This document summarizes a research study on leadership and IT-driven organizational change in Sri Lankan organizations. The study involved qualitative case studies of six organizations in Sri Lanka that had undergone major IT changes. The research found that while the organizations did not follow formal change management processes, leadership played a key role in ensuring the changes were successful. Specifically, the organizations found that people-oriented leadership styles like affiliative, authoritative, and democratic were most effective at reducing employee resistance to change. The study concludes that people resistance is a major dimension of change management and that adopting the right leadership style can help organizations overcome resistance and successfully implement IT-driven changes.
ERP-Case Study- Changes before and after implementing ERP in a companyAniket Maithani
The following presentation contains a case study aboout the changes occuring in a company, before and after adopting ERP. The LIVE DEMO example is based on simple ERPAL Drupal Distribution.
Supply Chain Management And Logistics PowerPoint Presentation SlidesSlideTeam
Download our content-ready supply chain management, and logistics PowerPoint presentation slides to showcase the complete process of goods movement from manufacturer to customer. Using this SCM PPT presentation, you can represent the flow of product, information, and finance. Talking about our logistics process flow presentation, it covers a wide range of topics, including strategic sourcing process, inventory control, logistics & IT, SCM model, project communication, supplier market assessment, planning & forecasting, SCM decision phase, performance measures, and much more. Other related topics that these templates cover are transportation management services, logistics management, procurement, distribution network, warehouse management, material flow, supply chain processes, and operations management. The strategies mentioned in this inventory management PowerPoint presentation will help you to bring high efficiency in your business, and it saves cost also. Moreover, it enables you to execute all the tasks and achieve long-term profitability smoothly. So, to fully utilize the potential benefits of logistics flow process, download our supply chain management, and logistics presentation slides right now. Accelerate your ascent with our Supply Chain Management And Logistics PowerPoint Presentation Slides.Your growth is bound to get a boost.
Operations Management II- SCOR is he world’s leading supply chain framework, linking business processes, performance metrics, practices and people skills into a unified structure.
The presentation justifies this tool used in one of the leading furniture brands 'Ikea' and implemented into their process flow.
Quantum was a large manufacturer of storage devices that was implementing an ERP system called WARP to integrate its nine legacy systems following an acquisition. It was considering a big-bang or phased implementation approach. A phased approach would implement modules gradually by location, while a big-bang would change all systems at once. Factors like organizational size and complexity, hierarchy, and implementation scope would determine the best choice. A phased approach allowed maintaining commitments more easily but was slower, while big-bang was faster but riskier if issues arose.
This document discusses supply chain management (SCM) best practices. It provides an overview of SCM, including key objectives and challenges. SCM integration can provide benefits like increased visibility, cost reductions, and improved service levels. The document also outlines next generation SCM solutions, how to measure SCM success, and how small and medium enterprises can adopt SCM practices. It concludes with an explanation of the Supply Chain Operations Reference model (SCOR) framework.
Supply chain management involves the integration of suppliers, manufacturers, warehouses, and stores to minimize costs while meeting customer demand. It aims to produce and distribute goods in the right quantities, locations, and times. Key aspects of supply chain management include supply chain planning, procurement, manufacturing, and distribution. Effective supply chain management requires cross-functional collaboration, information sharing, and managing uncertainties to achieve global optimization across the entire supply chain network.
This document provides a strategic analysis of Cargills Ceylon PLC, a leading FMCG company in Sri Lanka. It begins by briefly describing the company and its supermarket industry. It then identifies Cargills' vision to be a global role model for community development, and its mission to serve customers and stakeholders through reducing costs, enhancing skills, and regional development. The document analyzes the appropriateness of these statements and suggests potential improvements. It also identifies and evaluates Cargills' objectives. Next, it undertakes internal and external environmental analyses using tools like SWOT, PESTEL, and Porter's Five Forces. Finally, it develops an appropriate strategy for Cargills relating to its vision, mission and objectives
Tata Motors is an Indian automotive manufacturing company and subsidiary of Tata Group. It produces various vehicles including cars, trucks, buses and more. Tata Motors acquired other companies like Daewoo and Jaguar Land Rover. It faced issues with its legacy mainframe systems, so implemented SAP as its new ERP system. Current KM practices at Tata Motors include various SAP modules, SOX compliance, knowledge based engineering, and manufacturing planning tools. Key KM tools are SAP SRM for supply chain integration and SAP WM for warehouse management. It also uses an in-house KBE software to reduce design cycle times.
