Reengineering Management

The Mandate for New Leadership

James Champy

Publisher: HarperCollins, 1995

ISBN: 0-00-255521-2

Synopsis:

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Table of Contents:

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1. Management? Why Reengineer Management?
2. The Ordeal of Management
• The Metaphor of the Corporate Machine
• The Era of Smooth Sailing
• Power Shift: The Captains' New Captains
• The Wrekc of the Machine
3. Living the Questions
• How to Think Reengineering
• What Reengineering Thoughts Are About
4. What Is This Business For, Anyway?
• Living the Question of When to Reengineer
• Who Wants to Know?
• What Do They Want to Know?
• Big Picture Reasons
• Industry-Specific Reasons
• Corporation-Specific Reasons
• Purpose and Vision
• Purpose and Vision II
• Personal Meaning
5. Cases in Point — How We Decided
6. What Kind of Culture Do We Want?
• What Values?
• A Case of Bad Values
• Beware: Weeds Push Out Flowers
• The Value of Good Values
• The Meaning of Values
• Yes, But How Do We Do It?
• When Senior Managers Balk
• Beware of Banality
7. Cases in Point — What We Wanted
• Teaching
• Doing
• Living
• And Now the Don'ts
8. How Will We Do Our Work?
• What Sort of Work Are We Talking About?
• Mobilizing
• Enabling
• Defining
• Measuring
• Communicating
9. Cases in Point — Thinking About Management Processes
• Enabling
• Defining
• Measuring
• Communicating
• One More Danger: You Can't See It
10. What Kind of People Do We Want to Work With?
• The New Workforce
• Educating
• Paying
• How Do You Choose New Employees?
• Screening
• Interviewing
• Interviewing Plus
• What If" Exercises
• Peer Participation
• What About the People You May Not Want to Work With?
• Whatever Happened to the Social Contract?
11. Cases in Point — How We Chose
• Education
• Hiring
• Paying
• The New Covenant
12. The Second Managerial Revolution