Since the late eighties, BPR has established itself as one of the attractive radical change management option for coping and adapting to the new competitive market environment and become popular both in the public and private organisations throughout the world . Cognizant of this fact, all Ethiopian public (government owned) institutions including the public financial institutions have embarked on large-scale change projects since 2004 in which Business process re-engineering(BPR) is a central element . This research examined whether implementation of Business Process Reengineering (BPR) projects have improved operational performance of the selected case public commercial banks in Ethiopia by collecting and analyzing both quantitative and qualitative comprehensive data set, using mixed research approach through questionnaires, interviews, observations and review of secondary sources of information. The operational performance measures utilized in this study are cost reduction, speed of service delivery, service quality, customer satisfaction as well as innovation. A total of 837 (84% response rate) questionnaires were returned from respondents of the selected branches and head offices. In addition, in-depth interviews were conducted with eight senior managers of the respective banks, who were also members of their respective banks reform team and were involved in the design and implementation of BPR. The third method that was used to collect qualitative data was personal observation of the selected bank branches in order to measure the speed of service delivery and convenience of the waiting places. The researcher measured the service delivery time of selected busy bank branches for five consecutive days, for half an hour spent in each branch. This study found that the introduction of BPR in the case banks was met with mixed reactions from employees and some managers. The main achievements of BPR were: service delivery time reduced dramatically as a result of the new process redesign and introduction of information and communication technology services(introduction of e-banking); introducing a single customer contact point through employee empowerment to make all the necessary decisions at that point of contact which resulted in improving the satisfaction of employees and customers. The challenge was that resistance from employees and some managers (labelled the initiative as “Blood pressure raiser” due to their assumptions it will result in employee lay off or the change brings increased workloads for some remaining employees without compatible rewards following the new process redesign. The study also revealed that telecom infrastructure and power interruption considered as main problem areas in providing banking services efficiently and effectively through branch net workings. The researcher recommends that for a better BPR design and implementation as well as sustainability of improvement gains in the banking sector, a forum should be established to discuss and share good practices and technology in the banking sector ; establish strong change management offices to continuously assist and monitor results; and continuously involve and communicate key stakeholders in the design and implementation of change initiatives. / Business Management / D.B.L.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Modern companies need to compete on a global level to obtain sufficient capital from investors. That is why it is becoming increasingly important for companies to concentrate particularly on fulfilling the expectations of the investment community. With this in mind, companies have begun to optimise their operational business processes in order to gain a greater degree of efficiency and in doing so greater security. This movement started in the early nineties with intensive Business Process Reengineering (BPR) exercises. A key enabler for increased efficiency through Business Process Reengineering was the infrastructure provided by the development of integrated software packages called Enterprise Resource Planning (ERP) systems. BPR exercises are normally part and parcel of an ERP implementation project. After the implementation of an ERP system in any business, management will also be in a vastly better position to control the business operations through better information delivery. Most companies are still controlled and managed on the basis of historical financial figures such as profit. Traditional financial statements are increasingly being viewed with distrust due to the perceived ease with which they can be manipulated. As many investors value companies and their performance on the basis of expected "future free cash flows" (excess cash after