Blair H, Taylor S G, Randle KNew Technology, Work & Employment, (UK), Sep 1998 Vol 13 No 2 Start page: 116 No of pages: 13
Argues that business re-engineering is a significant departure from other consultant-driven prescriptions for organizational change because of the upheaval it involves and the damage it can do to the organization and its employees. Asks if these dangers are compensated by the potential of re-engineering to deliver answers to organizational business problems. Summarizes the theories that lie behind re-engineering, pointing to inherent contradictions within it that threaten its effectiveness. Uses two UK case studies – one of an engineering company; the second of a large public sector organization – to study the implementation of re-engineering in practice. Concludes that re-engineering is part of a long tradition of reducing costs by cutting employment.
Subject(s): BPR, IMPLEMENTATION, EMPLOYEE INVOLVEMENT, DOWNSIZING, MANAGEMENT CONTROL, ENGINEERING, PUBLIC SECTOR, UNITED KINGDOM Database: PTA: Personnel & Training Abstracts Style: Theoretical with application in practice, Case study Reference: 27AX289
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