ERP-Case Study- Changes before and after implementing ERP in a companyAniket Maithani
The following presentation contains a case study aboout the changes occuring in a company, before and after adopting ERP. The LIVE DEMO example is based on simple ERPAL Drupal Distribution.
Supply Chain Management And Logistics PowerPoint Presentation SlidesSlideTeam
Download our content-ready supply chain management, and logistics PowerPoint presentation slides to showcase the complete process of goods movement from manufacturer to customer. Using this SCM PPT presentation, you can represent the flow of product, information, and finance. Talking about our logistics process flow presentation, it covers a wide range of topics, including strategic sourcing process, inventory control, logistics & IT, SCM model, project communication, supplier market assessment, planning & forecasting, SCM decision phase, performance measures, and much more. Other related topics that these templates cover are transportation management services, logistics management, procurement, distribution network, warehouse management, material flow, supply chain processes, and operations management. The strategies mentioned in this inventory management PowerPoint presentation will help you to bring high efficiency in your business, and it saves cost also. Moreover, it enables you to execute all the tasks and achieve long-term profitability smoothly. So, to fully utilize the potential benefits of logistics flow process, download our supply chain management, and logistics presentation slides right now. Accelerate your ascent with our Supply Chain Management And Logistics PowerPoint Presentation Slides.Your growth is bound to get a boost.
Operations Management II- SCOR is he world’s leading supply chain framework, linking business processes, performance metrics, practices and people skills into a unified structure.
The presentation justifies this tool used in one of the leading furniture brands 'Ikea' and implemented into their process flow.
Quantum was a large manufacturer of storage devices that was implementing an ERP system called WARP to integrate its nine legacy systems following an acquisition. It was considering a big-bang or phased implementation approach. A phased approach would implement modules gradually by location, while a big-bang would change all systems at once. Factors like organizational size and complexity, hierarchy, and implementation scope would determine the best choice. A phased approach allowed maintaining commitments more easily but was slower, while big-bang was faster but riskier if issues arose.
This document discusses supply chain management (SCM) best practices. It provides an overview of SCM, including key objectives and challenges. SCM integration can provide benefits like increased visibility, cost reductions, and improved service levels. The document also outlines next generation SCM solutions, how to measure SCM success, and how small and medium enterprises can adopt SCM practices. It concludes with an explanation of the Supply Chain Operations Reference model (SCOR) framework.
Supply chain management involves the integration of suppliers, manufacturers, warehouses, and stores to minimize costs while meeting customer demand. It aims to produce and distribute goods in the right quantities, locations, and times. Key aspects of supply chain management include supply chain planning, procurement, manufacturing, and distribution. Effective supply chain management requires cross-functional collaboration, information sharing, and managing uncertainties to achieve global optimization across the entire supply chain network.
This document provides a strategic analysis of Cargills Ceylon PLC, a leading FMCG company in Sri Lanka. It begins by briefly describing the company and its supermarket industry. It then identifies Cargills' vision to be a global role model for community development, and its mission to serve customers and stakeholders through reducing costs, enhancing skills, and regional development. The document analyzes the appropriateness of these statements and suggests potential improvements. It also identifies and evaluates Cargills' objectives. Next, it undertakes internal and external environmental analyses using tools like SWOT, PESTEL, and Porter's Five Forces. Finally, it develops an appropriate strategy for Cargills relating to its vision, mission and objectives
Tata Motors is an Indian automotive manufacturing company and subsidiary of Tata Group. It produces various vehicles including cars, trucks, buses and more. Tata Motors acquired other companies like Daewoo and Jaguar Land Rover. It faced issues with its legacy mainframe systems, so implemented SAP as its new ERP system. Current KM practices at Tata Motors include various SAP modules, SOX compliance, knowledge based engineering, and manufacturing planning tools. Key KM tools are SAP SRM for supply chain integration and SAP WM for warehouse management. It also uses an in-house KBE software to reduce design cycle times.
