MARC record from Internet Archive

LEADER: 06395cam 2200973 a 4500
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003 OCoLC
005 20140219101136.0
008 940927s1995 nyu 001 0 eng
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050 00 $aHD70.U5$bC49 1995
082 00 $a658.4/09$220
084 $a85.10$2bcl
084 $aQP 300$2rvk
084 $aQP 340$2rvk
100 1 $aChampy, James,$d1942-
245 10 $aReengineering management :$bthe mandate for new leadership /$cJames Champy.
250 $a1st ed.
260 $aNew York :$bHarperBusiness,$cc1995.
300 $axii, 212 p. ;$c25 cm.
500 $aIncludes index.
505 0 $aManagement? why reengineer management? -- The ordeal of management -- Living the questions -- What is this business for, anyway? -- Cases in point, how we decided -- What kind of culture do we want? -- Cases in point, what we wanted -- How will we do our work? -- Cases in point, thinking about management processes -- What kind of people do we want to work with? -- Cases in point, how we chose -- The second managerial revolution.
520 $aMore than two years after the publication of Reengineering the Corporation, thousands of companies large and small have undertaken the mission of reengineering, sparking a transformation in literally millions of working lives. Yet as the reengineering revolution spreads throughout the world economy, a now-familiar pattern seems to have emerged. Too often, reengineering stops at the upper echelons of corporations, and managerial levels remain unchanged or resistant to the reengineering process. As a consequence, the task of reengineering is stopped in its tracks, and the anticipated benefits are never achieved. After working with dozens of companies in the throes of reengineering, Jim Champy is uniquely qualified to write the book that brings management fully into the reengineering revolution. In Reengineering Management, Champy provides the guidelines managers need to lead, organize, inspire, deploy, measure, and reward the new work reengineering creates.
520 8 $aToday's management practices hearken back to the early 1900s, when corporations changed from owner leadership to professional managers who began to run companies like controllable, predictable machines. Now that corporations have taken pains to reengineer their operational processes, the management processes must change in accordance. In Reengineering Management, Champy reveals that these processes must focus on mobilizing, enabling, defining, measuring, and communicating in order to achieve a business culture that enables a continuous process of reengineering - in order, in short, to achieve success. For the hundreds of thousands of managers who have read Reengineering the Corporation and the millions who have been touched by the reengineering revolution, Reengineering Management is the book that can deliver the reality behind the promise.
650 0 $aIndustrial management$zUnited States.
650 0 $aOrganizational change$zUnited States.
650 0 $aExecutives$zUnited States.
650 0 $aLeadership.
650 0 $aReengineering (Management)
650 17 $aOrganisatieverandering.$2gtt
650 17 $aManagement.$2gtt
650 6 $aGestion d'entreprise$zÉtats-Unis.
650 6 $aChangement organisationnel$zÉtats-Unis.
650 6 $aChefs d'entreprise$zÉtats-Unis.
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650 7 $aReengineering (Management)$2fast$0(OCoLC)fst01092359
651 7 $aUnited States.$2fast$0(OCoLC)fst01204155
653 0 $aExecutives$aUnited States
653 0 $aIndustrial management$aUnited States
653 0 $aLeadership
653 0 $aOrganizational change$aUnited States
653 0 $aReengineering (Management)
776 08 $iOnline version:$aChampy, James, 1942-$tReengineering management.$b1st ed.$dNew York : HarperBusiness, c1995$w(OCoLC)646853812
856 41 $3Table of contents$uhttp://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=006657951&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
856 42 $uhttp://www.gbv.de/dms/hbz/toc/ht006528609.pdf$3Inhaltsverzeichnis
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