Chapter 1 Managing change
Q1 Figure 1.76 shows how bad an implementation can become. Action needs to be taken to prevent this kind of situation. What would you recommend should be done?
This model is about how badly wrong the development and implementation can become, but it applies equally to the imposition of change. The secret lies in preventing this situation from arising by • Making sure that everyone understands the reasons for the change • Has the opportunity to play a part in influencing the shape of the new situation or system • And doesn’t have to deal with so much change that there are no anchor points for those involved.
Q2 You are the project manager for a new management accounting system that will provide monthly profit and loss accounts to a chain of 30 computer dealerships, each of which is franchised to its local owner/manager. They have all done their own accounting before. What change issues would you expect to encounter? Does the fact that they are PC dealerships make any difference? Why might they have joined together in the chain?
Several change issues will arise;
• the imperative to change? Why does the franchise owner want to impose this change – if indeed it is being imposed? • meeting the many and varied individual needs
• the implementation process
• the changeover process
• post implementation support
• the nature of the franchisee’s response and the resistance if any
In principle, the fact that they are PC dealerships should make little difference, but they will be well aware of the problems of changing over from one software system to another, and interfacing it to other existing systems.
The dealers probably joined the franchise network in the first place to share purchasing, advertising and marketing costs. They may pay the franchise owner according to their success, in which case the new system may have a big impact on them as it will declare financial information in a consistent manner across all franchisees and reduce the opportunity for creative adjustments by the franchisees.
Q3 Consider the organisation that employs you or where you study. What is its culture? Why does it have that particular culture? What organisational culture would give you most satisfaction as an employee? Where might you find such an employer? Given your preferred organisational culture, what would it mean for you as an employee in terms of your responsibilities and obligations?
Two models for analysing culture have been described in this chapter. Identify your organisation’s culture using these models. Work with others if you can. The culture may be the result of deliberate choice or may have arisen by accident. The key question is whether or not it moves the organisation forwards in an efficient way towards the achievement of its goals.
To identify a culture that suits you, first work out what you want from your work and from your employer. Do you like freedom to get on with things, the opportunity to be creative, and do you have an urge to make changes all of the time. You do? Then an Apollo culture may not suit you. The is no inherently ‘good’ or ‘bad’ culture just different ones, so choosing one that suits you is a personal choice that doesn’t come with value judgements attached.
You have to design a ‘hearts and minds’ programme connected with the implementation of a new system for the recording and management of stock in a book-publishing company and for the supply of books to booksellers. What would be the main stages of such a programme?
A good place to start is with the reasons for the implementation of this system. If it aims to reduce stock holding costs for the publisher but may lead to delays in shipping books to bookshops, then the message is different from if it also speeded up or made easier the ordering and delivery of books.
Next, make a stakeholder analysis and assess the impact of the new...
Please join StudyMode to read the full document