Supply Chain Management Process Powerpoint Presentation SlidesSlideTeam
"You can download this product from SlideTeam.net"
Select Supply Chain Management Process PowerPoint Presentation Slides to explain the SCM process. Demonstrate the steps of demand planning, strategic planning, supply planning, procurement, warehousing, manufacturing, transportation and order fulfilment with this content ready supply chain network PPT slides. This Includes various custom-made slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates. Showcase flow of goods from supplier to sales channel using resource planning PowerPoint templates Furthermore, supply management Presentation layout can also be used to represent related concepts like warehouse management system, inventory control systems, inventory management, logistics management, demand chain management, operations management, distribution, enterprise planning system and many more. It also assists in planning of supply chain functions, transportation, warehousing, inventory management and production planning. Download this inventory control system Presentation graphics to assess the productivity of supply chain management process. Heighten the impact of the experience with our Supply Chain Management Process Powerpoint Presentation Slides. It helps inject a bit of drama. https://bit.ly/3oYF9hV
This document provides an overview of ERP implementations in South Asian countries and discusses the challenges. It notes that ERP implementations in South Asia are more difficult and expensive than other parts of the world due to different socioeconomic conditions and currency differences. The document then discusses various stages of ERP implementation including pre-implementation where organizations choose a solution, evaluate vendors, and document business processes. During implementation, organizations configure the system, convert data, and train users. Post implementation involves ongoing system maintenance and support. Proper planning and execution of each stage is critical for implementation success.
Supply chain management aims to efficiently integrate suppliers, manufacturers, warehouses, and stores to minimize costs while meeting customer demands. The objectives are to produce and distribute the right quantities of products to the right locations at the right time. This helps firms face global competition, improve standardization, and satisfy customers while reducing total system costs across the entire supply chain.
Tata Motors implemented SAP ERP and Siebel CRM systems to improve information flow between departments, enhance collaboration with dealers, and manage customer relationships. SAP was selected as the ERP package to handle processes from order to delivery. Implementation was done in stages over several SAP versions. Benefits included improved supplier collaboration, knowledge management, and monitoring. Some improvements were not far-reaching. Siebel provided a customer relationship management solution and scalable infrastructure. Over 3,000 users now work with various SAP solutions, claiming the widest SAP functionality of any installation.
Business process reengineering (BPR) was introduced in the 1990s to fundamentally rethink and redesign business processes. It aims to make radical improvements by eliminating non-value adding activities, integrating information systems, and optimizing end-to-end processes. BPR focuses on outcomes rather than tasks and seeks to dramatically reduce costs and improve customer service. A typical BPR process involves preparing for change, analyzing the existing process, designing an improved process, implementing changes, and continuously monitoring results. When successfully implemented, BPR can lead to significant reductions in time, costs and improvements in quality.
Service design is the activity of planning and organizing people, infrastructure, communication and material components of a service in order to improve its quality and the interaction between service provider and customers
The document provides details about Chirag Shah's summer internship project report on the logistics industry at Logistic Integrators (I) Pvt. Ltd. It includes an acknowledgement, preface, executive summary, table of contents, and the beginning of chapter 1 which provides an introduction to logistics including its origin, objectives, and key management functions such as order processing, inventory management, warehousing, transportation, material handling, packing, and information flow.
This chapter discusses the importance of performance measurement in supply chains. It explains that establishing metrics allows companies to understand how they are performing and identify areas for improvement. Good metrics should be consistent with company strategies and focus on customer needs. The chapter provides examples of different types of metrics companies can use to measure costs, inventory levels, customer service, and overall supply chain performance. These metrics can be classified in various categories and should be integrated both within and across companies to effectively drive improvement.
This document discusses retailer-supplier partnerships (RSP) in supply chain management. It describes RSP as a type of strategic alliance where the supplier is linked to the retailer's point of sale data to help with forecasting and planning. There are three main types of RSP: quick response inventory, continuous replenishment inventory, and vendor-managed inventory. The document provides details on each type and how they work to improve information sharing and inventory management between retailers and suppliers. Benefits and some potential drawbacks of RSP strategies are also summarized.
Enterprise management systems (EMS) are large-scale software packages that support business processes, information flows, reporting, and data analytics in complex organizations. EMS include components like ERP for operational systems, CAD/CAM/CAE for engineering drawings and design information, AMS for employee attendance tracking, DMS for document management, CMS for communication management, and SMS for security management of people, vehicles, and materials. These systems integrate various business functions and provide inputs for planning and control across the organization.
15 important marketing interview questionsSaurabh Mhase
Marketing involves identifying customer needs and designing products to fulfill those needs. There are several key marketing concepts:
1) Positioning involves creating a distinct impression of a product/service in customers' minds. A positioning map visually represents customer perceptions of competing brands.
