This document discusses different organizational structures including functional, divisional, matrix, process-based, and network structures. It outlines the advantages and disadvantages of each structure and when each may be most appropriate depending on factors like the environment, goals, size and technology of the organization. The document also covers topics like downsizing and reengineering processes, providing steps and considerations for structuring organizational change efforts.
Training Slides of Organizational Change and Development, discussing the importance of Change.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Process re engineering - process interventions - Organizational Change and ...manumelwin
Business Process Reengineering involves the radical redesign of core business processes to achieve dramatic improvements in productivity, cycle times and quality.
In Business Process Reengineering, companies start with a blank sheet of paper and rethink existing processes to deliver more value to the customer.
Team work group - OD interventions - Organizational Change and Development -...manumelwin
Dialogue session is a structured conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than from persuasion.
It is not the goal of a dialogue process to reach a solution or agreement; the dialogue has been successful if members of the group understand each other’s position better.
Structural od intervention - Organizational Change and Development - Manu Me...manumelwin
These interventions deal with an organization’s technology (for examples its task methods and job design) and structure (for example, division of labor and hierarchy).
These interventions are rooted in the disciplines of engineering, sociology, and psychology and in the applied fields of socio-technical systems and organization design. Practitioners place emphasis both on productivity and human fulfillment.
ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY,Meaning & definition of Organization Development
History of Organization Development
Contributory stems of Organization Development
Stages on contributory system
Training Slides of Organizational Change and Development, discussing the importance of Change.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Process re engineering - process interventions - Organizational Change and ...manumelwin
Business Process Reengineering involves the radical redesign of core business processes to achieve dramatic improvements in productivity, cycle times and quality.
In Business Process Reengineering, companies start with a blank sheet of paper and rethink existing processes to deliver more value to the customer.
Team work group - OD interventions - Organizational Change and Development -...manumelwin
Dialogue session is a structured conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than from persuasion.
It is not the goal of a dialogue process to reach a solution or agreement; the dialogue has been successful if members of the group understand each other’s position better.
Structural od intervention - Organizational Change and Development - Manu Me...manumelwin
These interventions deal with an organization’s technology (for examples its task methods and job design) and structure (for example, division of labor and hierarchy).
These interventions are rooted in the disciplines of engineering, sociology, and psychology and in the applied fields of socio-technical systems and organization design. Practitioners place emphasis both on productivity and human fulfillment.
ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY,Meaning & definition of Organization Development
History of Organization Development
Contributory stems of Organization Development
Stages on contributory system
This presentation outlines how IRB review works at HPU, who to contact with questions, as well as the describing the types of research participants this review process protects.
Organizational structure refers to the framework of rules, roles, hierarchies, and relationships that define how an organization operates and how its resources are allocated. It determines how tasks are divided, coordinated, and controlled to achieve the organization's goals. In this comprehensive exploration of organizational structure, we will delve into its importance, various types, factors influencing structure design, and the implications of different structures on organizational behavior and performance.
1. Importance of Organizational Structure:
Organizational structure is crucial for several reasons:
Clarity and Direction: It provides clarity regarding roles, responsibilities, and reporting relationships, helping employees understand their place within the organization and the expectations associated with their positions.
Efficiency: A well-designed structure facilitates the efficient allocation of resources, coordination of activities, and execution of tasks, leading to increased productivity and cost-effectiveness.
Flexibility and Adaptability: Organizational structure determines how decisions are made and how information flows within the organization. A flexible structure can adapt to changing internal and external environments, enabling the organization to respond quickly to opportunities and challenges.
Accountability: Clear lines of authority and responsibility established by the organizational structure ensure accountability for outcomes and performance, promoting transparency and fairness.
Culture and Identity: Organizational structure reflects the organization's values, culture, and identity, influencing employee behavior, attitudes, and morale.
