Chapter 4: Reengineering, Mergers, and the Supervisor

Vocabulary flashcards covering key terms, definitions, and core organizational principles from Chapter 4 on reengineering, mergers, and healthcare supervision.

Reengineering

Starting over as though nothing were already in place, to boost productivity, quality, or survival.

Merger

The combination of two or more organizations into a single organizational entity.

Affiliation

A formal association between organizations that stops short of a full merger.

Outsourcing

Contracting an outside organization to perform work formerly done in-house.

Organizational Flattening

Removing layers of management to widen spans of control and speed decisions.

Participative Style

A leadership style required for successful reengineering that relies heavily on participative management, delegation, employee empowerment, and self-directed teams.

Dysfunctional Process

A current process where parts of it just do not seem to be working as they should, serving as a sign of the need for reengineering.

Feasibility

A key evaluation factor in reengineering recognizing that not every process that could be reengineered should be right now.

Cross-Departmental Processes

Hospital processes that cut across departmental lines and receive increasing attention in reengineering efforts.

Classic Reengineering Errors

Six common mistakes that undermine reengineering efforts: One Department at a Time, All Talk Little Action, Overly Conservative & Timid, Dragging It Out Too Long, Restricting Its Scope, and Underestimating Employee Concerns.

Shared Services

The typical first step in the progression toward creating fully merged organizations.

Three Enemies of Productivity

Personal disorganization, inadequate planning, and procrastination.