A discussion of the concept of reengineering, a system for analyzing the current status of a company or an organization.
Written in 2002; 1,026 words; 7 sources; MLA; $ 36.95
Paper Summary:
This paper examines, through a literature review, reengineering, a system for analyzing the current status of a company or an organization, paying particular attention to the systems involved. If weaknesses are found, then the project manager or the executive in charge has a good "map" of where the company is at the present moment in time. It looks at how this is essential since change cannot occur, or, more importantly, be measured unless there is a benchmark against which to judge the improvement. It shows how the term "reengineering" has more intrinsic value than other terms such as "Six Sigma" or "TQM" since it suggests a mechanical structure and also confirms the fact that businesses do not spring full force upon the world, but were conceived originally as a method of selling a good or a service to customers and grew exponentially as sales grew.
From the Paper:
"The idea of improving and innovating are part of the laws of nature, the only constant of which is that all things change. Change, however, is not an easy process for an organization, and the project manager who tries to institute change faces a number of problems, not connected directly with the systems he or she is attempting to change. Zhiwei and colleagues (1997) when discussing the resistance of some organizations to change suggest that infinite barriers increase the impact of project risk factors (Zhiwei, Cernich, Meredith & Lanier, 1997, 35). They cite as one of many examples, the possibility of middle management resisting a proposed solution of introducing self-directed work teams into the organization."
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