Relevant bibliographies by topics / Reengineering (management)

Academic literature on the topic 'Reengineering (management)'

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Published: 4 June 2021
Last updated: 1 August 2024

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Journal articles on the topic "Reengineering (management)"

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Flarey, Dominick L. "Reengineering Management." JONA: The Journal of Nursing Administration 25, no. 9 (September 1995): 12–13. http://dx.doi.org/10.1097/00005110-199509000-00004.

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Tsuchiya, S. "Reengineering management: A cognitive approach to reengineering." International Transactions in Operational Research 5, no. 4 (July 1998): 273–83. http://dx.doi.org/10.1016/s0969-6016(97)00034-8.

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Kritzman, Mark, and Lee R. Thomas. "Reengineering Investment Management." Journal of Portfolio Management 30, no. 5 (January 31, 2004): 70–79. http://dx.doi.org/10.3905/jpm.2004.442623.

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Neuman, Karen, Kathy Malloch, and Vicki Ruetten. "Reengineering Outcomes Management." Quality Management in Health Care 8, no. 1 (1999): 29–46. http://dx.doi.org/10.1097/00019514-199908010-00005.

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Taraskina, Yulia Victorovna, Eseniya Anatolievna Azizova, and Anna Alekseevna Kushner. "Planning business process reengineering as business management tool." Vestnik of Astrakhan State Technical University. Series: Economics 2020, no. 1 (March 31, 2020): 37–47. http://dx.doi.org/10.24143/2073-5537-2020-1-37-47.

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The article presents the methodical recommendations on planning the reengineering procedure of industrial enterprises. The industrial enterprise reengineering is defined as an effective management tool to overcome the inertia that arises in the process of managing industrial enterprises, to optimize the management system and to rebuild ineffective business processes. It has been stated that reengineering makes it possible for any economic system to function successfully, to adapt to changing environmental conditions, to increase manageability and to achieve goals in the shortest possible time and with the least expenditure of resources. The planning stage is the key in the development of a reengineering project for an industrial enterprise. The tasks of planning the reengineering procedure, the stages of implementation and their content are determined. In the context of the description of the first two stages, the criteria are given for determining the stage of the crisis, at which the industrial enterprise currently is, and the typology of business process reengineering, according to three classification criteria: depending on the extent of transformations, on the size of the industrial enterprise, on the initiator. The third stage contains recommendations for choosing a reengineering technique depending on the stage of the crisis and the type of reengineering. A classification of the reengineering methods recommended for use in carrying out radical (crisis) reengineering and reengineering of development has been developed. Recommendations are given on the formation of a system of targets for an industrial enterprise reengineering project. It is advisable to use the system of balanced indicators (Balanced Scorecard) and the system of target indicators KPI as effective tools for creating a system of targets. Both of these approaches are elements of targeted management or management by goals, and make it possible to evaluate the economic, resource and functional effectiveness of a reengineering project
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Gary Cook, E. "Reengineering." Journal of Business Strategy 17, no. 3 (March 1996): 14–16. http://dx.doi.org/10.1108/eb039777.

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Popov, Alexander. "QUALITY MANAGEMENT AND BUSINESS PROCESSES IN THE CONCEPT OF TECHNOLOGICAL RE-ENGINEERING." Energy saving. Power engineering. Energy audit., no. 3-4(169-170) (September 21, 2022): 46–57. http://dx.doi.org/10.20998/2313-8890.2022.03.05.

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The article examines the theoretical aspects of technological reengineering at an industrial enterprise. The current state of Ukrainian enterprises requires a rethinking of business organization methods and the use of a fundamentally different from functional approach, which would allow to fully realize the advantages of new technologies and human resources. Focusing on individual tasks is outdated in a world of competition and change. The economy needs radical changes, which means its reengineering. Currently, such main types of reengineering are distinguished as bioreengineering, preventive, inter-branch, related reengineering, risk engineering, construction, organizational-production, social direct and reverse reengineering, innovative, complex reengineering, reengineering of financial business processes, ex- reengineering, technological reengineering... The concept of "technological reengineering" is especially highlighted. Technological reengineering is considered as a system of fundamental transformations of technological processes at industrial enterprises, which contribute to their exit from the crisis, accelerated adaptation to market conditions, systematic renewal of production systems, etc. Technological reengineering is understood as a complex procedure that involves the development or purchase and sale of new R&D and technologies, production experience, personnel knowledge, know-how for the purpose of further implementation of new production technologies and their diffusion into production for the commercialization of new goods and new services, for the expansion market presence and strengthening of competitive advantages, or redesign and modernization of existing technologies. An own version of the approach to technological reengineering is proposed, its connection with product quality and business processes is substantiated. Process Quality Management (PQM) has been proven to play an important role in any large-scale reengineering project.
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Nkurunziza, Gideon, Joseph M. Ntayi, John C. Munene, and Will Kaberuka. "Knowledge management, adaptability and business process reengineering performance in microfinance institutions." Knowledge and Performance Management 2, no. 1 (December 21, 2018): 59–71. http://dx.doi.org/10.21511/kpm.02(1).2018.06.

