肝癌印度斯坦建筑公司分析 [2]
论文作者:www.51lunwen.org论文属性:作业 Assignment登出时间:2016-05-15编辑:zhaotianyun点击率:12218
论文字数:2926论文编号:org201605141640509943语种:英语 English地区:芬兰价格:免费论文
关键词:变更管理肝细胞癌Hindustan Construction
摘要:摘要:本文主要引用了达尔文仍然是适用于现代的组织。在整个历史中,变化可能作为一个常量而被接受。
all directions with unpredictable consequences. Change and Management are two sides of the same coin as Organizational change approaches have typically seen change as something done by management to employees (Kanter et al., 1992; Ghoshal and Bartlett, 1996). In a globalizing and increasingly disruptive business context, the ability to change is critical for gaining and sustaining competitive advantage (Kumar et al., 2000). Managing change is the process of aligning the organization's people and culture with changes in business
strategy, organizational structure, technology and business processes (Leana and Barry, 2000). Today, change is not the exception but a steady ongoing process. It is a systematic approach to dealing with change, both from the perspective of an organization and on the individual level.
In the fast changing era of globalization, the organizations have to embrace new technology as to create a strategic fit between the internal and external environment of business. With the pace of change in technology, the many organizational resources become obsolete. The adoption of this technology has significant implications on the redesigning of organizational structures, business processes, and employee hierarchies (Hall, 2002). This is particularly the case for the latest generation of IT, which integrates information within enterprises and across functional boundaries. As more organizations adopt this technology, an understanding of the factors that influence managerial responses to technological change is increasingly important in both theoretical and practical terms.
肝细胞癌中的科技变化——Technological Change in HCC
Being the second largest construction company in India, HCC wanted to make itself the most sophisticated and well equipped with the latest technology to sustain in the global competitive environment. As a part of its corporate strategy, HCC brought S.A.P (Systems, Applications and Products) which is the leading ERP (Enterprise Resource Planning) software package in March 2006. The objective to introduce the SAP was to integrate a company's nationwide functions tightly into one application. HCC had 40 different projects running across India when it implemented S.A.P. Before the introduction of S.A.P, every project site had to prepare a DPR- Daily Progress Report which recorded the status at the construction site. The Planning Engineer had to record the quantity of steel and concrete used at the site, the Quality department head had to record the cement and aggregates brought on the site and quantity of the concrete prepared at the batching plant and the Store and Procurement Manager had to keep record of the machineries and material ordered, stock available in the store and the equipments and material in transition. Every data were recorded in a paper manually. As a result, sometimes, a Site manager would not know how much material was available in the store and he would plan a construction schedule which might required more quantity of steel than available in the store. There was no integration in all the departments and every department used to work as a separate entity.
On the top of that, head office people did not have any idea what was going on at all 40 sites in the different regions of India. Hence, they were not able to plan properly as per the requirement of a particular project. On the other hand, people working at site could play with t
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