investment in all positive NPV projects), many companies are now switching from profit-based management to the more comprehensive Value Based Management principles, that takes this into account. A key enabler of the Value Based Management approach is the development of a Balanced Scorecard (BSC) that contains the measures whereby the business should be controlled and measured. With the BSC, a business strategy is translated into a strategic measurement system that focuses on more than just the traditional financial aspects by including measures in other areas of a business, such as customer satisfaction or internal efficiencies. In the BSC financial view the primary indicator of business success is Economic Value Created (EVe). Eve is a true indicator of shareholder wealth created and takes the cost of capital into account. EVC performance becomes the ultimate barometer of business success. Value Based Management companies that invested heavily in the implementation of ERP systems want a good return but normally don't know how best to achieve this. They are wondering how to best make use of the wealth of information that is suddenly at their disposal. In driving shareholder value they are faced by the following questions: • How to translate investor expectations into business strategy and how to link this strategy to day to day operations. • How to use the acquired ERP system in support of this Value Based Management approach to enable maximum return on the investment. In this study project a real South African company, XX Automotive (fictitious name), that recently implemented SAP R/3 as an ERP system is covered as an example to illustrate how these questions can be answered. In Part I, this study project begins by describing all the elements and basic principles of a Value Based Management System such as a Balanced Scorecard (BSC) with EVC as prime measure. Part II illustrates how the XX Automotive financial strategy is translated into a Balanced Scorecard with Economic Value Created (EVC) as main financial measure and how these defined measures were represented by SAP reports that were specifically developed for this purpose. The Balanced Scorecard represented by the SAP reports serves only as a one way measurement system. The next critical step is to determine how to influence the results. The information that populates the SAP reports in XX Automotive's Balanced Scorecard is generated all over the business by the end users in their respective departments. The influence on EVC through business actions by these individual units is discussed in depth as it provides the keys that illustrate how the value of EVC can be impacted positive or negatively by each. Giving individuals the power to influence EVC through incentive schemes is crucial for long term success. It is illustrated how improving EVC became the new business focus at XX Automotive and how each individual employee can visually see his role in influencing the outcome. Meeting the value-based "Expected EVC Improvement" targets will generate target level bonus payments. Each XX Automotive employee is encouraged to think and act like an owner because he is going to be paid like one. / AFRIKAANSE OPSOMMING: Moderne maatskappye moet op globale skaal kompeteer vir genoegsame kapitaal vanaf beleggers. Daarom word dit al hoe meer belangrik vir maatskappye om te konsentreer daarop om aan die verwagtinge van die beleggers gemeenskap te voldoen. Met dit in gedagte, het maatskappye begin om hulle operasionele besigheidsprossesse te optimeer om sodoende 'n beter vlak van effektiwiteit te bereik en daardeur groter sekuriteit aangaande hul eie voorbestaan te verseker. Hierdie beweging het in die negentigerjare begin met intensiewe besigheidsherontwerp, die sogenaamde 'Business Process Reengineering' (BPR) oefeninge. 'n Belangrike katalisator vir verbeterde effektiwiteit deur BPR is die infrastruktuur wat voorsien is deur die ontwikkeling van geintegreerde besigheidssagtewarepakkette nl. 'Enterprise Resource Planning' (ERP) stelsels. Met 'n ERP implementeringsprojek word gewoonlik intensiewe BPR gedoen. Nadat 'n ERP pakket geimplimenteer is behoort bestuur ook in 'n baie beter posisie te wees om besigheidsoperasies te beheer deur die verbeterde inligting verkry uit die ERP sagteware. Dit word ook duidelik dat die meerderheid van maatskappye steeds beheer en bestuur word op die basis van historiese finansiële maatstawwe soos wins in die inkomstestaat. Weens die feit dat baie beleggers maatskappye waardeer op grond van hul sogenaamde "future free cash flows" (oorblywende kontant na investering in alle NPV positiewe projekte), skakel maatskappye oor van 'n winsgebaseerdebestuurstelsel na die meer omvattende' Value Based Management' stelsel, waarvan 'Economic Value Created' (EVC) die hoofkomponent is. 