INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Benchmarking is a product of the last decade of the twenty – first century. This management approach to identify who is best and what makes them so successful has experienced increased popularity, both by manufacturing and services companies. In management science, benchmarking is usually positioned as being and extension of an existing total quality programme, and as being a way in which to establish new more relevant and efficient standard performance. The increased interest in benchmarking has been stimulated with the publication of Xerox’s Manager, Robert Camp’s book on benchmarking (Camp, 1989). Since then, the phenomenon of benchmarking has been discussed by many authors primarily, in the form of management guide books (Spendolini, 1992; Watson, 1992; Zair, 1996; Cross, 1998).
Benchmarking has developed into a popular organizational improvement tool that has come to be regarded as an essential component of internationally respected business excellence programmes and good management practice. The simple concept of improvement based on observed or perceived exemplary performance elsewhere is not at all novel as it is observably a universal human trait. What is remarkable is the degree to which benchmarking has become associated with organizational improvement in the post modern era. In this context, it is also important to confine the locus of benchmarking to ‘organizations’ since there are other loci, such as computer science, surveying and geology, where the terms ‘benchmark’ and ‘benchmarking’ may not always convey exactly the same meaning or sense of purpose (Alstete, 2008).
Fierce competition, globalization and the development of new information and communication technologies have forced organizations to continuously search for and adopt new configurations (process and structures) by which to exist. In other words, organizations are undergoing changes to evolve, survive and compete in their respective industrial environments. The explosion of management tools and techniques in the 1990s has helped organizations successfully: Change, is the evidence of this situation. Prominent among these techniques is benchmarking, which has proved to be valuable in various sectors in developed economies. It would therefore be vital to examine the prospects of benchmarking process in developing countries with a view to helping individual companies evaluate their competitive position relative to their competitors. The Xerox corporation was one of the first companies to develop and apply benchmarking techniques as a legitimate aspect of their organizational quality programme. To this day, Xerox, along with many other organizations are still applying and developing benchmarking in order to learn competitive practices from the rich diversity of organizations that exist (Lee et al, 2006).
| Project details | Contents |
|---|---|
| Number of Pages | 70 pages |
| Chapter one | Introduction |
| Chapter two | Literature review |
| Chapter three | methodology |
| Chapter four | Data analysis |
| Chapter five | Summary,discussion & recommendations |
| Reference | Reference |
| Questionnaire | Questionnaire |
| Appendix | Appendix |
| Chapter summary | 1 to 5 chapters |
| Available document | PDF and MS-word format |
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