A New Enterprise Resource Planning System

The future direction of Enterprise Resource Planning (ERP) is being increasing defined by the needs of business units and divisions, less by the hierarchical requirements of IT departments. This transition is occurring with increasing speed and velocity, shifting the balance of political power in organizations to the line-of-business users, away from IT, while also drastically changing the architecture and platforms of ERP systems (Markus, Petrie, Axline, 2000). The intent of this essay is to define how ERP will develop over the next five years, also defining what ERP's development will mean for business and organizational models of public-service contractor companies and the U.S. Government. The essay will continue with prescriptive guidance of whether public-service contractor companies need to take a leadership or followership role with respect to the future of ERP.

As we all know, change is inevitable and we cannot control the world changing around us, but what we can control is how we can deal with how the employees deal with change. Knowing and understanding the common cause why people is resistant to change gives you the chance to plan your strategy to address these factors.

Change is particularly difficult if it is unexpected. It is far easier to accept change if an employee has time to digest the news and prepare to take action once the change has occur. Some of the concerns that worry employees may be address by creating clear goals and timelines that employee can easily follow. As well as addressing the chief objective “why are we changing?” Once these questions have been answer and employees buy in to them change will be easier and resistance will diminish (Strebel, 1996).

Moreover, the best way to successfully implement change management is carried out in a few simple steps. Appointing a team to organize the change management process; this team may consist of employees, as well as outside consultants with the familiarity of change management strategies. Next, the plan to go from the current to the planned organizational structure should be analyzed and decide what steps will be necessary to complete the process. A communication plan should be created that is comprehensive; determine how to notify all company employees of the upcoming changes to ensure the transition will go smoothly. The next step will have the key changes that will take place during this process by creating a timeline, which should include small as well as large details. The change process should list concerns or problems that may arise; this would include employee dissatisfaction, confusion as well as an everyday work stoppage, and finally, these potential setbacks should have a contingency plan created. The final steps include the compilation of a change report for senior management as well as a discussion with management teams of the upcoming changes to be implemented (Michaels,

Fortunately, it has been established (Bateman and Zeithaml), some steps can help managers to overcome resistance changes in organization. One of demonstrated methods is communication and education. According to (Elving, 2005, cited in DiFonzo and Bordia, 1998; Lewis and Seibold, 1998; Schweiger and Denisi, 1991), “communication is vital to the effective implementation of organizational change”. Therefore, workforces should understand about processing change in company before organization announcing the changes through commercial reports, meeting or individual discussions. Then, employees will be became a part of overcome resistance by participating in activities during the period of organization change such as design and implementation. Another solution to against organization change is through assistance and encouragement. For example, during phases of change, employees will be ensured that they will be provided the resources help them make the change. Besides that, (Managing Change and Transition) the managers also support employee’s efforts and listen to their troubles as well as accept initial their

Rainforest started 10 years ago in a small warehouse staffing five employees, creating specialty widgets for its clients. Dedication to delivering the best possible experience for its customers has allowed Rainforest to grow substantially with retail outlets in 22 different states within the U.S. The recent acquisition of XYZ widgets, an online widget retailer, has poised Rainforest to expand into a global market. The acquisition and consolidation of two software of two software systems, including the expansion into a global market will present a challenge to the leadership of Rainforest, but these challenges can be handled in an effective and efficient manner using an ERP (Enterprise Resource Planning) system.

It is a well-known organizational fact that change is not always received well by the employees. In most scenarios, resistance is experienced. Among one of the most

How striking are employees in communicating their feelings to diminish change resistance thoroughly Few are sufficiently intense to specifically restrict the change might be verbal, physically or by their conduct? These are the ones who have no dread of losing their employment. They are forceful and dynamic employees. Then again we have the quiet movers who being forceful are inactive, despite the fact that they have a solid resentment against change, they do not revolt straightforwardly. In any case, it is found in their behavior as employees they tend to be distinctly lazy, tell lies, stay away from work, lose the soul of work, officials association, and so forth. One of the greatest difficulties with transformative alterations is that associations, while inherently needing change, also inherently oppose it. A portion of picking up that support lies in overseeing change adequately. Change cannot breed certainty; however, directional, managed change that takes after a consistent movement conveys the whole association forward. The procedures that allow an organization to diminish, change resistance is sketched out in John Kotter 's eight-step process and Clawson 's language of change ideas.

In order to effectively adapt to the ever changing culture of multinational corporations (MNC) continuous change is inevitable for success. Whether the change is extensive or minute, employee resistance is common. To combat resistance it is important to understand that changes arouse feelings of fear in many. This fear can stem from a number of uncertainties; employees might see the perceived change as a threat to their job security or they may fear change strictly out of habit. Therefore, the goal when initiating change is to help employees accept the change, while consequently addressing the nature of resistance. To accomplish this, mangers need to establish proper communication, accurate timing and be emotionally sensitive to employee concerns. In addition, providing incentives and training will encourage a smooth change transition within the workplace. Thus, with proper implementation one can combat the effects of change resistance within an MNC.

Enterprise Resource Planning is a system packaged business software system that allows an organisation to automate and integrate the majority of its business processes, share common data and practices across the entire organisation and produces and access information in a real time environment.

The second factor responsible for resistance is the costs inherent to the change. The validity of this point is hinged on the view that employees have personal interests that they always seek to protect. As far as this factor is concerned, the ability of the workers to support change is dependent on the impact it will have on the employee interests. The changes that subvert the interests of the employees would be resisted, while the kinds that complement them would be warmly welcome. According to Fabia McLean Bourda (2016), it is always important for the decision-makers to strive and strike a balance between the interests of the employees and those of the organizations. This step can be actually achieved by engaging employees in the decisions regarding the needed change, yet is an effective way of understanding the employee concerns.

As organizations face change they may have to deal with resistance from employees. Change is often resisted by employees, the reasons typically are fearful of the unfamiliar, fear of loss or fear of disaster, as well as behavior and political reasons. Therefore, it is vital that managers mitigate employee frustration to ensure a business remains effective in its task or duties. Managers must learn the necessary skills to make the change easier by using employee participation, organizational communication, workplace empathy and support.

attempt to discuss the changes that might face ERP in the next five years, based on the

ERP stands for Enterprise Resource Planning. ERP is a word applied to integrated software systems mainly used to manage organizational resources that are both internal and external. These resources may include the tangible and intangible ones. An ERP makes a business to benefit from integrated business operations, which is a strategy for combining the daily undertaking of various departments in a business. Also the system can adapt to the growth of the organization, this means that the system can cope with an increase in the functions of a business. Also, the organization benefits from the absence of data redundancy due to the presence of one database. Where FoxMeyer implements an ERP Drugs ' system, then it will enjoys low cost of

There are several factors that contribute to the need for organizational change in order to improve its effectiveness and productivity. Actually, the current business environment requires organizations to undergo changes continually in order to enhance its competitiveness. In most cases, initiatives towards organizational change are usually caused by problems that the organization experiences. Some of the most important factors that contribute to organizational change include globalization and the ever-changing technology. The benefits associated with the successful implementation of organizational change caused by technology include increased efficiency and improved customer service.