肝癌印度斯坦建筑公司分析 [4]
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:12151
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。
by stating that early communications allow employees time to adjust and understand. Andersen (2008) suggests that the people at lower level should be involved in the change process so that they feel themselves as part of the system where HCC failed.
Kotter (1995) gave Eight step model for change process. HCC failed just at the second step. It understood the first step- 'Establish a sense of urgency' as it wanted to overcome the competition in the market by using the best technology and software. Kotter's (1995) second step is to form a powerful guiding team of people who can work together. HCC did not consider this second step and it pre assumed that people will work together once the SAP is introduced. As mentioned by Rumelt, (1995), there was lack of the spirit to work as a group and take first move. They considered the SAP user friendly but the employees did not think that way. HCC created the vision but again failed at fourth step of Kotter (1995) by not communicating it with sub ordinates. Hence, it was unsuccessful at the beginning which was the most important part of this change process.
Another reason for resistance to change was departure from 'status quo' features as mentioned by many authors such as (Beer and Eisenstat, 1996; Burdett, 1999; Doherty and Horne; 2002, Matejka and Murphy, 2005). According to Mullins (2007) the fear of losing status plays an important role in the resistance to change. In HCC, most of the senior managers prepared the data themselves and kept it with them to gain superiority and advantage over their ordinates. After the implementation of SAP, all the data were accessible by everyone on the project and also by everyone at the Head office. The managers used to manipulate the data so that they could show better financial performance at the time of internal audit. After this technological change, the whole system became very transparent and there was no way one could play with the data entered in the system. Even if they try to do so, the people at Head office were able to find out it and asked for explanations for discrepancy found. Earlier, the managers did not have to give any explanations for anything but now, they were accountable to answer. This created a huge impact on their ego as stated by (Verhulst et al., 2007). The managers were afraid of losing their status and hence, they opposed the SAP system by complaining its usefulness and complexity while using it but in reality, the main reason for resistance was hidden in their minds.
Davenport (1998) states that most of the general managers do not know about the IT systems and hence, they avoid to use it. This was true in case of HCC. Many of the middle managers and senior managers were working in the company for more than 15-20 years. They all were civil engineers and experts in building the infrastructure on site but they were not computer literate. Hence, most of the computer related work was done by their sub ordinates. Now, with the use of SAP, the managers had to enter the data in the system which could be confidential and cannot be passed to the lower level employees. Hence, the company planned the special training programs for the middle and senior level managers which consumed a lot of time due to their lack of computer knowledge. As mentioned by Saiyadain (2003) and Singh and Kriel (2004), this led to frustration and job insecurities. As Saiyadain (2003, p.182) states, these managers wanted to
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