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Companies that reengineer
begin by making changes to the process rather than the organization itself.  When processes are reengineered, jobs evolve
from task-oriented to multidimensional, functional departments disappears, managers
stop acting like supervisors and more like coaches and workers focus more on
customer satisfaction and less on their bosses'(69). Reengineering calls for a
change in work units, replacing the departmental structure with process teams
who will work together on an ongoing basis. Even if their tasks remain the
same, the ability to coordinate and communicate with one another leads to
greater efficiency and effectiveness. Furthermore, people who are assigned to
process teams become generalist who are not doing the same task every day,
resulting in the change of jobs. Simple tasks become multidimensional work and
requires the use of a broader range of skills. Additionally, workers who are
able to see the entire process are better able to recognize activities that add
no value or create waste. Work also becomes more satisfying, as workers are no
longer pieces to a puzzle, unable to appreciate the value of their work. When
jobs are reengineered, competency becomes apparent as employees become responsible
for the entire process. Their capability is noticeable to management and the
potential for advancement becomes evident to management. Another change that occurs
when a company reengineers is the values of employees. Changing the daily
routine of employees and focusing on new goals creates a shift in the culture
of an organization. An empowered employee who has greater responsibility
considers herself to be working to achieve results, not merely obeying her
boss’s orders. They begin to take personal responsibility for achieving
organizational goals and feel they have a greater stake in the future of the organization.
Organizational structures will also change to reflect the business processes,
not the skill of the employees. Not only does this make work more efficient, it
also decreases the need for managers to act as liaisons between departments.
Managers can easily monitor work when it is completed by a single team and in many
cases where work is organized according to processes, the ratio of managers to
employees can be one-for-thirty. In summary, reengineering a business process
changes everything about the company because people, jobs, mangers and values
are all tied together (85). The four points of the business system diamond implies
that a company must first figure out the processes in order to accomplish a
given objective. Once the process is identified, tasks are then determined
along with how those tasks can be arranged into structures. Metrics of the
management system are then put in place to determine the degree to which work
is done accurately which in turn, shapes the values and beliefs of employees.
Lastly, the values and beliefs in an organization must support the performance
of its process designs.


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