Organizational inertia is indifference on the part of key executives to the need for comprehensive understanding and participating of all employees.
Inertia. Also described in Newton's First law of Motion.
Inertia is the property of matter that resists changes in motion. The greater the mass of an object, the greater its inertia. Inertia is what keeps objects at rest and in motion unless acted upon by an external force.
Force does not affect inertia in general. Inertia can basically be identified with the mass.
The unit of Inertia is kg and the Moment of Inertia is kg*m^2
Newton's first law is sometimes called the law of inertia.
sometimes yes. it all depends what you would like to achieve at the end of the reengineering process.
Dorine C. Andrews has written: 'Business reengineering' -- subject(s): Management, Organizational change, Reengineering (Management)
Lon Roberts has written: 'Process reengineering' -- subject(s): Industrial organization, Organizational change, Organizational effectiveness, Production planning, Quality control, Reengineering (Management) 'Spc for Right-Brain Thinkers'
Paul H. Allen has written: 'Reengineering the bank' -- subject- s -: Bank management, Organizational change, Banks and banking, Reengineering - Management -
Terry McNulty has written: 'Reengineering health care' -- subject(s): Case studies, Health services administration, Human services, Management, Organizational change, Reengineering (Management), Service industries
Rashid N. Khan has written: 'Business process management' -- subject(s): Industrial management, Information technology, Management, Organizational change, Organizational effectiveness, Reengineering (Management), Workflow
Michael R. Wood has written: 'The HELIX Factor' -- subject(s): Industrial management, Reengineering (Management), Organizational change
Alison Classe has written: 'Software tools for re-engineering' -- subject(s): Organizational change, Reengineering (Management), Data processing, Software
Employee reengineering is a strategic process aimed at restructuring an organization's workforce to improve efficiency, productivity, and adaptability. It often involves redefining roles, processes, and workflows to align with changing business needs and technological advancements. This approach can lead to enhanced employee performance and satisfaction by empowering individuals and fostering collaboration. Ultimately, employee reengineering seeks to create a more agile and responsive organizational culture.
John J. Cotter has written: 'The 20% solution' -- subject(s): Management, Organizational change, Reengineering (Management), Organisatieverandering 'The Twenty Percent Solution'
Reengineering isn't equal to deconstruction because reengineering makes the organization stronger. Deconstruction destroys without any efforts to rebuild what was torn down.
Joseph N. Kelada has written: 'Integrating reengineering with total quality' -- subject(s): Organizational change, Management, Corporate reorganizations, Total quality management