organizational reengineering

organizational reengineering

[‚ȯr·gə·nə‚zā·shən·əl ‚rē‚en·jə′nir·iŋ]
(systems engineering)
The study, capture, and modification of the internal mechanisms or functionality of existing system-management processes and practices in an organization in order to reconstitute them in a new form and with new features, often to take advantage of newly emerged organizational competitiveness requirements, but without changing the inherent purpose of the organization itself. Also known as systems management reengineering.
References in periodicals archive ?
So today, in a market place where we are seeing unprecedented consolidations and organizational reengineering, we are just not in the right mindset to do LSS broadly.
Differing noticeably from the recent emphasis on process and organizational reengineering, lean provides a way to create a new methodology and design for work rather than just destroying jobs for the sake of achieving efficiency.
The organizational reengineering requires a paradigm shift and applying new methodology, models and principles that determine important changes with major influences in the organizational structures.
The answers to these questions can influence decisions about growth and purchasing plans, debt structuring, organizational reengineering, and much more.
Popularized business management discourse about transformational leadership and organizational reengineering has arisen in the last few decades to fill a similar rhetorical gap.
Now with the 1990s, organizational reengineering has arrived to push organization change and transformation to a "mach" speed level (Hammer, 1990; Boyett & Conn, 1991; Hammer & Champy, 1993, Rummler & Brache, 1995).
Her areas of specialization include organizational reengineering, change management, process redesign and revenue enhancement.

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