2) When marketing goods, the 4 Ps are emphasized: product, price, place, promotion. When marketing services, there are additional factors like process, physical evidence, and people.
3) Segmentation involves dividing the market into subgroups with similar needs. Target marketing focuses on selecting specific subgroups to target. The target group is the specific segment being targeted, while the target audience refers more broadly to the intended recipients of marketing messages.
The document provides an overview of key topics in services marketing. It discusses 1) the differences between goods and services, 2) the intangible and heterogeneous nature of services, 3) models for understanding service quality like the GAPS model and service triangle, 4) factors that influence consumer decision making and evaluation of services, 5) the importance of processes, people and physical evidence in service delivery, and 6) challenges in marketing services internationally due to cultural differences.
Three dimensions of information systemsSuleyman Ally
An information system is a set of interconnected components that collect, process, store, and disseminate information to support decision making and coordination in an organization. Information systems are critical to business operations and success, ensuring improved decision making, operational excellence, competitive advantage, and organizational survival. An information system incorporates three dimensions: organizational, management, and technology. The organizational dimension involves business processes and culture. The management dimension supplies tools and information for managers. The technology dimension consists of hardware, software, storage, and networking that underpin information systems.
Business process reengineering involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It aims to make processes more efficient, effective, and flexible. BPR requires analyzing existing processes, creating a new vision, redesigning processes, and implementing changes. It should have strong management support and commitment, show quick results, and involve employees in the change process to minimize risk and ensure success.
The document traces the evolution of enterprise resource planning (ERP) systems from the 1960s to the present. It discusses early inventory management systems and the development of materials requirements planning (MRP) in the 1970s. MRP evolved into manufacturing resource planning (MRP II) in the 1980s which integrated additional business functions. In the 1990s, MRP II became known as ERP as it covered more of a company's business enterprise. The document outlines continued trends like expanded ERP capabilities and the emergence of ERP II systems to enable greater inter-organizational collaboration. Next generation ERP is shifting to cloud-based systems that provide real-time access to data across organizations.
The document discusses the Management Information System (MIS) program at Amity School of Business. It provides details about the MIS curriculum, which covers topics like organizations, information technology infrastructure, and key systems applications. It also defines MIS, describes its objectives to provide information for management decision making and control, and lists common systems that support an effective MIS, such as on-demand output and expert systems.
Logistics is the process of planning, implementing, and controlling the efficient flow of goods, services and information from origin to consumption to meet customer requirements. Logistics involves integrating information, transportation, inventory, warehousing and packaging to add time and place value. Logistics and supply chain management are equivalent terms dealing with managing materials, information and financial flows in a network from suppliers to customers. The evolution of logistics has transformed it from a military term to an integrated business function.
This document summarizes a class on integrated logistics management. It discusses key concepts like anticipating customer needs, acquiring resources to meet needs, and optimizing networks to fulfill requests. It also covers objectives like rapid response and minimum inventory/variance. Variables affecting evaluation include globalization, IT, and supply chain management growth. Operations involve inbound/outbound logistics. Key factors are shippers, suppliers, carriers, and government regulation. Integrated logistics provides advantages to companies by improving customer service and reducing costs through coordination across the supply chain.
Unilever restructured its supply chain management practices to become more efficient. It reduced its brand portfolio from 1600 to 400 brands to focus on top brands. It also consolidated its 380 manufacturing plants down to 150 key factories. The restructuring involved changes to sourcing, distribution networks, and increased use of e-procurement and IT systems. The restructuring helped improve Unilever's operating margins and financial performance.
Research Leadership and Organizational Change in the Context of IT - Research...Eashani Rodrigo
This research investigates Information Technology (IT) driven organizational changes in Sri Lankan organizations by focusing on the leadership aspects. The main objective of this research is to identify which leadership styles are most effective in ensuring the success of change management processes within IT project implementations. In order to achieve this, firstly the research conducts an in-depth investigation of the relationship between leadership and change management practices within organizations. Encapsulating the findings, a model is proposed to pinpoints the most effective leadership style that should be adopted in accordance with each stage within the change management process the organization is about to undergo.
This document provides a literature review on organizational change and leading change. It discusses various theories and approaches to change, including planned and emergent change. Planned change follows a linear process proposed by Kurt Lewin, while emergent change is more flexible and bottom-up. The document also examines theories of leadership as it relates to change, including leaders as change agents and the need for vision, communication, and addressing resistance to change. It proposes that both planned and emergent approaches can be used depending on the context, drawing from contingency models. Overall, the literature review examines different perspectives on organizational change and the role of leadership in change management.
