Analysis Of The Book ' Reengineering The Corporation '

1230 WordsSep 28, 20155 Pages
REVIEW OF THE BOOK ‘REENGINEERING THE CORPORATION’ ‘Reengineering the Corporation’ is a book by Michael Hammer and James Champy that seeks to address the shortcomings of the various cultures and organizations in the business sector. The authors also give suggestions of how such cultures and processes can be discarded and better business processes adopted. According to them, this would be the only way to achieve the best performance and development in society as a whole. The book is divided into four major sections which include: A brief presentation of the authors’ arguments about reengineering in business, characteristics of a reengineered corporation, analysis of the past corporative that successfully employed the reengineering concept…show more content…
In this case, the work to be done dictates the shape and size of the team members and not preferences of managers. In addition, a reengineered corporate will focus on removing boundaries set by departmental structures which only recognize individual achievement at the expense of team members who worked towards the success. Besides, the corporate will seek consensus from team members instead of the manager’s preferences. This thereby eliminates monopoly of reasoning and instead nurtures innovation and motivation among workers.Executives in leading offices ensure members are committed to the process by posing critical questions like: 1) Where are we? 2) What have we done to improve our current status? 3) What should be done to maintain or improve our future status? Such questions will get workers committed to their targets and most importantly, open up to what they think is best for the company or business. Hammer and Champy also state that reengineering triggers workers not to just repeat one activity every single thing but rather focus on the end result. By doing so, they can expand their creativity , adopt a variety of means that will result to the best general result at the end of the process and learn through exchange of ideas with other teammates. Such corporates therefore measure and reward performance based on value added as opposed to immediate activity. This ensures fairness in rank
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