'n Belangrike skakel in die 'Value Based Management' initiatief is die ontwikkeling van 'n 'Balanced Scorecard', 'n bestuurskonsep waarin die maatstawwe opgesluit lê waarmee die besigheid beheer en bestuur moet word. 'Value Based Management' gedrewe maatskappye wat groot investerings gemaak het in die implementering van ERP sagteware wil 'n goeie opbrengs op die belegging hê maar weet gewoonlik nie wat die beste manier is om dit te doen nie. Hulle wonder hoe om die maksimum voordeel te trek uit die skatkis van besigheidsinligting wat skielik tot hulle beskikking is. In 'n strewe om beleggers waarde te verbeter kom hulle voor die volgende vraagstukke te staan: • Hoe om beleggers verwagtinge om te skakel in besigheids strategie en hoe om hierdie strategie te skakel met daaglikse besigheids operasies. • Hoe om die ERP stelsel te gebruik ter ondersteuning van die 'Value Based Management' prinsiep om die maksimum opbrengs op belegging te kry. In hierdie studieprojek word 'n Suid Afrikaanse maatskappy, XX Automotive (fiktiewe naam), gedek wat onlangs SAP R/3 as 'n ERP stelsel geimplimenteer het as 'n voorbeeld gebruik om te illustreer hoe hierdie vrae in die praktyk beantwoord kan word. In Deel I van hierdie studieprojek word al die elemente en basiese beginsels van die 'Value Based Management' sisteem bespreek. Deel II illustreer hoe die XX Automotive finansiële strategie omgesit is in 'n 'Balanced Scorecard' met Economic Value Created (EVC) as die hoof maatstaf en hoe al die finansiële maatstawwe in die Balanced Scorecard deur middel van SAP verslae, wat spesifiek vir hierdie doel ontwikkel is, weergegee word. Die 'Balanced Scorecard', soos voorgestel deur die verslae in SAP, vorm net 'n metings instrument. Wat van groter belang is, is om te bepaal hoe die resultate beinvloed kan word. Die bestuursinligting waaruit die SAP verslae in die XX Automotive 'Balanced Scorecard' bestaan word gevorm deur die besigheidseindgebruiker op die SAP stelsel elke keer wanneer 'n besigheidstransaksie uitgevoer word. Die invloed op EVC deur individuele besigheidseenhede word in diepte bespreek aangesien dit deurslaggewend is ter illustrasie van hoe die EVC waarde positief of negatief geraak word deur hul besigheids aksies. Om individue die mag te gee om die waarde van EVC te beinvloed deur middel van 'n aansporingstelsel is kritiek vir lang termyn sukses. Elke XX Automotive werknemer word aangespoor deur 'n bonus stelsel om soos 'n aandeelhouer op te tree aangesien hy soos een vergoed sal word.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT:The financial services industry in South Africa, and indeed internationally, is facing enormous challenges in terms of defining and implementing effective business models to compete in the new economy. Dated paradigms, such as market share being the main driver of profitability and product-push sales models, are increasingly being challenged by a shifting balance of power towards the consumer. The consumer's purchasing power is being strengthened by the increasing commoditisation of financial products and the proliferation of channels through which products can be purchased. Competitive differentiation purely on the basis of price, product, place and promotion is thus becoming more difficult. Financial services companies have to reinvent their business models to account for the fast changing consumer landscape. The ownership and management of customer relationships and the lifetime value of customers are key factors influencing the revision of business strategies. This study serves as a case study of the strategies that Old Mutual has put in place and is now implementing to rise to the challenges of the new market. The requirement for market segmentation and value chain re-engineering is investigated in detail. These strategies are critically evaluated against the modern thinking of international business strategists. The specific subordinate focus points for the study comprise the following: i. Industry and competitive conditions ii. Key success factors for organisational transformation and customercentricity iii. Market segmentation and value chain re-engineering iv. Customer relationship management (CRM) and the role of technology v. Product and channel dynamics vi. Organisational implications for Old Mutual It becomes evident from the case study that financial institutions such as Old Mutual must continue and even accelerate their transformation from product-centric to customer-centric enterprises. This transformation will enable them to address effectively the issues they face today: decreasing customer satisfaction, increased