The New York Times bestseller Reengineering the Corporation (named one of the best business books of the year by Business Week) introduced a revolutionary new concept to the business world. Now the coauthor of that book takes the concept to the next level and provides executives with a new management model that will further the dramatic changes in their reengineered companies.
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Thanks to James Champy and Michael Hammer, reengineering will remembered as the business buzzword of the 1990s. In Reengineering the Corporation, they showed how companies could dramatically improve performance by delegating responsibility and authority throughout the enterprise--to the sales clerk, the shipping manager, the customer-service representative. And, indeed, most companies that took up the banner of reengineering saw dramatic improvements. But not to the degree that Champy thought possible. Unfortunately, management, which made reengineering possible in the first place, was the same group that was limiting its potential. Champy writes:
Anything less than a fundamental revolution in actual management practice, we discovered, is like a communist regime introducing free enterprise into a controlled economy while trying to hold on to power. It can be done for a while, but no one supposes that such an arrangement can last. Something's gotta give, and history shows that it's not going to be free enterprise. It has to be management. If management doesn't change, reengineering will be stopped in its tracks.In Reengineering Management, Champy discusses the challenges managers face in trying to function in the reengineered workplace. At the heart of the manager's dilemma is the loss of authority and control, which in the new workplace must be delegated. Champy looks at how managers from a wide range of companies, including Federal Express, Frito-Lay, and AT&T, have stepped "out of the boxes on the organizational chart" and wrestled with the hard issues of leadership, values, and culture while at the same time dealing with a marketplace whose only constant is change itself. Wise, well written, and articulate, Reengineering Management is required reading for any manager looking to engineer a revolution of his or her own. --Harry. C. Edwards From the Publisher:
James Champy, co-author of the book that spawned a reengineering of the workplace in companies across the world, is about to publish his second book -- one intended to ignite yet another revolution in their executive suites.
In Reengineering Management: The Mandate for New Leadership, Champy examines the far-reaching changes managers must make for themselves and their companies to succeed in an era of unprecedented competition. Through his extensive consulting and research work, he shows how reengineering succeeds only when managers reinvent their own jobs and managerial styles. Otherwise, the ultra-efficient and effective reengineered processes for acquiring and serving customers, filling orders, bringing new concepts to market and other key business activities eventually fall apart.
Champy and Michael Hammer wrote the international bestseller, Reengineering the Corporation: A Manifesto for Business Revolution , published by HarperBusiness in May 1993. Translated into 14 languages, the book has sold nearly 2 million copies in hardcover and paperback, making it the biggest business book since In Search of Excellence.
For the last two years, the majority of organizations -- large and small -- have embraced the concepts of reengineering, several independent studies have found. In fact, proficiency at reengineering is now increasingly separating the leaders from the laggards in industry after industry. However, despite a growing number of success stories, most companies have found reengineering very difficult to implement.
In Reengineering Management, Champy shows how the successful manager of the future will be adept at dealing with four fundamental issues: The purpose of the business; its processes for both accomplishing and managing work; the kinds of people the organization needs to work in reengineered processes; and the culture, which determines whether the corporate atmosphere is conducive to change and ultimately determines behavior.
Champy illustrates this new management agenda through first-hand experiences of managers of reengineered operations at Federal Express, Wisconsin Electric, CIGNA Health Care, Hewlett-Packard, AT&T Universal Card Services and other companies. Champy shows how they are mastering the managerial challenges of reengineering, and as a result are making their organizations exciting and competitive. As more and more organizations reengineer, the experiences of these managers will become an insiders' guide to managerial life in the company of the future.
Reengineering Management picks up where Reengineering the Corporation left off -- by exploring the managerial implications of the reengineered workplace. As reengineering becomes critical to all organizations, Reengineering Management will be the road map for managerial success in the future. It is, indeed, the manifesto for the next managerial revolution.
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Book Description Harper Business/Harper-coll 1995-01-01, 1995. Paperback. Book Condition: New. First Thus. 0006383467 We guarantee all of our items - customer service and satisfaction are our top priorities. Please allow 4 - 14 business days for Standard shipping, within the US. Bookseller Inventory # TM-0006383467
Book Description Harper Business/Harper-coll, 1995. Paperback. Book Condition: New. book. Bookseller Inventory # 6383467
Book Description Harper Business/Harper-coll, 1995. Paperback. Book Condition: New. book. Bookseller Inventory # 0006383467