M.Com. (Business Management) / Please refer to full text to view abstract

by Chan Man-Wai, Julia. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaf 41). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.iii / Chapter / Chapter I. --- INTRODUCTION AND PURPOSE OF STUDY --- p.1 / Background and Definitions --- p.1 / Contradictions on the approach of BPR --- p.3 / Revolutionary or Evolutionary --- p.3 / IT led or IT enabled --- p.3 / Scope of BPR --- p.3 / Rapid or Slow --- p.4 / Misunderstandings --- p.5 / Applications --- p.6 / Purpose of Study --- p.7 / Chapter II. --- LITERATURE REVIEW --- p.8 / Critical Success Factors --- p.8 / Definition of Methodology --- p.13 / Comparison on Methodologies by Klien and Manganelli --- p.14 / Chapter III. --- STUDY METHODOLOGY --- p.16 / Chapter IV. --- COMPARISON OF METHODOLOGY --- p.18 / Overview --- p.18 / Preparation for BPR --- p.19 / Process Selection --- p.23 / Team Composition --- p.24 / "Map As-Is, Redesign To-Be " --- p.28 / Implementation --- p.31 / Some more major differences --- p.32 / Chapter V. --- A FRAMEWORK FOR EXECUTING BPR --- p.34 / Chapter VI --- CONCLUSION --- p.40 / BIBLIOGRAPHY --- p.41 / APPENDIX --- p.42

Dissertation (MBus) -- AUT University, 2008. / Includes bibliographical references. Also held in print (xi, 97 leaves ; 30 cm.) in the Archive at the City Campus (T 658.406 AMA)

Thesis (M.S. in Information Technology Management)--Naval Postgraduate School, September 2009. / Thesis Advisor(s): Cook, Glenn ; Barreto, Albert. "September 2009." Description based on title screen as viewed on November 6, 2009. Author(s) subject terms: Business Process Reengineering, Information System, Department of Defense Information Assurance Certification and accreditation Process, Services Organization, BPR, DIACAP, TSO-KC. Includes bibliographical references (p. 101). Also available in print.

The research problem addressed in this study was to identify guidelines to improve business processes that will enhance the ability of Small, Medium, and Micro Enterprises (SMME’s) to be able to operate competitively in local and global markets. Reengineering of business processes (BPR) is necessary because of internal factors such as increasing global competition, increasing domestic competition, new technologies, industry overcapacity, shrinking markets and increasing pressure from suppliers. There are also various external factors that influence the necessity to reengineer business processes. These factors include increasing cost structure, declining profitability, declining sales, low productivity, inadequate employee skills and less efficiency in operations. In order to identify guidelines that will enhance SMME’s performance, questionnaires with relevant questions were used . The findings of the literature survey clearly highlights the specific areas where attention is required for improvements.

M.Ing. / Organizational change is one of the most important and difficult tasks facing managers today. For this reason it is necessary to focus on the reengineering process on a continuous basis. The aim of this study is to evaluate and improve the reengineering process as implemented in a case study. Pertinent literature will be integrated throughout the case study. The study is set out in the following manner: PART 1: Part 1 of the study consists of the introduction to reengineering and the introduction to the background of the case study. This section also refers to the formal description of reengineering. PART 2: The second part of the study is dedicated to the process design and in depth discussion procedures and documentation. The chapters in part two are set out as follows: The first chapter in part 2 gives a more detailed discussion of the reasons for implementing a reengineering process and also the roles and responsibilities of the role players in the chosen process. Chapter 3 describes the understanding phase. In this chapter phase 1 is the stage of the process in which the information is collected and the processes mapped out. Chapter 4 describes the idea cycle process design. This chapter describes phase 2 in the process. Chapter 5 discusses the process required to manage the idea approval phase or phase 3. The final chapter in part 2 also addresses the final phase of the process. In this chapter the implementation planning is studied and mapped out. This phase is labelled as phase 4 PART 3: Part 3 consists of the results achieved during the case study by applying the studied process and then also the conclusions drawn from the outcomes.

M.Ing. (Engineering Management) / Business Process Reengineering (BPR) is intended to be a management initiative that fundamentally redesigns business processes, through radical rethinking of core business processes. Thus ultimately yield dramatic improvements in contemporary performance measures such as quality, service, speed etc. Business processes are driven by people, technology, and workflow, however very little has been mentioned about the “people element” in reengineered processes literature. Hence the estimated failure rate of 70% in reengineering initiatives partly results from neglecting the human element in redesigned processes. The report is aimed at dealing with the “human element” in BPR through the introduction of the concept referred to as Business Process Reengineering Management (BPRM). A number of BPR case studies were used to develop the concept of BPRM. Case study findings in both successful as well as unsuccessful BPR initiatives were analysed, and the concept of BPRM was then deduced from both the case studies as well as the literature review.

M.Comm. / For many decades transport in this country was largely provided by South African Railways and Harbours (SAR&H), a government body which controlled everything - from the state airline, South African Airways (SAA), to harbours and pipelines. In 1990 the South African Transport Services (SATS), as it was later called, received company status. A company representing the vast transportation network was later formed and was appropriately called Transnet. Spoomet, the largest of all the divisions in Transnet and providing by far the major portion of Transnet's turnover, transports freight, containers, bulk goods like ore and coal, and passengers by rail. It's assets are spread throughout Southern Africa and its railway technology is comparable to the best in the world. Southern Africa's development is to a large extent determined by the achievement in the manufacturing industry, mining and agricultural sectors. The cost of products and their competitiveness on the world market is largely dependent on efficient transport. This is particularly the case for freight and bulk commodities because of the long distances between the industrial and mining areas and the coast. As the largest, most diverse and efficient rail transport organisation in Southern Africa, Spoomet can be a key player in the creation of wealth, employment, contribution to national budgets, international trade and general economic development in the region. Because of the deregulation of the transport industry, fierce competition is already contributing to greater efficiency and ongoing innovation.

published_or_final_version / Business Administration / Master / Master of Business Administration

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 1998. / Field project. Includes bibliographical references.