competition, and multiplying customer management costs. A valid approach to initiating customer-centricity is through the segmentation of the market - identifying customer segments that are distinct in terms of demographics, attitudes and behaviours. New value propositions can then be developed that fit the needs and wants of the segments. These propositions should encompass the total value delivery chain - brand, product, channel and service in such a manner that it makes economic sense. Companies need to assess existing propositions and marketing initiatives in the light of the segmentation exercise to determine whether there any opportunities to fill gaps, create new businesses or to terminate value destruction. The development of segment specific propositions must be underpinned by business processes and complimentary structures, controls and systems. This requires a fundamental alignment of the organisation to deliver customer focused value propositions. Entrenched interests in existing structures and an inward focus as opposed to an outward (market) focus are major obstacles in this alignment process. Intervention and leadership is required to affect the necessary transformation. Alignment is needed throughout the organisation for this type of transformation to succeed. Old Mutual is acutely aware of these obstacles and has committed to the new strategy at executive level. Many institutions are tempted to spend time and effort building CRM capabilities in the belief that these alone will deliver success. However, without a clear, compelling value proposition, the power of marketing is limited. Instead institutions must develop value propositions that give them an edge over product focused rivals. They can then use CRM tools to extract maximum value from their competitive advantage. An emphasis on relationships can indeed become part of their strategy, but first they must make sure that enough customers value the proposition sufficiently to make it profitable, and that they can deliver on that promise. Technology investments alone will therefore not allow a company to transform to a customer-centric enterprise. These investments must be coupled with commensurate investments in organizational restructuring, process improvements and definition of enterprise-wide metrics for establishing the present and potential value of each customer. It is for these reasons that Old Mutual is implementing CRM incrementally. With the development of a segmented approach to the market and the advance of technology, new and superfluous distribution channels are equally likely to appear. Institutions such as Old Mutual will have to manage the conflicts that arise with care. There is great risk in alienating or cannibalising existing channels prematurely. The issue is to decide when and how to creatively destroy a distribution model that is no longer appropriate. The alignment of channels and service to the market is as important, if not more so, than products in delivering the brand promise. It is critical that there is total alignment of brand, marketing, product, channel and service. Consumers are really purchasing branded solutions, not products. Old Mutual has superior brand recognition, but needs to focus the brand in particular segments and ensure delivery of the brand promise through every customer interaction. In the final analysis Old Mutual, like its peers, has recognised the imperative for total value chain re-engineering and organisational re-alignment along market segments where the brand has appeal. These institutional transformations will remain work-in-progress for some time and constant adaptability to market forces will become the modus operandi. / AFRIKAANSE OPSOMMING: Die finansiële dienste bedryf in Suid-Afrika en inderdaad, wereldwyd, staar groot uitdagings in die gesig in terme van die definisie en implementering van effektiewe besigheidsmodelle om in die nuwe ekonomie te kompeteer. Uitgedateerde paradigmas soos markaandeel as aanduider van winsgewindheid en produkgerigte verkoopsmodelle word al hoe meer bevraagteken deurdat verbruikers al hoe meer die hef in die hand het. Verbruikers se koopkrag word versterk deurdat finansiële produkte toenemend kommoditeite word en deur die toevloei van kanale waardeur die produkte gekoop kan word. Dit word spoedig moeiliker om op grond van prys, produk, plek en promosie te kompeteer. Finansiële dienste firmas moet hul besigheidsmodelle hersien om tred te hou met die snel veranderende verbruikersmark. Die besit en bestuur van kliënteverhoudings en die leeftydwaarde van kliënte is kernfaktore in die herformulering van sakestrategië. Hierdie gevallestudie ondersoek die strategië wat Ou Mutual in plek gesit het en