Re‐engineering at Work

Citation

Hodgson, R.E. (1998), "Re‐engineering at Work", Journal of Management Development, Vol. 17 No. 4, pp. 310-312. https://doi.org/10.1108/jmd.1998.17.4.310.7

Re‐engineering is the latest collective technique to gain credence in the organizational world, albeit in various forms and guises. Dr Michael Loh, Regional Organization Development Manager with Guardian Royal Exchange (Asia) Limited, believes the failure of many re‐engineering programmes is directly attributable to neglect of the human element. Dr Loh aims to rectify this oversight in his book.

An a priori in changing an organization is changing the behaviour of the workforce. The methodology of implementing this cultural change is described in a simple four stage process which structures the book’s layout.

In the first and shortest section, the “change imperative” is discussed as a necessary and important first step. Dr Loh reviews the advantages and disadvantages of strategies for change, spiced with anecdotal examples of companies positioning themselves for the re‐engineering process. Emphasis is placed on resistance to change generated by conformity to group norms, as the author believes that re‐engineering often results in the destruction and resetting of these norms.

The second step, which involves the creation of vision and targets, is discussed in five chapters. Pre‐eminence is given to envisaging the organizational objectives of engineering and the subsequent development of appropriate strategies to realize these goals. Accepted techniques such as SWOT analysis are briefly reviewed, as are mission and vision statements. It is to Dr Loh’s credit that he avoids pedantic discussion of the definitional niceties of these methods. Benchmarking is subsequently discussed as a means to set the standards necessary to realise the created vision. The dividing line between benchmarking and industrial espionage is presented and again, examples of companies using benchmarking are provided for illustration. The next two chapters review the conduct of operational and behavioural analyses. It might be expected from Dr Loh’s avowed aim that behavioural analysis or “the touchy feely stuff” would be a strong chapter. This is not the case. While an in‐depth example of behavioural analysis is given, there is little discussion of the theoretical underpinning of such techniques. This is compensated for by a mercifully brief, but enlightening, chapter on leadership.

The third step of redesign and implementation is covered in three chapters. Creativity is seen as pivotal in the re‐engineering process and creativity enhancing methods are described. Dr Loh redeems himself with a useful chapter on re‐engineering and human resource management. Re‐engineering job roles is discussed lucidly, as is the role of the re‐engineering consultant. The highlight of the chapter is a frank critique of re‐engineering consultants and guidelines on their employment.

The final step looks at sustaining long term results, especially from the human perspective. Resistance to change and potential remedies are addressed. The maintenance and management of change are not neglected as the author believes 70 per cent of management initiatives fail because of inattention to these factors.

Overall, this is an extremely useful book which demystifies re‐engineering by its simple style and attractive presentation. It is strengthened by a multi‐cultural approach and the use of examples. Its main weakness, which it shares with practically all books of its genre, is the lack of a critical evaluation of the re‐engineering process. Purists may cavil at the apparent lack of depth, and tyro re‐engineers may wish for more detail, but there is a reading list which briefly reviews each recommended title