Factors affecting the agility and implementation of business process management in a selected FET college in the Western Cape, South Africa

Abstract

The global business environment has for a number of years been changing progressively faster and as a result, organisations are concentrating on becoming more agile to survive the contemporary business environment. The educational institutions are un-spared from the fast, progressive change. This change is making it difficult for educational institutions to cope with the competitive environment, thereby affecting business agility and the implementation of Business Process Management (BPM). This study seeks to explore what factors are affecting the agility and implementation of Business Process Management at a Further Education and Training (FET) college. The researcher of this dissertation’s view of the world or ontology is that of subjectivism. The research design utilises an interpretivist approach with a qualitative paradigm orientation. Additionally, the study adopts an inductive approach or argument which upholds that true statements, one after the other, can lead to a probable accurate conclusion or theory. This research uses a case study where data is gathered from key management staff and IT experts at the FET College (FETC), using semi-structured questionnaires by means of interviews. An overview of the findings indicates a lack of resources, lack of conduciveness to the teaching and learning environment, lack of collaboration, outdated curriculum, and resistance to change as factors impeding the FETC’s ability to respond to the competitive environment and implementation of Business Process Management. The lack of capabilities, incorrect risk management, culture of change as well as non-alignment of business processes (BPs) with the vision of the FETC, are factors preventing the College from being more agile and creating value for its clients. Furthermore, there is a high misuse of the registration and bursary processes by students. To conclude, the FETC needs to find alternative means besides the main source—government—to source resources. The FETC needs to be more agile and flexible in order to retain clients and remain sustainable in the industry. Furthermore, the FETC needs to improve on its business processes (BPs) and physical security. It is recommended that the FETC manages the correct risks in order to change and remain competitive in the industry. The FET environment necessitates interconnected registration and bursary processes to optimise the use of resources. The registration processes need to be re-engineered in order to facilitate early registration. Security needs to be improved and effective strategic management put in place.