by Wong Wing Nin. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaf 45). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Overview --- p.1 / Project Plan --- p.3 / Chapter II. --- THE OLD SEAGRAM MIS ORGANIZATION --- p.4 / Company Profile --- p.4 / Driving Force behind the Change --- p.5 / The Old MIS Structure --- p.6 / Chapter III. --- ORGANIZATION THEORY REVIEW --- p.9 / Organization Change Factors --- p.9 / Readiness of Change --- p.11 / Resistance of Change --- p.11 / Overcoming the Change --- p.13 / Structural Cybernetics --- p.14 / Principal of Organization Design --- p.16 / Functional Building Block --- p.17 / Dynamic Teamwork --- p.18 / Implementation Process --- p.22 / Chapter IV. --- THE NEW SEAGRAM MIS ORGANIZATION --- p.25 / Global Planning - Regional Implementation --- p.25 / Specialization - No Rainbow --- p.26 / No Redundancy or Gap - Clear Boundary --- p.26 / Network Organization --- p.27 / Dynamic Teamwork --- p.29 / Chapter V. --- EMPLOYEE OPINION FEEDBACK --- p.31 / High Staff Turnover --- p.32 / Top Management View --- p.32 / MIS Internal View --- p.33 / Customer View --- p.35 / Summary --- p.36 / Chapter VI. --- SUGGESTION FOR IMPROVEMENT --- p.38 / Open Communication --- p.38 / Clear Definition of Job Role --- p.39 / Education and Training --- p.39 / Consolidate Ambiguous Function --- p.40 / Chapter VII. --- CONCLUSION --- p.41 / Chapter APPENDIX - --- INTERVIEW OUTLINE --- p.43 / BIBLIOGRAPHY --- p.44

published_or_final_version / Business Administration / Master / Master of Business Administration

by Huang Zilong, Mok Gar Lon Francis, Yip Kin Keung. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 66-67). / Introduction / Forward --- p.1 / Methodology --- p.3 / What is Process Management --- p.4 / Definition of process --- p.4 / An overview of process management --- p.5 / Goals of process management --- p.6 / Benefits of process management --- p.6 / Process Assessment --- p.7 / Process Analysis --- p.12 / Process Improvement --- p.16 / Process Assessment Tools/Techniques --- p.18 / Process Analysis Tools/Techniques --- p.19 / Different Performance / Process Improvement Tools --- p.20 / TQM --- p.20 / IS09000 --- p.20 / Business Process Reengineering --- p.20 / Process Management --- p.21 / Comparison --- p.22 / Company Experience with Process Management --- p.23 / IBM experience --- p.23 / Background --- p.23 / Methodology --- p.24 / Current development --- p.26 / MTRC experience --- p.28 / Background --- p.28 / Methodology --- p.29 / Current development --- p.31 / Application of Process Management at CRC --- p.32 / Background --- p.32 / History of merging --- p.32 / Restructure --- p.33 / Difficulties encountered --- p.34 / Current Situation analysis --- p.36 / Structure --- p.36 / Practices --- p.38 / Human issues --- p.41 / Attitude --- p.41 / Motivation --- p.43 / Knowledge and Skills --- p.43 / Selecting the key process --- p.43 / Customer Service --- p.44 / Purchasing Management --- p.44 / Process Assessment --- p.44 / Process Analysis --- p.49 / Process Improvement --- p.58 / Key learning / Conclusion / Further discussion --- p.61 / Management Issues --- p.62 / Human Issues --- p.63 / "Integrating TQM, Process Management and BPR" --- p.64 / References --- p.66 / Appendices / Appendix I An example of Process Map / Appendix II Retail Information & Management Systems

