Nigerian Banking Sector: Business Process Reengineering in Organizational Performance

Topics: Business process reengineering, Management Pages: 23 (6143 words) Published: November 2, 2015
E-ISSN 2281-4612
ISSN 2281-3993

Academic Journal of Interdisciplinary Studies
MCSER Publishing, Rome-Italy

Vol 3 No 5
July 2014

Business Process Reengineering in Organizational Performance in Nigerian Banking Sector
Eke, Gift Juliet
Adaku Ngozi Achilike
Niger Delta University, Wilberforce Island, Bayelsa State, Nigeria Doi:10.5901/ajis.2014.v3n5p113

Abstract
In this study, discussion which is an offshoot of the statement of the objectives, review of empirical studies and the theoretical framework will essentially focus on the strategies to achieve the stated objectives. According to the advocates of Business Process Reengineering (BPR), the ultimate solution for increasing productivity and quality while cutting costs at the same time, putting the customer first has finally been found. Recommendations were proffered for Caseteams to comprise of both managers as well as those who actually do the work and BPR to be ‘owned’ by the organization and not driven by outside consultants, among others. Keywords: Business Process, Environment, Organisational reengineering 1. Background of the Study

In today's highly competitive and constantly changing market place, in order to thrive and operate successfully, it is inevitable for companies to give up obsolete ways of doing business and adjust to changes in their environment. In the world of competition, ‘change’ is the key word. In organizations where changes are going on at alarming speed, it is needed to switch over from rigid, heretical business style to quick, responding and flexible process. Business Process Reengineering (BPR) is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvement in critical contemporary measures of performance such as cost, service, quality and speed, (Hammer 1993). BPR is boon to those organizations where the business is young and slow. BPR is required to take quantum leaps in productivity for competitive advantage –(Ringim, Hasnan, and Razalli 2010). Ringim et al (2011) citing (Goll & Cordovano 1993) BPR is a major management approach that can focus on doing things in a better way that is clearer and easier to achieve a radical improvement on quality, speed, customer service, and reduction in cost. They said "one of the primary goals of financial service industry is to always enhance processes that would improve customer service performance through the management approach of cost reduction, improve quality, speed, and customer service for profit maximization. Therefore management scholars argued that organization can become proactive in operation by adopting the business process reengineering (BPR) to achieve remarkable improvement in the organizational performance (Hammer 1990; Davenport & Short 1990)."

The process of merger and acquisition in Nigerian financial institutions has resulted in these companies undergoing a radical improvement in their operations, Ringim et al. Between 1990 –1993, some definitive works on BPR were put forth by Hammer, Champy and Davenport. Hammer was named by business week journal (July 1994) as one of the four prominent management gurus of the 1990s, together with Champy. They gathered information about organizations thriving in their respective industries, along with assorted management 113

E-ISSN 2281-4612
ISSN 2281-3993

Academic Journal of Interdisciplinary Studies
MCSER Publishing, Rome-Italy

Vol 3 No 5
July 2014

consulting experiences. They were asking the questions of, ‘what worked and why?’ along with ‘what didn’t work and why not?’ They discovered that most of the companies that had succeeded in changing their processes had used a similar set of tools and tactics. They called this set of procedures Business Reengineering.

In organizations, the competitive field has been reshaped greatly during the past years; the globalization of markets, new customer requirements for product and service quality and the rapid development of...
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