The Reengineering Revolution reviews the significance of the Business Process Reengineering trend for management practice since the early 1990's. Combining empirical and theoretical perspectives, David Knights and Hugh Willmott show how both term and practice shaped the recent widely adopted policies of `downsizing', restructuring and emphasis on `process' rather than task. Well-known contributors analyze the impact of Business Process Reengineering in a number of settings: supermarkets and the food chain; the public sector; banks. The theoretical history of Business Process Reengineering is also detailed in relation to ideas about bureaucracy, hierarchy, transformation and design.Appendix: Companies and organizations reported to have adopted BPR in Britain Engineering Asea Boveri Brown; Barr and Stroud; Baxi Boilers; Lucas Industries; Rolls Royce; Royal Ordnance; Trafalgar House Engineering. Manufacturinganbsp;...
|Title||:||The Reengineering Revolution|
|Author||:||David Knights, Hugh Willmott|
|Publisher||:||SAGE - 2000-01-26|