tans implementeer ten einde die nuwe markuitdagings die hoof te bied. Die vereistes vir marksegmentasie en die hernuwing van die waardeketting word in diepte ondersoek. Hierdie strategië word krities ge-evalueer teenoor hedendaagse internationale sakestrateë. Die spesifieke fokuspunte van die gevallestudie behels die volgende: i. Bedryfs- en kompeterende toestande ii. Sleutelfaktore vir die sukses van organisasie-transformasie en kliëntgerigtheid iii. Marksegmentasie en waardekettinghernuwing iv. Kliënte-verhoudingsbestuur (CRM) en die rol van tegnologie v. Produk- en kanaaldinamika vi. Organisatoriese implikasies vir Ou Mutual Die gevallestudie dui aan dat finansiële instansies soos Ou Mutual moet voortgaan en selfs versnel met hul transformasie van produkgesentreerdheid tot kliëntgesentreerdheid. Hierdie transformasie sal hulle in staat stelom effektief aandag te verleen aan die hedendaagse uitdagings van afnemende kliënttevredenheid, toenemde kompetisie en snelgroeiende kliënte-bestuurskostes. 'n Geldige benadering tot die aanvang van kliëntgerigtheid is om die mark te segmenteer op grond van demografie en die benadering en optrede van kliënte. Nuwe waardeproposisies wat die behoeftes van die mark aanspreek kan op grond hiervan ontwikkel word. Hierdie proposisies behoort die hele waardeketting aan te spreek - bemarking/handelsmerk, produk, kanaal en diens op so 'n manier dat dit ekonomies sin maak. Firmas is genoop om bestaande proposisies en bemarkingsinitiatiewe te evalueer in die lig van segmentasie ten einde uit te vind of daar geleenthede is om leemtes te vul, nuwe besighede te skep of waardevernietiging te staak. Die ontwikkeling van segmentgerigte proposisies moet ondersteun word deur besigheidsprosesse en aanvullende strukture, beheer en stelsels. Dit vereis 'n fundamentele belyning van die organisasie ten einde kliëntgerigte proposisies te lewer. Gevestigde belange in bestaande strukture en 'n interne fokus in plaas van 'n markgerigte fokus, is groot struikelblokke vir die proses van belyning. Intervensie en leierskap is nodig om die nodige transformasie te bewerkstellig. Die hele organisasie moet belyn wees ten einde hierdie tipe transformasie te laat slaag. Ou Mutual is deeglik bewus van hierdie struikelblokke en is op uitvoerende bestuursvlak verbind tot die proses. Vele instansies staar die versoeking in die gesig om tyd en moeite spandeer ten einde kliënteverhoudingbestuurs-vermoëns (CRM) te ontwikkel met die vertroue dat dit genoegsaam is vir sukses. Sonder 'n duidelike en aangrypende waardeproposisie is die krag van bemarking egter beperk, ondanks al die voorafgenoemde ontwikkelings. Daarom moet instansies fokus op proposisies wat hulle sal bevoordeel relatief tot die kompetisie. Dan alleen kan kliënteverhoudingsbestuur (CRM) benut word om maksimum waarde uit die kompeterende voordeel te trek. 'n Fokus as verhoudingsbestuur kan inderdaad deel word van die strategie sodra daar genoeg winsgewende kliënte bestaan wat die proposisie aantreklik vind en hul verseker is dat hulle die belofte van die proposisie kan vervul. Investering in tegnologie alleenlik is dus nie genoeg om 'n firma te transformeer tot 'n kliëntgerigte organisasie nie. Sulke beleggings moet gekoppel wees aan soortgelyke beleggings in organisasievernuwing en prosesverbeterings en die definiëering van maatstawe vir die bepaling van huidige en potensiële kliëntwaarde. Dit is daarom dat Ou Mutual kliënteverhoudingsbestuur inkrementeel implimenteer. Met die ontwikkeling van 'n gesegmenteerde benadering tot die mark en die voortuitgang van tegnologie, is dit waarskynlik dat verskeie distribusiekanale oorbodig sal word. Instansies soos Ou Mutual sal die konflik wat ontstaan met sorg moet hanteer. Die risiko is groot om bestaande kanale te vroeg te vervreem of te kannibaliseer. Die uitdaging is om te besluit wanneer en hoe om oorbodige distribusiekanale kreatief te vernietig. Om verkoopskanale en diens markgerig te kry is net so belangrik, indien nie meer belangrik nie, as om produkte te ontwikkel wat die handelsmerk uitdra. Dit is krities dat daar deeglike belyning is van die handelsmerk en bemarking, produkte, kanale en diens. Kliënte koop handelsmerk-oplossings en nie produkte van handelsmerke nie. Ou Mutual het 'n uitstekende handelsmerk, maar moet dit fokus op spesifieke segmente en moet verseker dat die handelsmerk se belofte gestand gedoen word met elke interaksie met die kliënt. Op die keper beskou, erken Ou Mutual, soos sy eweknieë, die imperatief om die waardeketting en die organisasie te hernu ooreenkomstig die marksegmente waarin die handelsmerk hom beroep. Hierdie transformasies sal lank duur en die vermoë om aan te pas by markkragte sal die modus operandi word.

