GEにおけるリエンジニアリング戦略の成功要因の分析

点击翻译按钮获取中文摘要

This research proved the success factors of reengineering strategy which General Electric Co. in USA introduced during 1980's-1990's. Those success factors are summarized in the following three points.First, proposal of clear vision and strong leadership by top management. Second, simultaneous promotion of restructuring to shift rapidly to new divisions which adapt to modern needs and company growth. Third, success in making an organization of workers who think and work for themselves through increased productivity movement-a part of which was introduced from Japanese management methods-and networking of information technology.Originalities of this research are as follows.First, verification that GE simultaneously has promoted both reengineering and restructuring in the 1980's. Second, confirmation that there have been imitations and arrangements of parts of Japanese management methods when reengineering was introduced to GE.Third, discovery that the separation principle of planning and practicing and hierarchical structures used in traditional management were modified drastically, and a new boundaryless, self-disciplined organization was brought into existence. Fourth, verification of the economic effects of reengineering through statistical data of productivity increases. The diagram shows that sales per employee rose about four times from 1980 to 1993.Part of this research was published as reengineering strategy and organizational reform of electrical-machinery big business, 'in Shoichi Inoue and Koji Nakamura ed, "the formation, growth, development of modern big business, " Yachiyo publishing company, 1995, eighth chapter, pp. 239-260.