Supply Chain Management Process Powerpoint Presentation SlidesSlideTeam
"You can download this product from SlideTeam.net"
Select Supply Chain Management Process PowerPoint Presentation Slides to explain the SCM process. Demonstrate the steps of demand planning, strategic planning, supply planning, procurement, warehousing, manufacturing, transportation and order fulfilment with this content ready supply chain network PPT slides. This Includes various custom-made slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates. Showcase flow of goods from supplier to sales channel using resource planning PowerPoint templates Furthermore, supply management Presentation layout can also be used to represent related concepts like warehouse management system, inventory control systems, inventory management, logistics management, demand chain management, operations management, distribution, enterprise planning system and many more. It also assists in planning of supply chain functions, transportation, warehousing, inventory management and production planning. Download this inventory control system Presentation graphics to assess the productivity of supply chain management process. Heighten the impact of the experience with our Supply Chain Management Process Powerpoint Presentation Slides. It helps inject a bit of drama. https://bit.ly/3oYF9hV
This document provides an overview of ERP implementations in South Asian countries and discusses the challenges. It notes that ERP implementations in South Asia are more difficult and expensive than other parts of the world due to different socioeconomic conditions and currency differences. The document then discusses various stages of ERP implementation including pre-implementation where organizations choose a solution, evaluate vendors, and document business processes. During implementation, organizations configure the system, convert data, and train users. Post implementation involves ongoing system maintenance and support. Proper planning and execution of each stage is critical for implementation success.
Supply chain management aims to efficiently integrate suppliers, manufacturers, warehouses, and stores to minimize costs while meeting customer demands. The objectives are to produce and distribute the right quantities of products to the right locations at the right time. This helps firms face global competition, improve standardization, and satisfy customers while reducing total system costs across the entire supply chain.
Tata Motors implemented SAP ERP and Siebel CRM systems to improve information flow between departments, enhance collaboration with dealers, and manage customer relationships. SAP was selected as the ERP package to handle processes from order to delivery. Implementation was done in stages over several SAP versions. Benefits included improved supplier collaboration, knowledge management, and monitoring. Some improvements were not far-reaching. Siebel provided a customer relationship management solution and scalable infrastructure. Over 3,000 users now work with various SAP solutions, claiming the widest SAP functionality of any installation.
Business process reengineering (BPR) was introduced in the 1990s to fundamentally rethink and redesign business processes. It aims to make radical improvements by eliminating non-value adding activities, integrating information systems, and optimizing end-to-end processes. BPR focuses on outcomes rather than tasks and seeks to dramatically reduce costs and improve customer service. A typical BPR process involves preparing for change, analyzing the existing process, designing an improved process, implementing changes, and continuously monitoring results. When successfully implemented, BPR can lead to significant reductions in time, costs and improvements in quality.
Service design is the activity of planning and organizing people, infrastructure, communication and material components of a service in order to improve its quality and the interaction between service provider and customers
The document provides details about Chirag Shah's summer internship project report on the logistics industry at Logistic Integrators (I) Pvt. Ltd. It includes an acknowledgement, preface, executive summary, table of contents, and the beginning of chapter 1 which provides an introduction to logistics including its origin, objectives, and key management functions such as order processing, inventory management, warehousing, transportation, material handling, packing, and information flow.
This chapter discusses the importance of performance measurement in supply chains. It explains that establishing metrics allows companies to understand how they are performing and identify areas for improvement. Good metrics should be consistent with company strategies and focus on customer needs. The chapter provides examples of different types of metrics companies can use to measure costs, inventory levels, customer service, and overall supply chain performance. These metrics can be classified in various categories and should be integrated both within and across companies to effectively drive improvement.
This document discusses retailer-supplier partnerships (RSP) in supply chain management. It describes RSP as a type of strategic alliance where the supplier is linked to the retailer's point of sale data to help with forecasting and planning. There are three main types of RSP: quick response inventory, continuous replenishment inventory, and vendor-managed inventory. The document provides details on each type and how they work to improve information sharing and inventory management between retailers and suppliers. Benefits and some potential drawbacks of RSP strategies are also summarized.
