reengineering involves ignoring the current procedures and structures that have been set by a company and replacing them with more efficient processes. In creating these new processes, companies must focus on the needs and wants of consumers. This will ensure customer satisfaction, which is a key part of maintaining a competitive advantage in today’s world.

5) Reengineering Automotive Development: To stay competitive and decrease the turnaround time of the development