Page 150 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Unit 10: Structural Intervention

For the employees, the work is often more challenging and difficult yet, at the same time, more Notes
rewarding. Staff are required to perform many different tasks and to have an understanding of
the entire business. They may enjoy more autonomy and more empowerment, but are also
more accountable for their actions. Further, they are required to collaborate, often with people

who have very different skills to themselves. Increased levels of interdependence facilitate
team-based work and create a need for effective interpersonal skills (Finlay 1997).

In summary, re-engineering is about rethinking and redesigning organisational processes in
order to achieve dramatic improvements in performance, including cost, quality, service and
speed (Hammer & Champy 1994). However, this can be impeded if those implementing BPR
feel that they are constricted by the existing framework within which the organisation is
operating.
Reengineering as currently conceptualized (Hammer and Champy):

 Focuses almost exclusively on streamlining business processes, and
 Appears to pay little attention to the human-social system.
However, it appears theoretically possible for reengineering programs to utilize OD approaches
in which:
 Collateral organisations are used extensively, and
 Organisational members are extensively involved and adequately protected.

How Reengineering happens

Step 1: Starting from the top
Step 2: Getting the strategy straight

Step 3: Identifying core business processes

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