?7. Reengineering & TQM last revised Sep 3, 2002

INTRODUCTION -
This page gives you access to the new movements. Some attempt to apply reengineering to reinvent government in the same old 2-party format. Others favor direct democracy, distributed work, and going beyond the two-party system to GREEN democracy.  return to index

Part I: Reengineering return to index
Reengineering gurus say that their work is not related to downsizing.
Please begin with a review of downsizing studies to study this claim. Downsizing Yet the work of Hammer/Champy and the most recent Tom Peters work is applied by consulting firms to do what we have called TD1 - transorganization networking in the global economy to benefit the virtual core of full time workers who have survived downsizing and marginalizing the mass of temporary and new contract workers. The result is a global division of labor networking core elites in the 1st world economies with poverty wage workforces throughout the rest of the globe.  Reengineering is an apologetic for managerialism (see storytelling organization game) for definitions. -  return to index

First look at downsizing research -M@n@gement Vol. 2, n. 3, 1999 Special Issue ORGANIZATIONAL DOWNSIZING Guest Editor: Jack Rabin (Click Here) to see following articles.

• Rabin, Jack, Organizational Downsizing: An Introduction
• Golembiewski, Robert T., Lessons from Downsizing: Some Things To Avoid, and Others To Emphasize
• Feldheim, Mary Ann, and Kuotsai Tom Liou, Downsizing Trust
• Rubin, Irene S., Downsizing: Managing the Muddles
• Rust, Kathleen Garrett, The Effects of Financial Conditions and Managerial Ideologies on Corporate
• Downsizing: Some Evidence from the U.S. Investor-Owned Electric Utilities Industry, 1992-1995
• Evans, Martin G., Hugh P. Gunz, and R. Michael Jalland, Downsizing and the Transformation of Organizational Career Systems
• Lynch, Thomas D., and Peter L. Cruise, Can the Public Sector Leviathan Be Reformed? Right Sizing Possibilities for the Twenty-First Century
• Gregory, Jannifer, Encouraging Organizational Learning Through Pay after a Corporate Downsizing
• Loomis, David O., "Grid" Lock: A Preliminary Case Study of a Management Initiative at theWinston-Salem Journal
• Ranft, Victor A., and Annette L. Ranft, Rightsizing the Multi-Divisional Firm: Individual Response to Change Across Divisions
• Kilpatrick, Anne Osborne, When in Doubt, Don't: Alternatives to Downsizing
• Gargan, John J., To Defend a Nation: An Overview of Downsizing and the U.S. Military
• Simón, Katrin, Pedro J. Sánchez, and Mikel Olazaran, Organizational Change in Aranzadi
• Camisón Zornoza, César, and Rafael Lapiedra Alcamí, The Enabling Role of Information Technologies on the Emergence of NewOrganizational Forms
• Kothen, Cornelia, William McKinley, and Andreas Georg Scherer, Alternatives To Organizational Downsizing: A German Case Study
• Bloch, Brian, Globalisation and Downsizing in Germany
• Chan, Hon S., Downsizing the Central Government: The Case of the People's Republic of China

• Davenport, T. H. & Beers, M. C. (1995) "Managing Information About Processes
• Finkelstein, Clive, Business Reenginering: Three Steps to Success
• Hammer, Michael. 1996 Beyond Reengineering: How the Process-Centered Organization is Changing Our Work and Our Lives.
• Orman, Levent - A Model Management Approach to Business Process Reengineering
• Willets, Lary G. - Human Resources: First Stop for Reengineers, More Companies Target the Back Office

M@n@gement, Vol. 1, n. 1, 1998
 

1. Boje, D. M., Rosile, G., Dennehy, R. & Summers, D. J. 1997 “Restorying reengineering: Some deconstructions and postmodern alternatives.” Communication Research. 24(6): 631-668. (press here).  In this paper we analyze tapes and texts from Hammers' seminars and deconstruct the claims.
2. De Cock, Christian, Organisational Change and Discourse: Hegemony, Resistance and Reconstitution (click here). Article published in M@n@gement Journal.
3. Scott, William B. "'People' Issues Are Cracks In Aero Industry Foundation" - Aviation Weekly. -  (press here). "Management techniques in aerospace have remained largely the same, and the world has changed around them," said Edward M. Hanna, another management consultant and cofounder of a new company called "FasterBetterCheaper.com." Good practical articical about results of downsizing and reengineering strategies in Aerospace industry.
4. NEW - Vasquez, Tim "Whoever dies with the most toys wins!" (press here). Great primer on over-consumption and it ties also to Spectacle anf Festival square on TD gameboard. " Corporations are earning record profits and downsizing the workforce, Americans are spending more hours at work than ever,  and the legislative process has become dominated by big business interests."  Also has links to Nike-TRAC report and to McSpotlight.

• Champy, James. 1995. Reengineering Management: The Mandate for New Leadership. New York: HarperCollins Publishers.
• Hammer, Michael. 1996. Beyond Reengineering: How the Process-Centered Organization Is Changing Our Work and Our Lives. New York: HarperCollins Publishers.
• Hammer, Michael, and Champy, James. 1993. Reengineering the Corporation: A Manifesto for Business Revolution. New York: HarperCollins Publishers.
• Hammer, Michael, and Stanton, Steven A. 1995. The Reengineering Revolution: A Handbook. New York: HarperCollins Publishers.
• (Click here) for list of Reengineering books and reviews at Amazon.com
• (Click here) for mix of critical and affirmative references.