2. Types of Organizational Structure:
Organizational structures can vary widely based on factors such as size, industry, culture, and strategic objectives. Some common types of organizational structures include:
Functional Structure: In a functional structure, the organization is divided into departments based on functions or activities, such as marketing, finance, operations, and human resources. Each department is responsible for specific tasks related to its function, and employees report to functional managers.
Divisional Structure: A divisional structure organizes the organization into semi-autonomous divisions or business units based on products, services, geographic regions, or customer segments. Each division operates as a separate entity with its own functional departments and leadership.
Matrix Structure: A matrix structure combines elements of both functional and divisional structures, creating dual reporting relationships. Employees report to both functional managers and project managers or divisional heads, depending on the nature of their work. This structure facilitates cross-functional collaboration and resource sharing.
Team-Based Structure: In a team-based structure, the organization is organized around self-managed teams or cross-functional teams responsib
The Future of Oilsands Projects – Productivity Improvement & the Role o...Nick Anderson
Mobilizing armies of skilled labor from diverse locations and cultures, moving large equipment into remote locations in harsh climatic conditions and managing to budgets while costs are escalating make oil sands projects among the most challenging ever undertaken. Perhaps the most critical success factor in managing such complex projects is establishing and developing productive relationships. This key factor is very difficult to measure yet is cited repeatedly as the
number one reason for project failure. Consistently, project managers’ expectations of, colleagues, teams, subcontractors, workers and project partners are substantially different from what they actually think is expected of them. Such misalignments result in expected tasks not being completed in the way required for project success, tasks being completed in a sub-optimal sequence or excessive time invested on “low return” tasks.
These misalignments cascade into scheduling conflicts, delays, cost overruns, personnel turnover, increased stress, safety and legal issues.
The take-away: New methods have been developed for the gathering and analysing of expectations from both the expectation originator’s and expectation receiver’s point of view. This enables the diagnosis of misalignments critical to project success, and facilitates the timely conversations required to align expectations and to keep projects on track before they become critical variables. Resource and competency gaps are exposed and addressed. High achieving managers can be identified. A culture of communication, alignment and accountability can be measured and developed.
[Webinar Slides] Put an End to Manual Data Processing AIIM International
Learn how document process automation can improve processing speeds, reduce data entry errors, and ultimately lead to growth.
For more information on Business Process Management (BPM), visit our resource center: http://www.aiim.org/Resource-Centers/Business-Process-Management
Strategy Leadership and Product Portfolio ManagementJohn Carter
A detailed description of the strategic process, and how product portfolio management can help set and communicate the product road-map. The presentation includes the definition of strategy, technology and product road-maps and how by linking them, your organization can differentiate and win.
A strong product strategy that is neither too secret, nor interferes with “real life” is essential for long term planning. This training shows how Corporate Strategy, Portfolio Management, Product Management and Roadmapping work as an integrated strategic framework. The presentation presents tools and describes the skillsets necessary to make powerful portfolio decisions, ensure the right mix of products (with customer input), reducing risk, while increasing predictability.
Running head: TOPIC SELECTION 1
Topic selection
Weltee Wolo
Rasmussen College
Author Note
This paper is being submitted on October 17, 2016, for George Ojie-Ahamiojie’s
B420/GEB4505 Organizational Development course
TOPIC SELECTION
2
Walmart is one of the largest companies in America; it has solidified its position as the
biggest retailer in America and the world over with several branches all around the globe.
Walmart prides itself in affordable products for everyday Americans. This is a promise it seems
to have kept so as to solidify its place at the top.
Recently, the company has been going through a number of challenges inclusive of lowered
stock prices and very low sales, most of its customers are not in a position to afford to shop
because of the state of the current economy and its inability to fully penetrate the online market.
Economists have termed it as a period of a “perfect storm” and as such, there is a need for
change. The fundamental problems affecting the performance of Walmart is its management.
Walmart management has failed to fulfill its required expectations. It has failed to provide a
sufficient online presence considering the size of the store. The administration has also failed to
provide its customers with adequate services. Service provision failures are evident in the
untrained employees who are not able to cater to all the customer needs. Service provision has
also failed because the gap between the managers and the customers has widened and as such the
customers no longer feel valued.