Thesis (MBA)--Stellenbosch University, 2001. / Some digitised pages may appear illegible due to the condition of the original hard copy / ENGLISH ABSTRACT; SARS is the arm of Government tasked with collecting revenue for the State and it is therefore contributing to the growth and development of South Africa. The objective is to provide a world-class tax and customs service and effectiveness therefore needs to be increase. It is the responsibility of the SARS Special Investigations (SI) Unit to protect the South African economy and society by being a leading law enforcement agency that focuses on commercial related crimes. This benchmarking study is an effort to identify best practices by comparing the SARS SI Unit with nine other criminal or forensic services investigations units in the Western Cape. Networking and partnerships between criminal investigations units are very important in order to combat commercial crime successfully. Half of the benchmarking participants are from the public sector and the other half from the private sector. The study is done from a management perspective and not from a technical legal perspective. Benchmarking leads to better performance and a process of continuous improvement. The SARS Siyakha re-engineering project is also currently addressing more effective processes for the whole organisation, including SI. One of the major problems of a criminal investigations unit is that it covers a very wide and specialised field and cases become bigger and more complex, because the criminals involved are using more sophisticated methods. Commercial crime is also growing at a rapid rate and even extends to the core of corporate life and is threatening to corrupt the values of our country. In criminal cases, the burden of proof is on the State and the standard of proof is beyond reasonable doubt, which is a very high standard. The objective of the criminal investigation is to obtain all relevant facts in dispute and to prove the elements of fraud in such a manner as to ensure a successful prosecution. Benchmarking represents a practical business application of the scientific approach to problem solving. The benchmarking study was therefore done by following a scientific approach, which encompasses a literature review, personal interviews with each benchmarking participant, and the completion of a questionnaire. During the interviews, critical success factors and problem areas were discussed. From the author's viewpoint it was important to provide a solid scientific foundation for the identification of best practices, models and recommendations, instead of simply stating an opinion. The key success factors and best practices identified were grouped into three key areas: Inputs, professionalism and strategy; Process, procedures and methodology; and Outputs and productivity. These three key areas were chosen to ensure that a systems perspective was followed. The findings of the study were also discussed, grouped and summarised in terms of the three key areas. A multi-disciplined criminal investigations team model was also developed as a result of the research and represents a combination between what the private and public sectors are using. Final recommendations to management and a conclusion complete the study. / AFRIKAANSE OPSOMMING: SARS is die arm van die Regering wie se taak dit is om inkomste vir die Staat in te vorder en daardeur dra hulle ook by tot die groei en ontwikkeling van Suid-Afrika. Die doelwit is om 'n wêreldklas diens te lewer om belasting en doeane in te vorder en daarom moet doeltreffendheid verbeter word. Die verantwoordelikheid van die SARS Spesiale Ondersoeke- (SO) afdeling is om as 'n agent die Suid-Afrikaanse ekonomie en gemeenskap te beskerm deur 'n toonaangewende wetstoepassingsagent te wees wat hom op kommersiële misdaad toespits. Hierdie maatstafstudie (benchmarking) is daarop gemik om beste praktyke te identifiseer deur die SAID se SO-eenheid met nege ander kriminele of forensiese ondersoekeenhede in die Wes-Kaap te vergelyk. Die daarstelling van netwerke en vennootskappe tussen kriminele ondersoekeenhede is geweldig belangrik in die stryd teen kommersiële misdaad. Die helfte van die deelnemers aan die maatstafstudie is uit die privaat sektor en die ander helfte uit die openbare sektor. Die studie is uit 'n bestuursoogpunt en nie vanuit 'n regstegniese perspektief nie, gedoen. Maatstafstudies lei tot beter produktiwiteit en 'n proses van