Abstract:
The act of restructuring anything - be it an organization, method of production, or a procedural format - implies that a fundamental disequilibrium is acknowledged to exist. In corporate circles, one speaks of the need for organizational restructuring when a firm's performance - as indicated by output, earnings or returns on investment, begins to decline significantly in comparison to the relative quantum of inputs. Restructuring therefore implies the re-ordering of priorities, a departure from former procedures, and the engineering of new approaches.
In the study, effort was directed at determining the impact of re-engineering as a strategic planning in the achievement of set objectives. The entire literature of relevance to the subject matter was reviewed in order to have a more detailed theoretical framework relating to re-engineering and strategic planning. Structured questionnaire was used to collect primary data for study. Secondary data were collected from the publications of First City Merchant Bank. The Data collected were analysed.
