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The Importance of Teamwork |
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Hammer and Champy describe the new, heightened importance of teamwork. They envision a corporation where functional business units (e.g.: Manufacturing, Sales, R&D, Marketing, etc.) are replaced with multi-functional process or project teams. Each team is charged with serving a particular market segment or is tasked with achieving a specific objective.
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In this framework, employees do not serve their department heads or supervisors, they collaborate across functional specialties to deliver superior results. To do their part, managers must abandon supervision and do all that they can to enhance the effectiveness of their workers. Indeed, managers become true professionals when they begin to see their "subordinates" as their clients, and begin to work toward the unquantifiable, unstandardizeable demands of innovation.
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Hammer, Michael,. Champy, James. Reengineering the Corporation: A Manifesto for Business Revolution. Harper Business. New York. 1993.
This pioneering work by Michael Hammer and James Champy was the first to introduce the business community to the discipline of business process reengineering. Having coined the term "reengineering", Hammer and Champy define it as "the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed."
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The authors use four case studies to demonstrate the principles of reengineering. They show how the implementation of new information technologies and the application of discontinuous thinking can help companies transform collections of uncoordinated corporate functions into coherent business processes. Major themes include a process perspective which identifies employees as customers of and suppliers to other employees inside their company, as well as the reduction of non value adding work. A basic framework for reengineering is provided.
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