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Business process re-engineering: a case study of Kenya Power And Lighting Company Limited, institutional strengthening project.
| Content Provider | Semantic Scholar |
|---|---|
| Author | Thiga, Jk |
| Copyright Year | 1999 |
| Abstract | Three forces in today s business environment have driven the search for a discontinuous approach to managing businesses; customers, change and competition. These three forces present .near and long term future. When embarking on process reengineering the biggest challenge that a business encounters is that of persuading people within it to embrace the prospect of major change .All people in an organisation become more of associates or partners as the nature of work changes in a reengineering firm. Corporate culture plays a role in this by moderating the conversion of employees to associates, Therefore an enabling culture consisting of appropriate work values and human virtues supports the whole reengineering effort. In order to identify whether an organization is ready for reengineering a self assessment diagnostic test is illustrated with a holistic approach to the actual reengineering of processes being provided by the three pillars of B.P.R. The pace .sequence .feasibility and location of change in actual process reengineering can be managed using The Matrix o f Change' and 'Business Process Simulation'. Information Technology (I.T) makes possible discontinuous thinking inherent in reengineering by breaking the rules that limit how businesses conduct their work . It is not therefore the driving force but an enabler. Business Process Reengineering in conclusion is not a magic pill or magic chant like abracadabra. Reengineering will not happen just because you use the word. In fact it involves real hard work with the key to success lying in a company's' ability and willingness to manage the envisaged change and therefore emerge the better out of it. The objective of this project is that of identifying how actual process reengineering was carried out in Kenya Power and Lighting Company Ltd. , in contrast to the theoretical approach. Specifically two main aspects of these were studied: efforts of Kenya Power and Lighting Company Ltd. to rc^dy itself for and to support Business Process Reengineering and it’s approach to radically change processes with a view to attaining either separately and or in combination justify the need for intermittent reengineering of business processes of a going concern to ensure it remains relevant and thriving, in the |
| File Format | PDF HTM / HTML |
| Alternate Webpage(s) | http://erepository.uonbi.ac.ke/bitstream/handle/11295/37906/Thiga_Business%20Process%20Re%20engineering-%20Ia%20Case%20Study%20of%20Kenya%20Power%20and%20Lighting%20Company%20Limited,%20Institutional%20Strengthening%20Project.pdf?isAllowed=y&sequence=3 |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
