Companies that reengineerbegin by making changes to the process rather than the organization itself. When processes are reengineered, jobs evolvefrom task-oriented to multidimensional, functional departments disappears, managersstop acting like supervisors and more like coaches and workers focus more oncustomer satisfaction and less on their bosses'(69). Reengineering calls for achange in work units, replacing the departmental structure with process teamswho will work together on an ongoing basis. Even if their tasks remain thesame, the ability to coordinate and communicate with one another leads togreater efficiency and effectiveness.
Furthermore, people who are assigned toprocess teams become generalist who are not doing the same task every day,resulting in the change of jobs. Simple tasks become multidimensional work andrequires the use of a broader range of skills. Additionally, workers who areable to see the entire process are better able to recognize activities that addno value or create waste. Work also becomes more satisfying, as workers are nolonger pieces to a puzzle, unable to appreciate the value of their work. Whenjobs are reengineered, competency becomes apparent as employees become responsiblefor the entire process. Their capability is noticeable to management and thepotential for advancement becomes evident to management. Another change that occurswhen a company reengineers is the values of employees.
Changing the dailyroutine of employees and focusing on new goals creates a shift in the cultureof an organization. An empowered employee who has greater responsibilityconsiders herself to be working to achieve results, not merely obeying herboss’s orders. They begin to take personal responsibility for achievingorganizational 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, italso 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 manycases where work is organized according to processes, the ratio of managers toemployees can be one-for-thirty.
In summary, reengineering a business processchanges everything about the company because people, jobs, mangers and valuesare all tied together (85). The four points of the business system diamond impliesthat a company must first figure out the processes in order to accomplish agiven objective. Once the process is identified, tasks are then determinedalong with how those tasks can be arranged into structures. Metrics of themanagement system are then put in place to determine the degree to which workis done accurately which in turn, shapes the values and beliefs of employees.Lastly, the values and beliefs in an organization must support the performanceof its process designs.