Reengineering:%20the%20systematic%20redesign%20of%20a%20business

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CHAPTER 25

• Reengineering the systematic redesign of a
  businesss core processes, starting with desired
  outcomes and establishing the most efficient
  possible processes to achieve those outcomes

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OBSTACLES TO REENGINEERING

• Knowledge of present processes
• Existing rules and regulations
• Departmental boundaries
• Functional and occupational boundaries
• Normal resistance to change
• Individual paradigms and perspectives

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REDUCTIONS IN HEALTH CARE WORKFORCE

• For many years health care employment was
  considered to be essentially layoff-proof now,
  however, reductions in force are routine
  occurrences

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IMMEDIATE RESPONSES TO A REDUCITON-IN-FORCE (RIF)

• Some employees feel more like cost elements than
  valued members of an organization
• Employee commitment can erode as perceived
  security is affected
• Employee morale will suffer

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IMMEDIATE RESPONSES TO AN RIF (CONTD)

• Some valuable key staff may feel compelled to
  look for other employment
• Supervisors may attempt to compensate for lost
  help by increasing the use of overtime and
  temporary employees
• Before implementing a reduction

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ATTEMPT TO REDUCE RESPONSE

• Seek all short-term non-personnel savings
  attrition
• Curtail overtime, reserving it for emergencies
• Reduce supply inventories to lowest practical
  levels

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SURVIVORS OF A REDUCTION NEED TO KNOW

• Why they remain and whats expected of them
• They are good at what they do (Which is why they
  are still there)
• A future of doing more with less is critical to
  organizational survival and continued employment

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IMMEDIATE AND NATURAL REACTIONS TO A REDUCTION

• Some short-term loss of good talent
• An immediate drop in productivity
• Increases in the use of sick time, health
  benefits, injuries, medication errors, and other
  lapses in quality

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ALL RIF SURVIVORS NEED TO APPRECIATE

• Nobody can absolutely guarantee continued
  employment
• A certain amount of stress always follows a RIF
• Emphasis on improved productivity is essential to
  survival
• Employee performance is the best survival
  insurance

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SUPERVISORS KEY CONCERNS POST-RIF

• Attention to employees motivational needs
• The need to be a strong staff advocate
• The need to help RIF survivors adapt to changes
• The need to encourage employee participation
• The development and use of teams
• Constant attention to employee communication