According to Michael Hammer (‘Reengineering work: Don’t automate, obliterate’, 1990, in De Wit & Meyer, 2010, Reading 4.1), what is the nature of change that is advocated?
Evolutionary, functional change
Discontinuous, strategic change
Discontinuous, functional change
Evolutionary, strategic change.
According to Hammer (‘Reengineering work: Don’t automate, obliterate’, 1990, in De Wit & Meyer, 2010, Reading 4.1), what underpins call change in organizations?
Discontinuities in the organization’s external environment
A lack of vision in the organization’s top management team
The consumers’ desire for low cost products and services
Discontinuous thinking, bold steps, and taking risks.
Hammer (‘Reengineering work: Don’t automate, obliterate’, 1990, in De Wit & Meyer, 2010, Reading 4.1) provides a number of recipes for reengineering. Which recipe is the antithesis of Adam Smith’s call for specialization through the division of labor?
Put the decision point where the work is performed
Organize around outcomes, not tasks
Link parallel activities instead on integrating their results
Capture information once and at the source.
According to Hammer (‘Reengineering work: Don’t automate, obliterate’, 1990, in De Wit & Meyer, 2010, Reading 4.1), upon what is the call to “link parallel activities instead of integrating their results” based?
The use of parallel incremental change to minimize integration
The use of cross-functional teams to ensure integration
The use of information technology to facilitate the ‘parallelism’
The use of senior managers to arbitrate between competing processes.
According to Hammer (‘Reengineering work: Don’t automate, obliterate’, 1990, in De Wit & Meyer, 2010, Reading 4.1), what factor is required for engineering to succeed?
Real vision and executive leadership
To allow the change to be deeply embedded before moving on to the next change