by Chan Kam-Lung. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 56-57). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF TABLES --- p.v / ACKNOWLEDGEMENT --- p.vi / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Difference Between BPR and Other Improvement Methods --- p.1 / Current Issues in BPR Implementation --- p.2 / Critical Success Factors for BPR Initiatives --- p.5 / Objective of the Study --- p.6 / Chapter II. --- DETAILED REVIEW OF THE COMPANY UNDER STUDY --- p.8 / Financial Condition of the Company --- p.9 / Competitive Market Condition 、 --- p.10 / Future Change in the Telecom Service Market --- p.11 / Recent and Future Changes in Hong Kong Telecom --- p.13 / Chapter III. --- METHODOLOGY OF STUDY --- p.18 / Scope of the Study --- p.18 / Questionnaire Design --- p.19 / Analysis of Results --- p.20 / Chapter IV. --- RESULTS AND ANALYSIS --- p.22 / Results --- p.22 / Analysis and Discussion --- p.23 / General Awareness of BPR and Underlying Motives --- p.23 / Adequacy and Forms of Communication for BPR --- p.26 / "Employees' Feeling, Opinion and Behaviour on BPR Initiatives" --- p.29 / Future of Company and Employees' Future Plan --- p.31 / Analysis With Regard to Age Distribution --- p.32 / Analysis With Regard to Year of Service --- p.33 / Analysis With Regard to Responsible Area --- p.34 / Analysis With Regard to Position in Company --- p.34 / Chapter V. --- SUMMARY AND RECOMMENDATIONS --- p.36 / Limitation and Suggestion for Further Study --- p.37 / APPENDIX / Chapter I. --- Results on Understanding and Awareness of BPR --- p.42 / Chapter II. --- Results on Adequacy and Different Forms of Communication for BPR --- p.43 / Chapter III. --- Results on Employees' Feeling and Behaviour Towards BPR --- p.44 / Chapter IV. --- Results on Future of Company and Employees' Future Plan --- p.45 / Chapter V. --- Results on Analysis Based on Age Distribution --- p.46 / Chapter VI. --- Results on Analysis Based on Year of Service Distribution --- p.47 / Chapter VII. --- Results on Analysis Based on Responsible Area --- p.48 / Chapter VIII. --- Results on Analysis Based in Portion in Company --- p.49 / Chapter IX. --- Survey Questionnaire --- p.50 / BIBLIOGRAPHY --- p.55

by Leung Man-Wai, Dannie. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 68-70). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- METHODOLOGY --- p.5 / Chapter III. --- LITERATURE REVIEW --- p.7 / Reengineering --- p.7 / What is Reengineering? --- p.7 / Approaches to Reengineering --- p.10 / The Role of Management in Reengineering --- p.11 / Why Reengineering Project Failed and Succeeded? --- p.13 / Relationship Between Reengineering and Information Technology --- p.14 / Human Dimensions in Reengineering --- p.16 / The Concept of Selling Chain Management --- p.18 / Chapter IV. --- REENGINEERING THE SELLING CHAIN AT DATA GENERAL CORPORATION --- p.20 / Company Background --- p.20 / Call to Action --- p.21 / The Reengineering Competency Group --- p.22 / Reengineer the Selling Chain --- p.24 / Problems Before Reengineering --- p.24 / Three Phases of Reengineering --- p.27 / Redesign Concepts Applied --- p.37 / The Lessons Learnt --- p.38 / The Reengineered Data General --- p.42 / Critical Success Factors of Data General Reengineering --- p.42 / Chapter V. --- TECHNOLOGY-ENABLED SELLING --- p.45 / Aligning Technology-Enabled Selling with Selling Chain Management --- p.45 / What Is Technology-Enabled Selling? --- p.46 / The Impact of the Sales Organization on SCM --- p.46 / A Transition in Customer Relationships --- p.47 / Moving the Decision Point --- p.47 / Fact-Based Presentation --- p.48 / Optimizing the Selling Chain and Maximizing Profit --- p.49 / The Building Blocks of Technology-Enabled Selling --- p.49 / Opportunity Management System --- p.49 / Marketing Information System --- p.50 / Sales Configuration System --- p.51 / Sales Order Management System --- p.53 / The Interactive Selling System --- p.53 / Which Building Block Should be Implemented First? --- p.54 / Leveraging the Benefits of Technology-Enabled Selling --- p.55 / Avoiding the Cost-Reduction Pitfall --- p.55 / Understand the Market Force --- p.56 / Demonstrating Customer Value --- p.57 / Selling Models Consideration --- p.58 / Chapter VI. --- REDESIGNING DATA GENERAL'S SELLING CHAIN IN ASIA --- p.62 / Chapter VII. --- CONCLUSION --- p.67 / BIBLIOGRAPHY --- p.68