deurlopende verbetering. Die SAID Siyakha herontwerpprojek (re-engineering) is tans ook besig om die prosesse van die hele organisasie, met inbegrip van dié van SO, te herontwerp. Een van die grootste probleme wat 'n kriminele ondersoekeenheid ondervind is dat dit 'n baie wye en gespesialiseerde veld dek en sake al hoe groter en moeiliker raak omdat die misdadigers wat betrokke is, meer gesofistikeerde metodes gebruik. Kommersiële misdaad neem ook teen 'n geweldige tempo toe en brei selfs uit na die hart van die korporatiewe sektor en word 'n bedreiging vir die waardes van ons land. Die bewyslas in kriminele sake rus op die Staat en die standaard van die bewyslas is bo redelike twyfel. Die doel van kriminele ondersoeke is om al die relevante feite waaroor dit gaan te openbaar en om die elemente van bedrog op so 'n manier te bewys en aan te bied sodat 'n suksesvolle vervolging verseker kan word. Maatstafstudies word gedoen deur middel van 'n wetenskaplike probleemoplossingsbenadering en dit verteenwoordig 'n praktiese besigheidstoepassing. Die maatstafstudie is daarom gedoen deur 'n getroue navolging van 'n omvattende wetenskaplike benadering. Eerstens is 'n teoretiese studie gedoen wat opgevolg is deur persoonlike onderhoude wat die invul van 'n vraelys ingesluit het. Tydens die onderhoude is kritieke suksesfaktore en probleemareas bespreek. Uit die skrywer se oogpunt was dit deurentyd belangrik om 'n grondige wetenskaplike basis te hê vir die identifisering van beste praktyke, modelle en aanbevelings, eerder as om net 'n persoonlike mening uit te spreek. Die kritieke suksesfaktore asook die beste praktyke is gegroepeer in drie hoofareas: Insette, professionele gedrag en strategie; Prosesse, prosedures en metodologie; en Uitsette en produktiwiteit. Hierdie drie sleutelareas is gekies om te verseker dat 'n stelselbenadering gevolg word. Die bevindings van die studie is ook bespreek, gegroepeer en saamgevat onder die drie kernareas. Een van die resultate van die studie is dat 'n "multi-dissiplinêre kriminele ondersoekspanmodel" ontwerp is wat verteenwoordigend is van 'n gekombineerde toepassing tussen die privaat en openbare sektor. Die studie word afgerond deur finale aanbevelings aan bestuur en 'n gevolgtrekking.

Thesis (MBA)--Stellenbosch University, 2001. / New technologies have the ability to enable radical new business strategies, new value propositions and at least transform the manner in which we conduct our day-to-day business. This not only transforms our business but also the speed at which it occurs is nothing short of phenomenal. In the 1990's the advent of the Enterprise Resource Planning (ERP) tools brought about a previously unknown capability of integration and business processes as opposed to functional management. This brought about the capability to reengineer business processes and subsequent work practices. This opportunity presented itself at Rossing Uranium Limited and based on a sound business case this organisation went ahead to implement an ERP along with reengineered work processes. This study project has examined the role of information technology in a modern organisation and its ability to transform business processes. The theory of information technology as a key enabler is explored and documented. The human factor and change management is a critical success factor in any of these major technology or business improvement initiatives. This study has therefore examined the need for change management in organisations and the change management process in some detail. Further to this the topic of improvisational change was introduced, as a recognition that change management within a bounded project initiative is not always sufficient to support ongoing sustainable business improvements. The theoretical aspects of systems implementation, reengineering and change management are extrapolated into a real life case study, Rossing Uranium. Within this case study the external market environment is described along with the internal organisational dynamics. The case study goes on to describe the implementation of the ERP, the reengineering effort and the change management program. The final chapters deal with the evaluation of the Rossing business case within the context of the change management process and focusing particularly on business outcomes and the strengths and weaknesses of the change management program. This is followed up by some key recommendations to address shortcomings.

