Managers are increasingly using the term “business process re-engineering” to rationalise and describe a variety of innovations, irrespective of their content. Programmes of re-engineering have been designed simply as a means to cut costs; one of the major costs being that of people. The neglect of people in the design of re-engineering programmes has resulted in “operational” managers being forced to address issues such as low staff morale, poor job satisfaction and high levels of stress after a new structure or system has been put in place. This has resulted in attempts to improve communication and promote a consultative and open style of management. Job rotation, enlargement and enrichment have also been targets for improvement, and a greater emphasis has been placed on teamworking. An emerging phenomenon, which we feel is conducive to teamworking, is that of management involving employees in a discussion of service quality and what it means to work in their respective organisations. Critically, following these discussions, management must attempt to address the issues raised by employees.