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Beyond Survival A Reengineenng Case Study In Academia

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1996 Annual Conference


Washington, District of Columbia

Publication Date

June 23, 1996

Start Date

June 23, 1996

End Date

June 26, 1996



Page Count


Page Numbers

1.87.1 - 1.87.6



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Amitabha Bandyopadhyay

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NOTE: The first page of text has been automatically extracted and included below in lieu of an abstract

Session 2242


Amitabha Bandyopadhyay SUNY Farrningdale


Hammer and Champy define reengineering as “the fundamental rethinking and radical redesign of business process to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.”l It is an innovative and radical concept that touches core culture of an organization. It is not meant to fix short term problems or improving a particular aspect of an organization. The definition of reengineering points out four keywords for reengineering. They are Fundamental, Radical, Dramatic, and Process.

In doing reengineering, organizations must ask the most fundamental questions about the organization’s basic reason of existence. The latin word “Radix” means root. Radical redesign means getting to the root of things and not just making superficial changes. Reengineering isn’t about making marginal or incremental improvements but achieving radical or quantum leaps in performance. The fourth key word in the definition is “process.” Most of the organizations are organized as “task-based.” To make the reengineering work an organization must shift to “Process-based” format. Consideration of the “Whole” rather than “Part” is one of the prerequisites to be successful in a reengineering effort. A few of the major organizational elements that must be effected along with many other parts of the organization are: governance and management structures, organizational culture and climate, quality initiatives, measurement of customer satisfaction and overall service delivery.

Reengineering is distinctly different from traditional total quality management and continuous quality improvement. Reengineering triggers changes of many kinds -- anything associated with the process must be refashioned in an integrated way.

There are no industries today as difficult to change as in academia. In academia shared governance structure, faculty unions, accreditating agencies, student-faculty- industry--each-claiming-customership, and taxpayers interests makes reengineering confusing, difficult and interesting. Before examining the reengineering effort at the State University of New York, Farmingdale campus we need to look at the history of the college to understand the need and impact of reengineering.

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Bandyopadhyay, A. (1996, June), Beyond Survival A Reengineenng Case Study In Academia Paper presented at 1996 Annual Conference, Washington, District of Columbia. 10.18260/1-2--5897

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