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Implications of Managerial Reengineering on Change Management

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  • Eduard-Gabriel CEPTUREANU

    (The Bucharest University of Economic Studies, Romania)

Abstract

Nowadays, due to competition focused on price, delivery times and quality, companies increasingly emphasize added value through fulfillment of customer requirements and expectations and increased organizational flexibility. Generating added value requires fulfillment of market demands, and a structure based on processes. Accordingly, the company has to focus on these processes. Not all organizational processes are value related, but only those whose results the clients are ready to pay accordingly. As a result of changes in business environment (such as increasing globalization, changes in economic structure due to ascendence of services and developments in information technology) companies requires new ways to do business. One way is to develop human resources. In this case, well trained employees are needed, capable of performing a wide range of tasks. Another way is to adapt or transform to a knowledge sesitive organization, implementing knowledge based management. Finally, another way is to develop company’s capability to redesign added value processes, independent of current objectives and products or services. In this case, managerial reengineering is the logical step. This article details relationship between managerial reengineering and change management in several of the most well known reengineering approaches in literature.

Suggested Citation

  • Eduard-Gabriel CEPTUREANU, 2016. "Implications of Managerial Reengineering on Change Management," REVISTA DE MANAGEMENT COMPARAT INTERNATIONAL/REVIEW OF INTERNATIONAL COMPARATIVE MANAGEMENT, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 17(2), pages 164-172, May.
    • Handle: RePEc:rom:rmcimn:v:17:y:2016:i:2:p:164-172
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    References listed on IDEAS

    as
    1. Hammer, Michael & Champy, James, 1993. "Reengineering the corporation: A manifesto for business revolution," Business Horizons, Elsevier, vol. 36(5), pages 90-91.
    2. Sebastian Ion CEPTUREANU, 2015. "Competitiveness Of Smes," Business Excellence and Management, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 5(2), pages 55-67, June.
    3. Eduard Gabriel CEPTUREANU, 2015. "Research Regarding Change Management Tools On Eu Smes," Business Excellence and Management, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 5(2), pages 28-32, June.
    4. Sebastian Ion CEPTUREANU, 2015. "Knowledge Management in Romanian Young SMEs (Part 1)," REVISTA DE MANAGEMENT COMPARAT INTERNATIONAL/REVIEW OF INTERNATIONAL COMPARATIVE MANAGEMENT, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 16(1), pages 5-22, March.
    5. Sebastian Ion CEPTUREANU & Eduard Gabriel CEPTUREANU & Alina TUDORACHE & Filip ZGUBEA, 2012. "Knowledge Based Economy Assessment in Romania," Economia. Seria Management, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 15(1), pages 70-87, June.
    6. Eduard Gabriel CEPTUREANU, 2015. "Reactions to Change in Romanian SMEs," REVISTA DE MANAGEMENT COMPARAT INTERNATIONAL/REVIEW OF INTERNATIONAL COMPARATIVE MANAGEMENT, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 16(1), pages 77-87, March.
    Full references (including those not matched with items on IDEAS)

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    More about this item

    Keywords

    change management; reengineering; reengineering models; business process reengineering.;
    All these keywords.

    JEL classification:

    • M00 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - General - - - General
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • D01 - Microeconomics - - General - - - Microeconomic Behavior: Underlying Principles

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