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The purpose of this paper is to provide theoretical explanation of business process reengineering performance using emerging themes of adaptability and knowledge management in the context of developing economies. The study used a narrative cross-sectional survey conducted using qualitative data collection technique, specifically the appreciative inquiry. The study used operations managers and senior executive managers to gather qualitative data from Uganda’s reengineered microfinance institutions to provide indepth explanation of business process reengineering performance. The authors find that adaptability, knowledge creation and knowledge sharing explain business process reengineering performance. The results suggest that business process reengineering be made mandatory to ensure sustainable competitiveness of the financial sector. The study provides novel insights of business process reengineering performance using a theory of change and a complexity theory. Methodological, theoretical, managerial and policy implications herein play pivotal role in bridging the knowledge gap that exists in Microfinance institutions of developing economies.
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MAILHOT, CLAIRE B. "Reengineering." Nursing Management (Springhouse) 27, no. 11 (November 1996): 48???49. http://dx.doi.org/10.1097/00006247-199611000-00012.

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STAHL, DULCELINA A. "Reengineering." Nursing Management (Springhouse) 29, no. 3 (March 1998): 14???17. http://dx.doi.org/10.1097/00006247-199803000-00004.

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Dissertations / Theses on the topic "Reengineering (management)"

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Běhounová, Veronika. "Reengineering skladových procesů." Master's thesis, Vysoká škola ekonomická v Praze, 2007. http://www.nusl.cz/ntk/nusl-1785.

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Cílem této diplomové práce je představit teoretická východiska procesního managementu a měření klíčových ukazatelů výkonnosti, která budou aplikována na postup vypracování konkrétního projektu z logistické praxe. Práce se zabývá skladovými procesy, metodami jejich mapování a měření pomocí klíčových ukazatelů. Čtenář se zde tedy seznámí jak s teoretickou stránkou řízení procesů, tak praktickým příkladem operačních procesů ve skladech dílů pro automobilový průmysl.
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Bitzer, Sharon Marie. "Workflow reengineering : a methodology for business process reengineering with workflow management technology /." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1995. http://handle.dtic.mil/100.2/ADA304322.

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Thesis (M.S. in Information Technology Management) Naval Postgraduate School, September 1995.
Thesis advisor(s): Magdi Kamel, James C. Emery. "September 1995." Bibliography: p. 187-191. Also available online.
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文國鴻 and K. H. Man. "Business process reengineering and workflow management system." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31267622.

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Man, K. H. "Business process reengineering and workflow management system /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B21510878.

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Walsh, Kenneth Ronald 1966. "Generating insight for reengineering." Diss., The University of Arizona, 1996. http://hdl.handle.net/10150/290606.

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As organizations face stiff competition and changing environments their structure and systems can become less effective to a point at which they require radical change. It is becoming clear that change is often inevitable. However, radical change is difficult. The popular term "reengineering" is used to describe a process by which organizations undergo the challenging radical process change that is critical to remaining competitive. Although the processes of reengineering appears to have more potential than other change methods that merely tweak a poor system or apply outdated principles, it can often fail. A critical step in the reengineering process is the design of the "to-be" model, however no research has been done on how this should be achieved. It appears that improving this step can have a dramatic impact on the success of the reengineering effort as a whole. This study developed a method for creating "to-be" models and tested it with an organization undergoing reengineering. The method used the latest computer support including both group support systems and animated simulation. The design of the "to-be" models was framed as a group problem solving process and therefore the focus theory of group productivity was used to guide the design of the process, including selection of computer support tools. Because so little is known about the process of creating "to-be" models, this study used an exploratory action science approach. What is known about organizational change is that it takes place in a politically charged arena where individuals have strong vested interests in its outcomes. This environment is difficult to create in the laboratory and therefore the research was conducted using a real organization undergoing reengineering. Results suggest that the combined use of collaborative technology and process animation gives organization members a better understanding of current processes and problems associated with them and helps to generate significant ideas for process improvement. Because groups viewing a process animation have sometimes been observed to focus on incremental improvement at the expense of radical change, special attention must be given to facilitation methods and idea generation techniques that are designed to elicit radical change ideas.
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Jackson, Bradley Grant. "Management gurus and management fashions : a dramatistic inquiry." Thesis, Lancaster University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.310456.

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Prokop, Jan. "Business Process Management - Methodologies." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-6276.