Enterprise management systems (EMS) are large-scale software packages that support business processes, information flows, reporting, and data analytics in complex organizations. EMS include components like ERP for operational systems, CAD/CAM/CAE for engineering drawings and design information, AMS for employee attendance tracking, DMS for document management, CMS for communication management, and SMS for security management of people, vehicles, and materials. These systems integrate various business functions and provide inputs for planning and control across the organization.
15 important marketing interview questionsSaurabh Mhase
Marketing involves identifying customer needs and designing products to fulfill those needs. There are several key marketing concepts:
1) Positioning involves creating a distinct impression of a product/service in customers' minds. A positioning map visually represents customer perceptions of competing brands.
2) When marketing goods, the 4 Ps are emphasized: product, price, place, promotion. When marketing services, there are additional factors like process, physical evidence, and people.
3) Segmentation involves dividing the market into subgroups with similar needs. Target marketing focuses on selecting specific subgroups to target. The target group is the specific segment being targeted, while the target audience refers more broadly to the intended recipients of marketing messages.
The document provides an overview of key topics in services marketing. It discusses 1) the differences between goods and services, 2) the intangible and heterogeneous nature of services, 3) models for understanding service quality like the GAPS model and service triangle, 4) factors that influence consumer decision making and evaluation of services, 5) the importance of processes, people and physical evidence in service delivery, and 6) challenges in marketing services internationally due to cultural differences.
Three dimensions of information systemsSuleyman Ally
An information system is a set of interconnected components that collect, process, store, and disseminate information to support decision making and coordination in an organization. Information systems are critical to business operations and success, ensuring improved decision making, operational excellence, competitive advantage, and organizational survival. An information system incorporates three dimensions: organizational, management, and technology. The organizational dimension involves business processes and culture. The management dimension supplies tools and information for managers. The technology dimension consists of hardware, software, storage, and networking that underpin information systems.
Business process reengineering involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It aims to make processes more efficient, effective, and flexible. BPR requires analyzing existing processes, creating a new vision, redesigning processes, and implementing changes. It should have strong management support and commitment, show quick results, and involve employees in the change process to minimize risk and ensure success.
The document traces the evolution of enterprise resource planning (ERP) systems from the 1960s to the present. It discusses early inventory management systems and the development of materials requirements planning (MRP) in the 1970s. MRP evolved into manufacturing resource planning (MRP II) in the 1980s which integrated additional business functions. In the 1990s, MRP II became known as ERP as it covered more of a company's business enterprise. The document outlines continued trends like expanded ERP capabilities and the emergence of ERP II systems to enable greater inter-organizational collaboration. Next generation ERP is shifting to cloud-based systems that provide real-time access to data across organizations.
The document discusses the Management Information System (MIS) program at Amity School of Business. It provides details about the MIS curriculum, which covers topics like organizations, information technology infrastructure, and key systems applications. It also defines MIS, describes its objectives to provide information for management decision making and control, and lists common systems that support an effective MIS, such as on-demand output and expert systems.
Logistics is the process of planning, implementing, and controlling the efficient flow of goods, services and information from origin to consumption to meet customer requirements. Logistics involves integrating information, transportation, inventory, warehousing and packaging to add time and place value. Logistics and supply chain management are equivalent terms dealing with managing materials, information and financial flows in a network from suppliers to customers. The evolution of logistics has transformed it from a military term to an integrated business function.
This document summarizes a class on integrated logistics management. It discusses key concepts like anticipating customer needs, acquiring resources to meet needs, and optimizing networks to fulfill requests. It also covers objectives like rapid response and minimum inventory/variance. Variables affecting evaluation include globalization, IT, and supply chain management growth. Operations involve inbound/outbound logistics. Key factors are shippers, suppliers, carriers, and government regulation. Integrated logistics provides advantages to companies by improving customer service and reducing costs through coordination across the supply chain.
Unilever restructured its supply chain management practices to become more efficient. It reduced its brand portfolio from 1600 to 400 brands to focus on top brands. It also consolidated its 380 manufacturing plants down to 150 key factories. The restructuring involved changes to sourcing, distribution networks, and increased use of e-procurement and IT systems. The restructuring helped improve Unilever's operating margins and financial performance.
Research Leadership and Organizational Change in the Context of IT - Research...Eashani Rodrigo
This research investigates Information Technology (IT) driven organizational changes in Sri Lankan organizations by focusing on the leadership aspects. The main objective of this research is to identify which leadership styles are most effective in ensuring the success of change management processes within IT project implementations. In order to achieve this, firstly the research conducts an in-depth investigation of the relationship between leadership and change management practices within organizations. Encapsulating the findings, a model is proposed to pinpoints the most effective leadership style that should be adopted in accordance with each stage within the change management process the organization is about to undergo.
