Process Management (PM) is deemed as one of the most important managerial innovations of the last 20 years. However, the current concept of PM, which mainly comprises the perspective of process control and incremental process improvement, may not be able to adequately address the increasingly rapid-changing environment. Moreover, rigorous effort to examine PM's concept, to establish measures and to understand its performance effect, is surprisingly inadequate. / To bridge this gap, this study strives to address the question: what should PM entail and how it affects operations performances. PM is reconceptualized and operationalized by integrating radical process improvement as one of its key components. This instills strong theoretical underpinning that radical process change has become a normative activity rather than an abnormal remedy to organizations. Special effort is devoted in the scale development of PM. A theoretically sound and psychometrically valid scale has been established in this thesis. The results show that it is reliable and valid for use in the following studies. This thesis also advances the understanding of PM's effect on operations performances and its fit with process types. Finding confirms that organizations implementing integrated PM in general perform better than those executing individual dimensions. It further reveals that PM must fit process type otherwise operations performances will suffer. The extent of integrated PM applied seems to hinge on the complexity of the operations. In other words, organizations should not blindly adopt a one-for-all PM strategy when tackling different process types. Finally, this study is also one of the first attempts to investigate PM from a multidimensional perspective. Previous studies tend to treat it as unidimensional and disregard the relevant internal dynamics occurs among the PM dimensions. This thesis reveals that the complexity of their interaction may be far beyond the normal expectation. At the end, several noticeable avenues deserve further research efforts are highlighted. / Ng, Chi Hung. / "March 2008." / Advisers: T. S. Lee; Xiande Zhao; Leo Sin. / Source: Dissertation Abstracts International, Volume: 70-03, Section: A, page: 0940. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2008. / Includes bibliographical references (p. 174-189). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest dissertations and theses, [201-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts in English and Chinese. / School code: 1307.

Thesis (D.Com.(Human Resources Management))--University of Pretoria, 2004. / Includes bibliographical references.

Thesis (Ph. D.)--University of Missouri-Columbia, 2002. / Typescript. Vita. Includes bibliographical references (leaves 283-304). Also available on the Internet.

Thesis (Ph. D.)--University of Missouri-Columbia, 2002. / Typescript. Vita. Includes bibliographical references (leaves 283-304). Also available on the Internet.

Thèse (M.Ges.Org.) -- Université du Québec à Chicoutimi, 2003. / Bibliogr.: f. 216-233. Document électronique également accessible en format PDF. CaQCU

Thesis (Ph. D.)--Georgia State University, 2006. / Balasubramaniam Ramesh, committee chair; Daniel Robeey, Mike Gallivan, Sandeep Purao, committee members. Electronic text (271 p.) : digital, PDF file. Description based on contents viewed August 6, 2007. Includes bibliographical references (p. 254-269).

The aim of this study was to develop a model to assist a South African information technology company with its organisation redesign interventions. A modernist qualitative methodology, with casing as research design and grounded theory as research strategy, was employed to develop a substantive model. Seven employees were selected as research participants by means of purposive sampling. Their experience of the company’s redesign was explored with a view to developing the model. Various data collection methods were used: semi-structured and follow-up interviews, solicited e-mail essays and policy documents. These yielded rich descriptive data, which were systematically analysed by means of grounded theory methodology. Manual and computer-based (ATLAS.ti 5.0) qualitative data analysis techniques were used to develop the substantive model. After conclusion of the data analysis, the literature on the most current organisation downsizing typologies, models and theories was reviewed. The results of this review informed a focus group discussion that was aimed at substantiating the model. This discussion culminated in the formulation of the Organisation Redesign Model. Thereafter recommendations were made for future research in this field. The Organisational Redesign Model has implications for the information technology sector in South Africa, and the formalisation of grounded theory and the roadmap thereof should facilitate the application of grounded theory in future research. Authenticity, trustworthiness, credibility and reflectivity were ensured by following the guidelines provided in the literature. / Prof. W.J. Schurink

Business process reengineering (hereafter referred to as BPR) was revolutionary during the early and mid 1990’s. Numerous authors wrote articles and books to appraise the concept and discuss the possible benefits of it. However, the question could be asked whether BPR is still of any relevance in 2001 in South Africa? This question was answered by James Champy in an article published in the Sales & Marketing Management magazine (1998:26) where he stated that: “It has hardly begun. Why? Principally, because we have yet to experience the full effect that the ubiquity of information technology (hereafter referred to as IT) will have on the way we operate. By (that) I mean the omnipresence of highly portable computing and telecommunications devices in the workplace and in the home, combined with the increase in computer literacy and comfort on the part of most adults…and then there is the exploding Internet phenomenon that has provided a platform for universal communications, along with a whole new infrastructure for doing business.” The opportunities for BPR that go hand in hand with the implementation of e-business are numerous and makes BPR as relevant as e-business itself. This is supported by an article in Computerwold published in December 2000: “Today, e-business initiatives have made the need to streamline, integrate and automate processes even more pressing” (Ulrich, 2000) With electronic business still a mere infant in South Africa, and specifically in the short-term insurance industry, its full development can have significant implications on the way businesses operate. A second motivational factor for undertaking this research was personal awareness of the following misconceptions by certain businessmen: - That BPR refers to restructuring, retrenchments and the implementation of IT systems; and - That BPR should be implemented in industries where inventory plays a significant role, e.g. the manufacturing or distribution industries. The following chapters of this dissertation will strive to prove that these are misconceptions and that BPR is based on sound business principles, which include much more than downsizing or the implementation of new IT systems. Very often, a negative connection is drawn with BPR where companies claimed that they have implemented BPR, but in fact, only retrenched staff or implemented new information systems. The dissertation will further strive to prove that the implementation of BPR can also be introduced in industries with no inventory, such as the financial services industry, and with spec ific reference to the short-term insurance industry. / Prof. T.L. Voogt

The aim of this study is to understand the definition of Enterprise Resource Planning Systems (ERP), explore the most distinct phases and steps used during the implementation life cycle and the different elements of project management. All the fundamental concepts are evaluated during the various stages of the implementation and there is a highlighted detailed discussion on the implementation life cycle or the phases that a project needs to go through. This content will concentrate on providing an overall understanding of ERP systems, the benefits that a company can achieve by implementing an ERP system, a clear understanding of the role and use of these systems and an understanding of the various approaches to implement ERP systems. Before the start of any implementation or engagement a clear understanding of the approach or the order of the implementation steps needs to be understood. This allows transparency and provides the entity, that is about to implement the ERP system a clear framework description of the steps in the implementation process towards a successful ERP implementation. The methodology that would be under the magnifying glass is one from SAP known as the Accelerated ASAP methodology. This methodology is usually customized by all the different implementers or consulting houses. However there would be specific reference made to the ASAP implementation methodology steps. The successful implementation by using structured project management methodologies and reporting has become increasingly important and implementers always strive to refine and make changes to the standard methodology to fit to the needs of the implementation at hand. These elements where changes are made will be highlighted and discussed. The assessment of the ERP system can be done from various perspectives and at different stages both during and after the implementation has been completed. There should be a clear understanding with regards to when the effectiveness of the system is being judged. The assessment for this study will be conducted from both the process owners as well as the consultants doing the actual implementation during the different stages of the implementation and after the implementation. The focus will be on actual benefits and successes instead of costs involved with the implementation of the ERP Systems. Benefits will be discussed from an operational, strategic, infrastructure, managerial and organizational level. ERP project implementations yield substantial benefits to the entities that adopt them and these benefits will clearly be indicated. / Mr. Cor Scheepers

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