Some of the recommendation that could prove useful to the Walmart owners and management
team include taking the time to re-evaluate its service provision. Walmart should invest in
training its employees to ensure they can cater to all the customer needs. Another
recommendation is to benchmark from other companies who have succeeded in establishing a
strong online presence. Taking time to learn what they can do to improve their presence from
others could prove very useful.
TOPIC SELECTION
3
Reference
Wal-Mart faces big hurdles - Yahoo Finance. (n.d.). Retrieved from
http://finance.yahoo.com/news/wal-mart-faces-big-hurdles-125013357--finance.html
Running head: PROJECT OUTLINE 1
Project Outline
Weltee Wolo
Rasmussen College
Author Note
This paper is being submitted on November 14, 2016, for George Ojie-Ahamioj ...
Testing Transformation: The Art and Science for SuccessTechWell
Technologies, testing processes, and the role of the tester have evolved significantly in the past few years with the advent of agile, DevOps, and other new technologies. It is critical that we testing professionals evaluate ourselves and continue to add tangible value to our organizations. In your work, are you focused on the trivial or on real game changers? Jennifer Bonine describes critical elements that help you artfully blend people, process, and technology to create a synergistic relationship that adds value. Jennifer shares ideas on mastering politics, maneuvering core vs. context, and innovating your technology strategies and processes. She explores how new processes can be introduced in an organization, what the role of organizational culture is in determining the success of a project, and how you can know what tools will add value vs. simply adding overhead and complexity. Jennifer reviews critically needed tester skills and discusses a continual learning model to evolve your skills and stay relevant. This discussion can lead you to technologies, processes, and skills you can stake your career on.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
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➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
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➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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2. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
14-2
Learning Objectives
for Chapter Fourteen
• To understand the basic principles of
technostructural design
• To understand the three basic structural
choices and two advanced structural choices
available to organizations
• To understand the process of downsizing
and reengineering
4. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
14-4
Functional Organization
V P R e s e a r c h V P O p e r a t i o n s V P H u m a n
R e s o u r c e s
V P M a r k e t i n g V P F i n a n c e
P r e s i d e n t
5. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
14-5
The Functional Form
• Promotes skill specialization
• Reduces duplication of scarce
resources and uses resources
full time
• Enhances career development
for specialists within large
departments
• Facilitates communication and
performance because superiors
share expertise with their
subordinates
• Exposes specialists to others
within same specialty
• Emphasizes routine tasks;
encourages short time horizons
• Fosters parochial perspectives
by managers and limits
capacity for top-management
positions
• Multiplies interdepartmental
dependencies; increases
coordination and scheduling
difficulties
• Obscures accountability for
overall results
Advantages Disadvantages
6. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
14-6
The Divisional Organization
C h i e f F i n a n c i a l
O f f i c e r
V P R e s e a r c h
D i v i s i o n M a n a g e r
A s i a
V P H u m a n
R e s o u r c e s
V P O p e r a t i o n s V P S a l e s a n d
M a r k e t i n g
D i v i s i o n M a n a g e r
N o r t h A m e r i c a
D i v i s i o n M a n a g e r
E u r o p e
C h i e f E x e c u t i v e
O f f i c e r
7. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
14-7
The Divisional Form
• Recognizes interdepartmental
interdependencies
• Fosters an orientation toward
overall outcomes and clients
• Allows diversification and
expansion of skills/training
• Ensures accountability by
departmental managers and
promotes delegation
• Heightens departmental
cohesion and involvement in
work
Advantages
• May use skills and resource
inefficiently
• Limits career advancement by
specialists
• Impedes specialists’ exposure
to others within same
specialties
• Puts multiple-role demands
upon people and creates stress
• May promote departmental
objectives as opposed to