This document provides a literature review on organizational change and leading change. It discusses various theories and approaches to change, including planned and emergent change. Planned change follows a linear process proposed by Kurt Lewin, while emergent change is more flexible and bottom-up. The document also examines theories of leadership as it relates to change, including leaders as change agents and the need for vision, communication, and addressing resistance to change. It proposes that both planned and emergent approaches can be used depending on the context, drawing from contingency models. Overall, the literature review examines different perspectives on organizational change and the role of leadership in change management.
This document provides an overview of theories and approaches to organizational change and leadership. It discusses:
1) Organizational change as a concept, with organizations viewed as open systems impacted by external PEST factors that can trigger internal changes.
2) Theories of organizational change including Lewin's 3-stage model of unfreezing, changing, and refreezing. Critics argue planned change models don't account for human factors and resistance to change.
3) The importance of leadership in change initiatives, with leaders needing knowledge of the organization and environment to help drive change and address barriers like resistance.
The impact of top management support on the behavioural intention to adopt in...LenaFrau
This literature review examines the impact of top management support on behavioral intention to adopt information systems over 46 years of research. The review finds three relationships between top management support and adoption: direct linear connection, relationship mediated by other variables, and more complex relationships. Top managers can influence adoption through culture change, motivating employees, and setting the right atmosphere. Influencing factors on top managers' strategic decisions include their cognitive base and values. The review identifies gaps in researching factors influencing top managers' behaviors in supporting information system adoption.
11.a descriptive analysis of the challenges facing information technology man...Alexander Decker
1. This study examines the challenges faced by IT managers in their management practices. It analyzes the drivers of management practices adopted from an experiential leadership model, including rules, initiatives, integrity, immediate action, and emotions.
2. A mixed-methods approach was used, including focus group discussions and a survey of 149 IT managers and administrators. The survey examined how the managers perceived the importance of each driver in their work.
3. The findings showed that immediate action in response to emergencies was seen as the most important driver. Rules and commitment to rules was seen as the second most challenging impediment faced by IT managers in their work.
The Leader’s Role in ManagingChange Five Cases ofTechnolo.docxoreo10
The Leader’s Role in Managing
Change: Five Cases of
Technology-Enabled Business
Transformation K A L L O L K U M A R B A S U
Transformation is critical for any organization to
succeed, and technology-enabled change has become
a widespread means of improving responsiveness to
competition and customer satisfaction. In the cur-
rent climate of economic uncertainty, the impera-
tives that are instrumental in pushing organizations
to consider transformation include innovation, busi-
ness agility to adapt to external changes efficiently
and effectively, the alignment of information tech-
nology (IT) and business strategy, and global de-
mand and support for new ideas and new opportuni-
ties. The critical success factor for such initiatives lies
in effective leadership to manage the changes associ-
ated with both people and processes. A review of the
various aspects of leadership and change manage-
ment and an analysis of five case studies in technol-
ogy transformation identify the common leadership
parameters that can lead to the effective and efficient
adoption of change. C ⃝ 2015 Wiley Periodicals, Inc.
The contemporary globalized business environ-
ment demands not just incremental improvements
but periodic transformations, particularly when
a firm relies on technology for its competitive
advantage. Consequently, enterprises increasingly
need to think about fundamental change—business
transformation—to gain or maintain competitive
advantage. Global annual information technology
(IT) expenditure has exceeded $2.5 trillion (Gart-
ner, 2014), yet less than half of large-scale IT trans-
formation initiatives ever come close to realizing
the anticipated benefits. KPMG (2003) reported that
among 230 of the largest global companies it sur-
veyed, 57 percent had to write off at least one IT
project in the past 12 months, and only 41 percent
were able to determine how much the failure had
cost their organization.
In most of these cases, failure was attributed to
leadership. The magnitude, urgency, and nature
of the transformation; the capabilities and failings
of the organization; and the personal style of the
leader all influence the nature of a CEO’s role
(Aiken & Keller, 2007). A transformational model
of leadership is gaining prominence in organizations
characterized by geographically dispersed busi-
nesses, technological diversity, and a fast-changing
environment.
Change requires creating a new system and then in-
stitutionalizing the new approaches (Kotter, 1996).
