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Author Annon, M. C.
Source United States Department of Energy Office of Scientific and Technical Information
Content type Text
Language English
Subject Keyword NUCLEAR POWER REACTORS AND ASSOCIATED PLANTS ♦ ENERGY PLANNING AND POLICY ♦ NUCLEAR POWER PLANTS ♦ MANAGEMENT ♦ ECONOMICS ♦ PERSONNEL ♦ ATTITUDES ♦ PRODUCTIVITY ♦ PSYCHOLOGY ♦ PERFORMANCE ♦ PROFITS ♦ HUMAN FACTORS ♦ ELECTRIC UTILITIES
Abstract The differentiation among {open_quotes}rightsizing,{close_quotes} {open_quotes}downsizing,{close_quotes} and {open_quotes}reengineering{close_quotes} has been lost by many organizations. Also, unfortunately of late, the approaches to improved competitiveness and worker productivity are being viewed, by many companies, as neither worth the effort nor achieving the desired results. In some cases, the effort may actually create more negative results. This type of negative perception has been documented in a variety of sources that include the following: (1) less than half the companies reporting improvements in operating profits after the cuts were made, (2) the processes resulting in significantly degraded morale among more than 75% of the employees, (3) less than one-third of organizations reporting improvements in worker productivity, and (4) even Michael Hammer (the reengineering {open_quotes}guru{close_quotes}) believing that more than 50% and maybe as much as 70% of the organizations do not achieve the intended results. This paper describes an integrated organizational review process that was applied within a nuclear utility that did achieve the desired results.
ISSN 0003018X
Educational Use Research
Learning Resource Type Article
Publisher Date 1996-12-31
Publisher Place United States
Journal Transactions of the American Nuclear Society
Volume Number 74
Technical Publication No. CONF-9606116-


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