• Glossary (press here).
• Caron, Raymond, Sirkka L. Jarvenpa & Donna B. Stoddard - Business Reengineering at CIGNA Corporation: Experiences and Lessons Learned From the First Five Years MIS Quarterly Vol. 18, No. 3, September, 1994 (press here).
• Coombs, Rod and Richard Hull The wider research context of Business Process Analysis (press here).
• Covert, Michael Successfully Performing BPR (press here).
• Davenport, T.H. & Beers, M.C. (1995). "Managing Information About Processes," Journal of Management Information Systems, 12(1), pp. 57-80. (press here).
• Finkelstein, Clive, Business Reengineering: Three Steps to Success, Database Newsletter, 1994 (press here).
• Finkelstein, Clive, Business Re-Engineering and the Internet, DAMA Symposium 1996 (press here).
• Using Business Process Re-Engineering to Achieve Best Practice
• in the APS
• Le-Dao, Huong and Kerri Russ, People and Organisational Performance Team (press here).
• Malhotra, Yogesh Business Process Redesign: An Overview 1998 (press here).
• Orman, Levent - A Model Management Approach to Business Process Reengineering Journal of Management Information Systems Vol. 15 No. 1 , Summer 1998 , pp. 187 - 212 (press here).
• Sia, Siew Kien and Neo, Boon Siong - Reengineering Effectiveness and the Redesign of Organizational Control: A Case Study of the Inland Revenue Authority of Singapore Journal of Management Information Systems Vol. 14 No. 1 , Summer 1997 , pp. 69 - 92 (press here)
• Willets, Larry G. - The Best Ways to Survive Reengineering Expert Tips on How to Reinvent Your Attitude (press here).
• Willets, Larry G. - Human Resources: First Stop for Reengineers More Companies Target the Back Office (press here).

• Robin Cooper, When Lean Enterprises Collide: Competing Through Confrontation, Boston: Harvard Business School Press - Review prepared for The Journal of Japanese Studies -- Wolfgang Streeck (press here). Declares that Lean production is the stuff of Social Darwinism and we still need to do this to be competitive in the lean production world. An apologetic for neo-Taylorism and I assume reengineering (press here). As Cooper states, "Competition has become a treadmill of exhaustion from which there appears to be no escape."

• Boje, D. and Rober Winsor 1992 "The resurrection of Taylorism: Total Quality management's hidden agenda." Journal of Organizational Change Management, 6(4): 57-70.
• Creative look at International Scientific Management by Richard Young (press here).
• The Primary Effects of Scientific Management and The Legacy of the
        International Scientific Management Movement would seem to imply a
        romantic plot - from the board of directors' perspective that is. What
        could denote more imaginative freedom and daring violence in the
        expression of feeling through the decomposition of the working class than
        "destroying craftsmanship or increasingly emptying its traditional
        content" in lieu of a "fully thought-out labor process in which they
        function as cogs and levers?" What could have more mysterious charm;
        characterized by picturesque strangeness or contrasts than increased class
        distinction, decreased political and social power, and class-based
        violence through a "Tailored" movement towards a lower cost per unit? This
        is indeed  a  tragedy that which excites pity and terror by a succession of
        unhappy events. I could also argue in favor of the CEO...the founder of a
        company, whom compete with the craftsman through scientific management and
        they win, forcing the craftsman to submit to a meager position within the
        company. "If you can't beat 'em, join 'em!" That's the game of the
        market...you have a choice as to what your trade shall be. If you can
        produce your product more efficiently than the firm, then you shall gain
        competitive advantage as well as considerable market share. What are the
        chances of this? Minimal, theoretical, unpractical, and phenomenal "as it
        becomes apparent that it is increasingly difficult for a man of little
        capital to go into business for himself." Scientific management seems only
        right, for it is a fine-tuning of a process...it's human nature to want to
        progress. Technological advances in process requirements would seem to
        trickle down to the social level, where the surgeon uses metal-based
        surgical tools that were derived from metal-based machines used to
        assemble cars in a plant.

THE NEW TOM PETERS SEMINAR AND WOW BOOKS ARE DIFFERENT THAN OLD PETERS BOOKS -- OLD BOOKS FAVORED PEOPLE, NEW THEORY FAVORS THOSE ON TOP return to index

READ THE OLD WORK

• Peters, Tom J. (1987). Thriving on Chaos: Handbook for a Management Revolution, Basingstoke: Macmillan.
• Peters, Tom J. & R. H. Waterman (1982). In Search of Excellence: America's Best Run Companies. New York: Harper & Row.

New Wow and Tom Peters' Seminar

Now Read the New Work by Peters: What do you see?

Tom Peters Interview (press here)           return to index

• The Tom Peters Seminar Crazy Times Call for Crazy Organizations - 1994  by Tom Peters Vintage Books / A Division of Random House, Inc. Or The Tom Peters Seminar by Peters, Tom ISBN: 0333628640; Paperback; Macmillan London 1999.. "Beyond Reengineering… The examples of Nike and Microsoft are used with a most wonderful quotation from The New York Times Magazine writer Fred Moody: "Microsoft's only factory asset is the human imagination". …challenging, and sometimes scary seminar that attendees pay $2000 to hear delivered in person… Chapter titles include "Toward the Abandonment of Everything,"
• The Pursuit of Wow!: Every Person's Guide to Topsy-Turvy Times Author: Tom Peters Random House October 1994.
• The Knowledge Revolution and the Future of Careers Theme #1: Forget Jobs, Knowledge Workers Think Projects. 1998  By Brendon Unland (Press here) for paper connecting Tom Peters to Knowledge Worker Revolution and to Dejobbing.
• Building Corporate Knowledge  by Sam Swaminathan 1994 (press here) for another Tom Peters and Knowledge Workers piece.

INTERESTING MOCK DEBATE

• Stephen Covey vs. Tom Peters: Who Would Make the Better Vice President for Student Affairs? (press here).