The Reengineering Revolution reviews the significance of the Business Process Reengineering trend for management practice since the early 1990's.
Combining empirical and theoretical perspectives, David Knights and Hugh Willmott show how both term and practice shaped the recent widely adopted policies of 'downsizing', restructuring and emphasis on 'process' rather than task.
Well-known contributors analyze the impact of Business Process Reengineering in a number of settings: supermarkets and the food chain; the public sector; banks.
The theoretical history of Business Process Reengineering is also detailed in relation to ideas about bureaucracy, hierarchy, transformation
|Edition description:||First Edition|
|Product dimensions:||6.14(w) x 9.21(h) x 0.50(d)|
Table of Contents
The Reengineering Revolution? - David Knights and Hugh Willmott An Introduction Now Where Were We? - Keith Grint and Peter Case BPR Lotus-Eaters and Corporate Amnesia Dedicated Followers of Fashion - Matthew Jones and Richard Thwaites BPR and the Public Sector
'Such Stuff as Dreams Are Made of' - Darren Mc Cabe and David Knights BPR Up against the Wall of Functionalism, Hierarchy and Specialization Reengineering the Food Chains - Jenifer Frances and Elizabeth Garnsey A Systems Perspective on UK Supermarkets and BPR Business Process Re-Engineering and 'The New Organization' - S[sl]oren Peter Gunge What about the Workers? - Gregor Gall BPR, Trade Unions and the Emiseration of Labour BPR and TQM - Minhaela Kelemen, Paul Forrester and John Hassard Divergence or Convergence?
Reengineering and the Search for Business Salvation - Robin Fincham