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The main objective of this thesis is to map some of the business process management, business process reengineering methodologies and compare it according to several criteria. Part of this thesis is survey of the state of business process management in Czech Republic and Hungary.
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Choi, Chung For. "Enhancing business process reengineering success." HKBU Institutional Repository, 1996. https://repository.hkbu.edu.hk/etd_ra/59.

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Lyon, William K. (William Kenneth). "The process handbook : supply chain reengineering." Thesis, Massachusetts Institute of Technology, 1995. http://hdl.handle.net/1721.1/11524.

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Schumacher, Wolf [Verfasser]. "Barriers to Business Reengineering Success / Wolf Schumacher." München : GRIN Verlag, 2018. http://d-nb.info/1160189706/34.

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Books on the topic "Reengineering (management)"

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Champy, James. Reengineering Management. New York: HarperCollins, 2006.

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Brian, Leary, and American Telephone and Telegraph Company. Quality Steering Committee., eds. Reengineering handbook. Indianapolis, IN: AT&T Bell Laboratories, 1991.

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Hammer, Michael. Beyond Reengineering. New York: HarperCollins, 2009.

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Grint, Keith. Reengineering utopia. Oxford: Templeton College, Oxford Centre for Management Studies, 1994.

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Balachandran, Bala V. Reengineering revisited. Morristown, NJ: Financial Executives Research Foundation, 1999.

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Mohapatra, Sanjay. Business Process Reengineering: Automation Decision Points in Process Reengineering. Boston, MA: Springer US, 2013.

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Hammer, Michael. The reengineering revolution. New York: HarperBusiness, 1994.

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1955-, Gates Bill, Welch Jack 1935-, Hammer Michael 1948-2008, Films for the Humanities (Firm), BBC for Business, BBC Enterprises, and British Broadcasting Corporation, eds. Reengineering the business: Video 1 : Introducing reengineering. Princeton, NJ: Films for the Humanities & Sciences, 1997.

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Allen, Paul H. Reengineering the bank. Chicago: Probus, 1994.

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1939-, Cheung To-yat, Fong Joseph, Siu Brian, and International Hong Kong Computer Society Database Workshop on Database Reengineering and Interoperability (6th : 1995 : Kowloon, Hong Kong), eds. Database reengineering and interoperability. New York: Plenum Press, 1996.

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Book chapters on the topic "Reengineering (management)"

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Mattes, Frank. "Management des Reengineering und Reengineering des Managements." In Die dynamische Organisation, 307–24. Wiesbaden: Gabler Verlag, 1996. http://dx.doi.org/10.1007/978-3-322-82793-7_20.

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Thurner, Reinhold. "IT-Reengineering — Grundlage für Business Reengineering." In Software-Management ’99, 11–26. Wiesbaden: Vieweg+Teubner Verlag, 1999. http://dx.doi.org/10.1007/978-3-322-84793-5_1.

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Dimmeler, Daniel, and Fritz Huber. "Performanceorientiertes Reengineering." In Das Neue Strategische Management, 221–39. Wiesbaden: Gabler Verlag, 2000. http://dx.doi.org/10.1007/978-3-663-05832-8_9.

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O’Leary, Daniel E. "Reengineering and Knowledge Management." In Knowledge Acquisition, Modeling and Management, 1–12. Berlin, Heidelberg: Springer Berlin Heidelberg, 1999. http://dx.doi.org/10.1007/3-540-48775-1_1.

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Mohapatra, Sanjay. "Change Management Approach in Implementing BPR." In Business Process Reengineering, 163–90. Boston, MA: Springer US, 2012. http://dx.doi.org/10.1007/978-1-4614-6067-1_8.

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Mohapatra, Sanjay. "People Issues with BPR and Change Management." In Business Process Reengineering, 149–61. Boston, MA: Springer US, 2012. http://dx.doi.org/10.1007/978-1-4614-6067-1_7.

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Schawel, Christian, and Fabian Billing. "Business Process Reengineering (BPR)." In Top 100 Management Tools, 65–67. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-18917-4_17.

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Schawel, Christian, and Fabian Billing. "Business Process Reengineering (BPR)." In Top 100 Management Tools, 50–52. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-4105-3_16.

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Schawel, Christian, and Fabian Billing. "Business Process Reengineering (BPR)." In Top 100 Management Tools, 49–51. Wiesbaden: Gabler Verlag, 2014. http://dx.doi.org/10.1007/978-3-8349-4691-1_16.

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Schawel, Christian, and Fabian Billing. "Business Process Reengineering (BPR)." In Top 100 Management Tools, 49–50. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6605-6_16.

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Conference papers on the topic "Reengineering (management)"

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Afshar, Ali, and Mehran Sepehri. "Managing Reengineering Operations." In 2006 IEEE International Conference on Management of Innovation and Technology. IEEE, 2006. http://dx.doi.org/10.1109/icmit.2006.262165.