M.Comm. / Telkom is currently busy with extensive re-engineering of its customer interface operational structures. The primary goal of this study is to measure the impact of these re-engineering processes on Telkom customers' perceptions of service quality by way of tracking the impact of the current Telkom re-engineering process on customer satisfaction. The study consists of both a literary review and an empirical survey. The literature review consist of a study of service quality, the re-engineering process required in order to improve service quality, and service quality improvement in the South African environment with specific reference to Telkom. The empirical survey consist of comparing two research reports on customer service quality in Telkom. The research reports are the result of the customer satisfaction satisfaction monitor program that Telkom initiated to track customer perceptions of service quality. The main conclusions of the study are as follows: Many organisations' transformation efforts fail because of ineffective planning and execution. Research have identified various reasons why transformation efforts fail and what steps are crucial to the success of any transformation process. The studies have shown that there are no single success recipe when it comes to organisational transformation methodology. The micro environment as well as the macro environment influencing the organisation determines the manner in which a transformation process is structured, implemented and managed. This includes the strategic intent guiding the organisation, the architecture (or design) of the organisation; and the relationships between all the organisational stakeholders. The implementation of a chosen transformation process is essentially a team effort with strong leadership crucial to its successful management. The process can succeed or fail depending on the success of this alone. Culture change within the organisation is also crucial to success. The hardest part of transformation is getting employees not only to act differently, but to think differently as well. Employee's styles (the ways they think and behave) and their attitudes (what they believe is important about their work) must be realigned to fit the new process. It appears that South African organisations are not sufficiently prepared for the opening of its markets to international competition. Especially in highly competitive environments, a lot of South African organisations have been adversely affected. These organisations have not planned sufficiently for this threat and as a result few or no transformation efforts have been initiated to improve service levels to the standards of their international competitors. Telkom will play a key role in the future competitiveness of South African businesses. Through the effective provisioning of telecommunications, businesses are provided with one of the most essential competitive tools. According to the Telecommunications Act no 103 of 1996, Telkom are excluded from competition for the largest part of its business until 2001. Telkom has until then to raise service levels to international levels so as to attain customer loyalty when the period of exclusivity expires. To be as successful as possible in this task, Telkom started on a road of transformation in order to attain maximum effectiveness. Part of this transformation includes the constant re-engineering of processes and procedures involving all levels of Telkom. Telkom's Total Quality Management initiatives together with the Customer Satisfaction Measurement programme is geared toward identifying the critical areas where customers perceive Telkom to provide ineffective service quality, implementing action plans to improve the service level standards in these areas and continuously tracking the effect of these improvement initiatives on customer satisfaction levels.

by Chan She Kei. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 85-86). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / ACKNOWLEDGMENTS --- p.vi / LIST OF TABLES --- p.vii / LIST OF CHARTS --- p.viii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- RESEARCH METHODOLOGY --- p.4 / Basic Scope of the Study --- p.4 / Basic Approach --- p.5 / Confidentiality --- p.6 / Chapter III. --- LITERATURE REVIEW --- p.7 / Organisational Development --- p.7 / Emerge of Business Process Re-engineering --- p.8 / Principles and Basic Steps for Re-engineering Business Process --- p.10 / Obstacles for BPR --- p.15 / Organisational Culture and BPR in Chinese Community --- p.17 / Lessons Learnt from Experience --- p.19 / Chapter IV. --- THE BPR CASE --- p.22 / Background of Asset Creation Team --- p.22 / Urgency for Changes --- p.23 / Objectives --- p.24 / Approach --- p.25 / Issues --- p.25 / Benchmarking --- p.26 / Recommendation --- p.27 / Organisational Change --- p.28 / Implementation --- p.29 / Chapter V. --- DISCUSSION AND ANALYSIS --- p.31 / Top Management Commitment --- p.31 / BPR Team Member --- p.32 / BPR Project Process --- p.33 / The Proposed Change --- p.35 / Human Aspects of BPR --- p.42 / Chapter VI. --- EMPLOYEE SURVEY --- p.46 / Objectives --- p.46 / Survey Responses --- p.47 / Discussion on Survey Findings --- p.49 / Corporate Change Strategies --- p.49 / Corporate and Personal Culture --- p.52 / Work Organisation and Operating Efficiency --- p.56 / Impact on Employee due to the Change --- p.58 / Chapter VII. --- SUGGESTIONS FOR IMPROVEMENT --- p.61 / Suggestions for Future BPR Project --- p.61 / Suggestions for Improving Effectiveness of the New Organisation --- p.63 / Chapter VIII. --- CONCLUSION --- p.67 / APPENDICES --- p.73 / Chapter Appendix 1 : --- The Previous Organisational Chart for Design Department --- p.73 / Chapter Appendix 2 : --- The Previous Organisational Chart for Network Development Department --- p.74 / Chapter Appendix 3 : --- The Organisational Chart for New Asset Creation Process --- p.75 / Chapter Appendix 4 : --- The Previous Work Process For Asset Creation --- p.76 / Chapter Appendix 5 : --- The New Work Process For Asset Creation --- p.77 / Chapter Appendix 6 : --- The Implementation Plan --- p.78 / Chapter Appendix 7 : --- The Sample Questionnaire --- p.79 / Chapter Appendix 8 : --- The Survey Summary --- p.83 / BIBLIOGRAPHY --- p.85 / Books --- p.85 / Periodicals --- p.86