overall organizational goals
Disadvantages
8. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
14-8
V P F i n a n c e V P H u m a n R e s o u r c e s
P r o g r a m M a n a g e r
A i r c r a f t
P r o g r a m M a n a g e r
N a v i g a t i o n S y s t e m s
P r o g r a m M a n a g e r
S p a c e S y s t e m s
S e n i o r V P
P r o g r a m s
V P R e s e a r c h V P E n g i n e e r i n g V P M a n u f a c t u r i n g V P M a r k e t i n g
S e n i o r V P
O p e r a t i o n s
P r e s i d e n t
C E O
The Matrix Organization
9. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
14-9
The Matrix Structure
• Makes specialized, functional
knowledge available to all
projects
• Use people flexibly
• Maintains consistency by
forcing communication
between managers
• Recognizes and provides
mechanisms for dealing with
legitimate, multiple sources of
power
• Can adapt to environmental
changes
Advantages
• Can be difficult to implement
• Increases role ambiguity,
stress, and anxiety
• Performance is lowered
without power balancing
between projects and
functions
• Makes inconsistent demands
and can promote conflict and
short-term crisis orientation
• May reward political skills
over technical skills
Disadvantages
10. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
14-10
Characteristics of
Process-Based Structures
• Processes drive structure
• Work adds value
• Teams are fundamental
• Customers define performance
• Teams are rewarded for performance
• Teams are tightly linked to suppliers and
customers
• Team members are well informed and trained
11. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
14-11
The Process-Based Structure
D e v e l o p i n g N e w P r o d u c t s P r o c e s s
P r o c e s s O w n e r
C r o s s F u n c t io n a l T e a m M e m b e r s
A c q u i r i n g a n d F i l l i n g C u s t o m e r O r d e r s P r o c e s s
P r o c e s s O w n e r
C r o s s F u n c t io n a l T e a m M e m b e r s
S u p p o r t i n g C u s t o m e r U s a g e P r o c e s s
P r o c e s s O w n e r
C r o s s F u n c t io n a l T e a m M e m b e r s
S e n i o r M a n a g e m e n t T e a m
C h a ir a n d K e y S u p p o r t P r o c e s s O w n e r s
12. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
14-12
The Process-Based Form
• Focuses resources on
customer satisfaction
• Improves speed and efficiency
• Adapts to environmental
change rapidly
• Reduces boundaries between
departments
• Increases ability to see total
work flow
• Enhances employee
involvement
• Lowers costs dues to overhead
• Can threaten middle managers
and staff specialists
• Requires changes in
command-and-control
mindsets
• Duplicates scarce resources
• Requires new skills and
knowledge to manage lateral
relationships and teams
• May take longer to make
decisions in teams
• Can be ineffective if wrong
processes are identified
Advantages Disadvantages
15. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
14-15
The Network-Based Form
• Enables highly flexible and
adaptive responses
• Creates a “best of the best”
firm to focus resources on
customer and market needs
• Each organization can
leverage a distinctive
competency
• Permits rapid global
response
• Can produce “synergistic”
results
• Difficulty managing lateral
relationships across
autonomous organizations
• Difficulty motivating
members to relinquish
autonomy to join network
• Sustaining membership and
benefits can be problematic
• May give partners access to
proprietary knowledge and
technology
Advantages Disadvantages
16. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
14-16
The Downsizing Process
• Clarify the organization’s strategy
• Assess downsizing options and make
relevant choices
• Implement the changes
• Address the needs of survivors and those
who leave
• Follow through with growth plans
18. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
14-18
The Reengineering Process
• Prepare the organization
• Specify the organization’s strategy and
objectives
• Fundamentally rethink the way work gets done
– Identify and analyze core business processes
– Define performance objectives
– Design new processes
• Restructure the organization around the new
business processes.
19. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
14-19
Characteristics of
Reengineered Organizations
• Work units change from functional departments to process
teams
• Jobs change from simple tasks to multidimensional work
• People’s roles change from controlled to empowered
• The focus of performance measures and compensation
shifts from activities to results.
• Organization structures change from hierarchical to flat
• Managers change from supervisors to coaches; executives
change from scorekeepers to leaders
