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At the heart of reengineering lies the concept of Business Process Redesign (BPR), a systematic approach to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors.

A key premise of BPR is that the outdated designs of processes can hamper an organization's performance significantly. Therefore, redesigning these processes from the ground up is essential for overcoming such limitations. BPR focuses on workflows, systems, and enterprise structures to optimize end-to-end processes and automate non-value-added tasks.

For instance, a customer support process might be redesigned to move from a tiered support system to a more collaborative and agile framework. This could entail reshaping roles, merging tasks, and implementing advanced communication tools, all aimed at speeding up resolutions and boosting customer satisfaction.

In practice, BPR can involve the cross-functional collaboration of teams, integration of new software tools to streamline data flow, or the elimination of redundant steps in operational processes, all tailored toward a more seamless, efficient, and customer-centered approach.

Organizational Improvement, while intertwined with BPR, takes a broader view, encompassing the refinement of an organization's overall health and performance. It looks beyond individual processes and tackles structures, culture, and people issues.

Organizational improvement focuses on achieving alignment between the company’s objectives and the actual working practices. It involves strategic planning, leadership development, team building, and change management. This concept includes driving improvements in communication, decision-making, and problem-solving. Enhancing the organizational structure might involve decentralizing authority to increase the speed of decision-making or restructuring departments to better reflect customer needs.

A practical example of organizational improvement could include adopting a data-driven culture where decisions are informed by analytics rather than intuition. Leaders might undergo training to manage change more effectively, or collaborative tools may be introduced to enhance teamwork across departments and geographical locations.

Ultimately, efforts in organizational improvement strive to create a more agile and adaptable organization ready to meet the challenges of their respective industries head-on.

Efficiency and Effectiveness are the twin objectives at the core of reengineering processes. In simple terms, efficiency is about doing things right – it's concerned with the reduction of waste, streamlining processes, and minimizing cost without sacrificing quality. Effectiveness, on the other hand, involves doing the right things – it's about the strategic direction and ensuring that the organization's activities align with its mission and goals.

Improving efficiency may involve automating routine tasks to free up human resources for more complex work, like customer engagement or innovation. In contrast, enhancing effectiveness could mean reevaluating and prioritizing projects or services that directly contribute to an organization's core value proposition.

To demonstrate these concepts, consider a company that adopts project management software to optimize resource allocation and track project timelines (efficiency) while also redefining its product development strategy to focus on high-demand markets (effectiveness). It's important for an organization to balance both efficiency and effectiveness as overemphasizing one over the other can lead to a well-oiled machine that's heading in the wrong direction or a visionary company that never reaches its full operational potential.