Although several studies question information technology's contribution to productivity, organizations continue to invest in client/server systems (CSSs) particularly as enablers of business process reengineering (BPR). These efforts may be wasted if they do not improve business processes. This study focused on business processes and investigated the role of workstation-based CSSs in changing business processes. A multiple case study of workstation-based CSS databases in three organizations was performed with the proposition that they moderate the relation between managerial action and changes within business processes. The research framework suggested that changes to business processes are achieved by reducing uncertainty. In order to measure change in business processes, this study categorized business process change into: (1) compressing sequential tasks across functions, (2) compressing tasks vertically within the managerial hierarchy, (3) eliminating slack resources, (4) reducing the distance between the point of decision and the point of information or eliminating intermediaries, (5) reconfiguring sequential processes to operate in parallel, and (6) linking parallel activities during the process. Data collected from questionnaires, interviews, and observations from three case studies were used to construct network diagrams, relationship matrices, reachability matrices, and task tables of business processes. The results of this research partially support the proposition that managerial action affects business process change by reducing uncertainty. This research suggests that changes in the use of workstation-based CSSs are related to changes in business processes. However, because ofthe small sample size, no finding was made regarding changes in the strength of that relationship. Therefore, within its limitations, this research (1) partially supports the proposition that CSSs moderate changes in business processes, (2) found that both favorable and unfavorable changes may result from using CSSs, (3) explains how business process change occurs, and (4) suggests new variables for measuring successful BPR.

by Chak Siu Choi. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references. / ABSTRACT / TABLE OF CONTENTS / Chapter I. --- INTRODUCTION --- p.1 / Hong Kong as a Financial Hub --- p.1 / Reengineering Defined --- p.2 / Bank Reengineering at a First Glance --- p.3 / Objectives --- p.4 / Methodology --- p.4 / Secondary Data --- p.4 / Questionnaires --- p.5 / Chapter II. --- THE DEVELOPMENT OF REENGINEERING IN THE BANKING INDUSTRY --- p.6 / The Rule of Regulated Oligopolies (1960-1981) --- p.6 / The Rise of Disintermediation and Excess Credit Risk (1981-1991) --- p.8 / The Reengineering Imperative (1990s) --- p.10 / Chapter III. --- THE TIMING CONCERN OF THE REENGINEERING BANK --- p.12 / Languishing Stock Price --- p.13 / Strategic Directions Conflict with Market Valuation --- p.13 / Sub-Par Efficiency Ratios --- p.13 / Perceived Process Redundancy --- p.14 / Senior Management's Will and Skill --- p.14 / Chapter IV. --- THE STRATEGIES OF THE REENGINEERING BANK --- p.15 / Preparing for Change --- p.17 / Understanding Current Costs --- p.17 / Understanding Current Pricing --- p.17 / Generating Reengineering Options --- p.18 / Refining Options --- p.18 / Creating the New Bank --- p.18 / Chapter V. --- BANK REENGINEERING OVERSEAS --- p.20 / "NationsBank, Charlotte" --- p.20 / "Norwest Corp., Minneapolis" --- p.21 / "First Commerce Corp., New Orleans" --- p.21 / "Premier Bank, Louisiana" --- p.21 / "Merchants Bank, Vermont" --- p.22 / "Texas Commerce Bank, Texas" --- p.22 / Chapter VI. --- BANK REENGINEERING IN HONG KONG --- p.24 / Shifting Demographics --- p.24 / Increasing Customer Sophistication --- p.24 / Intensifying Competition --- p.25 / Growing Use of Technology --- p.25 / Standard Chartered Bank --- p.26 / Dah Sing Bank --- p.27 / Citibank --- p.28 / Bank of East Asia --- p.28 / Chapter VII. --- THE DIFFICULTIES AND PROBLEMS FACED BY THE REENGINEERING BANK --- p.33 / Chapter VIII. --- IMPLICATIONS TO THE BANKING INDUSTRY --- p.36 / APPENDICES / BIBLIOGRAPHY

by Chiu Yuk Ling Sandy, Tam Yin Yi Gloria. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 54-58). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATIONS --- p.iv / ACKNOWLEDGMENTS --- p.v / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- METHODOLOGY --- p.3 / Chapter III. --- THEORETICAL FRAMEWORK --- p.4 / Michael Hammer : Reengineering --- p.5 / Thomas Davenport: Process Innovation --- p.7 / N. Venkatraman: IT- Enabled Business Transformation --- p.12 / Joseph Lung : A Management Perspective for BPR --- p.16 / Chapter IV. --- LITERATURE REVIEW --- p.20 / Chapter V. --- CASE STUDIES --- p.27 / Case Study I: A Telecom Operator --- p.27 / Case Study II: A Computer Systems Provider --- p.34 / Other Issues of Concern for BPR Exercises of Company X and Company Y --- p.41 / Chapter VI. --- SUMMARY & CONCLUSION --- p.45 / Chapter APPENDIX - --- Interview Questionnaire --- p.50 / BIBLIOGRAPHY --- p.54