Key success factors for the management of shared services

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dc.contributor.advisor Prof. C.J. Jooste en_US Van der Linde, Tjaart Nicholaas 2012-08-14T09:18:35Z 2012-08-14T09:18:35Z 2012-08-14 2002
dc.description M.Comm. en_US
dc.description.abstract Moving from a traditional organisation to a shared services business unit through the shared services evolutionary continuum, and eventually to an independent business model requires a significant investment in technology, infrastructure, planning and time. Once committed, the process is as rigorous as planning and implementing a new business venture (Van Denburgh & Cagna, 2000). From the basic shared services model through to the independent business model, and during each other phase, the shared services business unit needs to be managed. The shared services business unit executive finds himself in the position of managing a business unit that: Is service orientated. Operates in an evolutionary process. Operates in a changing environment. Runs on business principles. Is an income generating business unit in its own right. Crosses national and international borders. Considers communication between business units as an ongoing process. Is customer and process-focused. Continuously improves and benchmarks business processes against the best. The leadership challenge is now to practise these business processes in a shared services environment, to make them successful and efficient and to add value to the organisation (Gunn, Carberry, Frigo & Behrens, 1993). en_US
dc.language.iso en en_US
dc.subject Shared services (Management) en_US
dc.title Key success factors for the management of shared services en_US
dc.type Thesis en_US

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