Organizational And Process Change Management

The change management lead is responsible for developing strategies and detailed work plans, monitoring progress, and resolving change management issues.” (Motiwalla, 2011, p. 125). For this reason, the change management process incorporated into the implementation used by the army was blueprinting, “refers to all the activities, which are necessary for the reproduction and description of the customer's business operations in an ERP System.” (TechRepublic, 2009). In addition, the Army analyzed customization of the software instead of changing business

ERP implementation is unlikely experience that any company will have. It has to be planned prepared and stimulated from the entire stakeholder otherwise it will sunk the millions of dollar and it drain the companies market. In case of Nestle USA, it confronted a lot of difficulties due to improper implementation plan yet be able to recover as a successful project. Many organisations have gone through the similar situation that there are plenty of lesson to be learned. We can conclude that ERP implementation needs big consideration on business requirement, business process reengineering, stakeholder’s involvement, hardware and software and other units.

Ngozi Oguejiofo has been writing on a freelance basis since 2009 and most of her writings are focused on health. She is currently a registered nurse. She is interested in teaching, and writes articles focused on student nurses for various online publications.

Change management is guiding teams, individuals or an organization through a series of changes to move from the current state to the desired state. During this transition, the goal is to empower the people involved to embrace the changes and the process (Bassey, Solomon, and Omono, 2014). Management of change significantly contributes to its success. Change can be influenced by both internal and external elements. It can appear in different ways including a change of management, policies, organizational structure, objectives, business climate, employees and operational location. Whatever the reason behind the change, the aim of change management is to ensure it does not have an adverse impact on the organization or its

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

Companies and organizations are changing continually to be more efficient in what they do. Change is not always readily accepted. Many people like to stay where they are and become comfortable with their current position. Business writers and managers have stated that unless organizations continue to change, they will become stale and inefficient. There have been many change management initiatives such as Total Quality Management, Six Sigma, and the Japanese Kaizen. Although these initiatives carry different names and slightly different processes, they all have a few elements in common. The most important elements for successful change management, as emphasized by the course text Human Resources Management in Canada and John P. Kotter's

Change management and project management were integrated by 71% of the Prosci study participants on their projects. This ensured higher effectiveness of change management and higher likelihood of meeting project objectives. Communications plan, project plan, training plan and schedules were the most commonly used tools. 79% of participants reported using a particular methodology for change management. This trend has been on the increase since 2003. It was determined that higher levels of effective change management were achieved by using a particular methodology. Providing general guidance and an activity check list were the most commonly used methodologies.

Organizational change is one of the most difficult strategies to implement. Organizational change is a broad change in regard to the organization as a whole, as opposed to smaller changes within an organization, such as adding a new person or adapting a new program. An example of organizational change might include a change in operation, restructuring operations, teams, layoffs, new technologies, collaborations, rightsizing, or even new programs. Some specialists submit to organizational alterations. Frequently this phase authorizes an essential and thorough reorientation in the way an organization operates. According to the textbook, “introducing a new enterprise resource planning system in order to coordinate and standardize

Managing organizational change has been an essential topic for years and it is still widely discussed at present. Change has many definitions, and change is evitable

New consultants are hired to help Riordan Manufacturing in creating a processing for monitoring client’s information that would involve all workers to utilize the same client’s administration process. In part one of this project the consultants would require evaluation of the organization’s intranet site and verification of information. This process would help them in creating an improved administration plan which would consist of many components. For example, proposal of a plan to help execute changes during the upcoming year and clarification of the evaluation processes while ensuring the modification plan is completed. In the second part of this project, the consultants will make a reference to a communication tactic for the proposed

Change Management (CM) refers to any approach to individuals transition, teams and organizations that use methods to redirect the use of resources, business processes, budgetary allocations, or other operating modes that reform significantly one company or organization. Organizational change management considers the entire organization and what needs to change. principles and practices of organizational change management include CM as a tool for change focused exclusively on the individual. CM focuses on how individuals and teams are affected by an organizational transition. It deals with many different disciplines, from the social and behavioral sciences to information technology and business solutions. In a context of project

Dr. John Kotter from his 40 years of research by leadership and change he stated that 70% of all organizational transformation efforts fail because organizations don not take a consistent approach to changing themselves or not engaging work forces effectively.

Every project has the ability to bring some changes in the system, management of any organisation. It is quite hard to implement any project without making any transformation either into the management or leadership. Ideally, whatever transformations required to implement any project or changes emerged after the implementation of project does not have any adverse effects on the organisation structure. And those specific changes should always be accepted by every person involved for the implementation of project. Another most important factor is the management and leadership style, methodological techniques required for the project implementation or planning that always needs to be assessed and utilized very effectively to find out the readiness of the new project implementation. This report largely emphasize upon the different change management aspects like leadership style, employees behavioural change and strategies deployed to manage these aspects for the proper and effective implementation of project. The MedDev case study about the ERP project implementation has been very useful source for analyzation and development of strategies and methodological techniques. It also provides clear overview about the different leadership style and development of resistance among the employee to any change.

Such decisions address the dilemma that all ERP adopters continuously face during the implementation: whether to change the business process to fit the ERP system or whether to change the ERP system to fit the business process. To minimize customization, the decision to change the ERP system should only be made in rare circumstances, e.g., when a business process cannot be changed without losing a competitive advantage. Furthermore, such decisions require cooperation between the information technology (IT) and the operational departments, following formal defined activities, which are part of a change management process. Thus, change management is instrumental to ERP implementation. In fact, it was listed as one of the top five factors in a study of chief information officer (CIO) perceptions of critical success factors for ERP projects [17]. The analysis of two implementation cases [7] confirms this notion as it identifies change management as one of the major success factors. The issue of management and employee readiness to implementing business process change is a common characteristic of successful implementations. In a case study of a failed SAP R/3 implementation [13], the absence of change management inhibited the broad involvement of employees in the implementation of business changes required for the successful adoption of the ERP system standard processes. The importance of business process reengineering and minimal customization was further confirmed

In this paper, I am going to critically discuss a few examples of organisational change which I have personally experienced while completing a summer internship in an international logistics and transport company called UAB Transimeksa. The main purpose of this essay is to analyse the experience of organisational change management in relation to applying multiple perspective theories and models which will help critically evaluate and present reasoned arguments of effective change management. In doing so, this paper will be divided into three parts. The first and second part will focus on reviewing my experience of organisational change related to two different themes which are change leadership and organisational culture. The third part of