Please use this identifier to cite or link to this item: https://hdl.handle.net/10356/51828
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dc.contributor.authorChan, Kam Piew
dc.contributor.authorLam, Kuo Yung
dc.contributor.authorYap, Wee Kwong
dc.date.accessioned2013-04-11T06:49:51Z
dc.date.available2013-04-11T06:49:51Z
dc.date.copyright1996en_US
dc.date.issued1996
dc.identifier.urihttp://hdl.handle.net/10356/51828
dc.description.abstractIn this region, many top managers perceive Business Process Reengineering (BPR) as no more than the latest in a long line of management fads. According to a local consultant, they respond to this idea with cynicism because they see BPR as simply a new name for total quality management. At the same time, they are desperate for new paradigms because they are afraid of not being able to change their organisations fast enough to cope with the tremendous growth in this Far East region.en_US
dc.format.extent156 p.en_US
dc.language.isoenen_US
dc.rightsNanyang Technological University
dc.subjectDRNTU::Business::Accountingen_US
dc.titleApplication of business process re-engineering in a company in Singaporeen_US
dc.typeFinal Year Project (FYP)en_US
dc.contributor.supervisorChiang Hsiang-Li, Roger
dc.contributor.schoolCollege of Business (Nanyang Business School)en_US
dc.description.degreeACCOUNTANCYen_US
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Appears in Collections:NBS Student Reports (FYP/IA/PA/PI)
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