M.Tech. (Operations Management) / In the banking sector, the delivery of impeccable service is one of the main and focal drivers to maintain and increase the customer-based. Therefore, the banks cannot afford to overlook examining their internal structures and processes. Incremental upgrade of a management information system or alignment of processes may prove in the long-term to have a minimal impact upon customer value. Organisations may need to employ business process reengineering (BPR) for the radical redesign of processes to improve performance dramatically in terms of cost, quality, service, flexibility and speed. Process reengineering is about reinvention, rather than incremental improvement. The purpose of this research is the study the role of BPR within the banking environment. To determine the gaps that restricts performance and the address these through process reengineering. The key elements would be to adopt a continuous improvement process, a team-learning culture and the need for strong leadership influence to support the changes. This would place the area of focus on a competitive platform within the industry. Based on the key success factors of process management in terms of process challenges, regulatory compliance was dominate (29.4%), while customer experience was the lowest (3.8%). Participants lacked knowledge of the technical and behavioural aspects of business process reengineering. The leadership style that management has adopted, contradict the staff’s view. Likewise, with communication management has rated their communication with staff much higher compared to how staff receives the message from management. The positive finding is the good level of team effectiveness within the bank. 88.5% of participants agreed to a need to change and/or improve. This reflects that a greater part of the workforce wants to achieve more. Services of a reputable consultant may be employed to educate and guide the bank through the change effort to foster solution-based thinking and client-centric approach. The implementation of a change management process and a communication process is recommended. Through a continuous improvement approach, cross-functional and high performing teams are created that leverage off talents and skills from experience staff. The efforts of BPR would place the bank on a more competitive platform with a sustainable competitive edge.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:uj/uj:4344 |
| Date | 17 March 2014 |
| Creators | Edward, Leona Nicole |
| Source Sets | South African National ETD Portal |
| Detected Language | English |
| Type | Thesis |
| Rights | University of Johannesburg |
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