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Cheng, Min-Yuan, Ming-Hsiu Tsai, and Wiraputra Sutan. "Benchmarking for Construction Management Process Reengineering." In 25th International Symposium on Automation and Robotics in Construction. International Association for Automation and Robotics in Construction (IAARC), 2008. http://dx.doi.org/10.22260/isarc2008/0082.

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Cheng, M. Y., M. H. Tsai, and W. Sutan. "Benchmarking for construction management process reengineering." In The 25th International Symposium on Automation and Robotics in Construction. Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2008. http://dx.doi.org/10.3846/isarc.20080626.559.

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Ding, Chang, and Lee Chen. "Production reengineering and risk." In 2009 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2009. http://dx.doi.org/10.1109/ieem.2009.5373397.

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Tsui, Hau-Dong, Tsang-Yean Lee, and Chong-Yen Lee. "Modernizing Government: Reengineering through Knowledge Management Approach." In 2009 International Conference on Information Management, Innovation Management and Industrial Engineering. IEEE, 2009. http://dx.doi.org/10.1109/iciii.2009.483.

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Han, Xue, and Jiang Shan. "A Process Reengineering on Maintaining Safe Headway." In 2010 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2010. http://dx.doi.org/10.1109/iciii.2010.448.

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Dietz, Jan L. G., and Hans B. F. Mulder. "Realising Strategic Management Reengineering Objectives with DEMO." In Proceedings of the First International Workshop on Communication Modeling. BCS Learning & Development, 1996. http://dx.doi.org/10.14236/ewic/cm1996.4.

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Zhi-ze, Zhang, and Liu Shuang-liang. "Government process reengineering based on knowledge management." In 2011 International Conference on E-Business and E-Government (ICEE). IEEE, 2011. http://dx.doi.org/10.1109/icebeg.2011.5881952.

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Sborshchikov, Sergey B. "PROJECT MANAGEMENT. ENGINEERING AND REENGINEERING IN CONSTRUCTION." In Международный строительный конгресс. Наука. Инновации. Цели. Строительство. АО «НИЦ «Строительство», 2023. http://dx.doi.org/10.37538/2949-219x-2023-136-139.

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Hua, Zhang Yu, Zhang Jian, and Zhang Wei Hua. "Jiangxi JingDeZhen Manufacturing Chain Reengineering Based Green Concept." In 2010 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2010. http://dx.doi.org/10.1109/iciii.2010.24.

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Reports on the topic "Reengineering (management)"

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VanVliet, J. A., and J. N. Davis. Environmental management compliance reengineering project, FY 1997 report. Office of Scientific and Technical Information (OSTI), September 1997. http://dx.doi.org/10.2172/563254.

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Berry, J. B. Implementation plan for waste management reengineering at Oak Ridge National Laboratory. Office of Scientific and Technical Information (OSTI), October 1997. http://dx.doi.org/10.2172/623023.

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Myrick, T. E. Reengineering of waste management at the Oak Ridge National Laboratory. Volume 1. Office of Scientific and Technical Information (OSTI), August 1997. http://dx.doi.org/10.2172/631158.

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Myrick, T. E. Reengineering of waste management at the Oak Ridge National Laboratory. Volume 2. Office of Scientific and Technical Information (OSTI), August 1997. http://dx.doi.org/10.2172/631159.

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Soldano, Miguel. IDB-9: Integrated Business Solution: Program Optima. Inter-American Development Bank, March 2013. http://dx.doi.org/10.18235/0010523.

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During 2008 and 2009, the Inter-American Development Bank (IDB, or Bank) assessed and documented shortcomings and constraints in its information technology (IT) capabilities, and in 2008 it created the IT Roadmap project (later Program Optima) to address these issues. As part of the IDB-9 Report, the Bank committed to the implementation of Program Optima to improve its efficiency in delivering services through IT. The program evolved over time, with its focus changing from information systems to business process reengineering. Also during 2010, the scope of the program was expanded to include areas that were originally left out of the program. Consequently, the budget assigned to the program increased from the original US$37 million to US$55.5 million. Program Optima suffered two major setbacks and changes in direction, the first in early 2009, when irregularities in the contracting of the consulting firm stopped the project for eight months; and the second in late 2010, when concerns were raised by senior Bank Management about the direction of the program. The team was moved to the Office of Strategic Planning and Development Effectiveness and a new Manager was hired, a process that again delayed the work for about eight months. Since the end of 2011 a new Optima team has been in charge of the program. The Bank has not yet implemented the necessary changes on its internal processes and IT systems to fulfill the requirements set out in the IDB-9 Report. However, the new Optima team has put in place the necessary mechanisms to make this program work, and it is now moving forward at a steady pace.
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