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.

Approved for public release, distribution is unlimited / The ability to transition technology developments to operational systems is of great importance to the Department of the Navy (DoN). One way to achieve increased transitions is to operate more efficiently - more "like a business." Over the years significant programmatic and policy changes have been introduced in the DoN. One of these changes was the initiation of a new science and technology (S & T) transition process for delivering new capabilities in a more focused manner -- the Future Naval Capability (FNC) process. This thesis examines the FNC technology transition process from a business process perspective. A number of common business parameters are researched and used for comparison to the FNC Process. The goals and objectives of the FNC Process are documented and feedback is obtained from the stakeholder community. Although the FNC Process is new, and remains a work-in-progress, the results of this thesis reveal frustration and concern from all stakeholder communities regarding continued difficulties with the process for delivering new capabilities to the warfighter. In comparing FNC Process parameters to those in the commercial sector this research identifies areas where the FNC operations differ from the private sector. In those areas where useful comparisons can be made the FNC metrics fall short. To realize the increased transitions desired, fundamental changes are still needed. / Civilian, Naval Air Systems Command, United States Navy

Thesis (doctoral)--Universität Freiburg im Breisgau. / Includes bibliographical references (p. 215-235).

Mémoire (G.O.)--Université du Québec à Chicoutimi, 1999. / Document électronique également accessible en format PDF. CaQCU

Thesis (MPhil (Information Science. Information and Knowledge Management))--Unkiversity of Stellenbosch, 2007. / Quality management, business process engineering and other business management change tools of the late 20th century are often denigrated in knowledge management literature as fads, with no permanent value. Other authors credit these tools with being predecessors of knowledge management. The objective of this assignment is to investigate the origins, theory and practice of some of the process and technology-oriented fads, and to assess the extent to which they build the intellectual capital of the organisation and therefore can be classed as knowledge management tools. The time period covered by the study is 1960 – 1999, with most emphasis on the period 1975 – 1995. This starting point has been selected because it coincides with maturation of business management as a science, evolving from economic and social science theories; wide acceptance of Penrose’s resource-based theories and early proliferation of information systems in business. The end point has been selected because it coincides with expansion of the global network – based on embedded information technologies, the Internet and the World Wide Web; diffusion of on-line, real-time, end-user-controlled computing and the maturity of knowledge management as a discipline. This assignment starts with a study of the historical origins and development of business management theory, including the evolution of business management as a science, the study of organisational behaviour, the development of strategic, environmental, competitive and internal analysis techniques. This is followed by a brief assessment of most important changes in the business environment during the period under review, including the adoption of information technology, and the development of globalisation An overview of several changes in business management in the period surveyed – including strategic management, organisational structure, information orientation, organisational learning, excellence, collaboration and innovation - is followed by more detailed reviews of two of the new methods (fads): quality management and business process reengineering and management. An introduction to intellectual capital, including some approaches to classifying and measuring it, is followed by evidence linking intellectual assets to knowledge resources, and that these resources are managed with knowledge management. This is followed by a presentation of evidence of the contribution of various fads to knowledge and knowledge management, with reference to reference models developed by Skyrme (1999) and Botha and Fouché (2002). By relating intellectual capital to knowledge, the author demonstrates that many of these fads have in fact provided a solid foundation for knowledge management.