Research has demonstrated that there is a posi-
tive relationship between transformational leader-
ship and employees’ commitment to the organiza-
tional change effort (Bass & Riggio, 2005) and to
the leader (Kark & Shamir, 2002). Transformation
efforts inevitably lose steam if leaders fail to create
the desired mind-sets on the part of employees or to
ensure that the right people are spending the right
amount of time on driving necessary changes.
Although transformational change man ...
This study investigates the relationship between organizational culture and attitudes toward organizational change in Malaysian companies. Based on prior research, the study developed a questionnaire to assess four types of organizational culture (communal, fragmented, networked, mercenary) and three components of attitudes toward change (affective, cognitive, behavioral). The questionnaire was administered to 258 Malaysian manufacturing companies. The results showed a relationship between organizational culture and attitudes toward change, with some cultures more accepting of change than others. The implications are that understanding this relationship can help managers implement changes more effectively.
132020 Paper (1).docx - Turnitinhttpsamerican-interco.docxdrennanmicah
1/3/2020 Paper (1).docx - Turnitin
https://american-intercontinental-university.turnitin.com/viewer/submissions/oid:6373:20566174/print?locale=en 1/8
Paper+(1).docx
Jan 2, 2020
1183 words / 6656 characters
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Running Head: IP UNIT 5
Individual Project Unit 5
Name
Date of Submission
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IP UNIT 5
Abstract
Changes in the organizations in the current competitive world today are considered as necessary.
Change agents play critical roles in the organizations and they are responsible for the effective
change in the companies. The Lewin’s Change Management Model and Kotter’s Eight-Step
Model for Leading Change are both effective and useful models of change. These could be
implemented for the successful change procedures in the organizations.
1
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IP UNIT 5
Introduction
In the modern and global world today, business organizations are adopting the
developing trends of national and international markets in order to remain competitive. Change
agents within the organizations are the ones who focus on organizational transformation. Change
agents adopt several measures for the betterment of the organization and work for its
effectiveness, development, and growth ("Change Agent Definition | Human Resources (HR)
Dictionary", 2019). Similar to change agents change models are adopted in the organizations but
the most useful ones include Lewin’s Change Management Model and Kotter’s Eight-Step
Model for Leading Change. In this paper, both change models will be discussed in detail with
their advantages and disadvantages.
John Kotter’s Eight-Step Model for Leading Change
While researching for change, John Kotter explains that change agents have certain
qualities and attributes. It includes management and leadership qualities. Management is
necessary when it comes to organizational operations that should be run smoothly. But
leadership is a process that provides success to the organizations when the leaders are able to
motivate employees, increase their productivity, and direct the organizations in the best ways.
Kotter explains that leadership is a more important component as compare to the management
when it involves the change process.
Kotter’s model is based o.
Strategic Management Practices in the Government of Kenya Ministries and Thei...paperpublications3
Abstract: The aim behind this study was to determine role of strategic management practices on change implementation guided by three objectives; the influence of leadership styles, communication styles and employee skills on change implementation in the government of Kenya Ministries. The study used descriptive research design where 95 respondents were the representative of the entire population from 18 ministries. Questionnaires were used as the instrument of data collection. The data collected was analysed using SPSS and regression analysis method used to establish the hypothetical relationship between variables. The study established that leadership styles, communication styles and employee training were not common strategic management practices to influence change implementation in the ministries. The study concluded that the ministries should recruit managers who can analyse the business environment, formulate, implement and evaluate strategies. Ministries should adopt structures that are flexible to changes and encourage employee training to enhance efficiency and effectiveness. Therefore, the study recommended that ministries should introduce changes by developing a plan that will outline how change will be implemented gradually with minimal systemic and individual resistance.
The document discusses a study that examined the relationship between the personality traits and leadership styles of 105 Malaysian managers and their ability to lead change. The results showed that the managers tended to have personalities that were conscientious and open to experience, and they primarily used a consultative leadership style. Certain personality traits like extroversion and leadership styles like involvement were found to positively correlate with managers' ability to lead change.
The document provides an overview of organization development (OD) including its definitions, historical development, key approaches, and distinction from other forms of organizational change. It discusses how OD aims to improve organizational effectiveness and health through behavioral science interventions. The summary describes the major OD approaches that evolved over time including laboratory training, action research, normative approaches, quality of work life initiatives, and more recently, a focus on strategic change.
This document discusses organizational change and a five-step change model used by the consulting firm Change Management Solutions, Inc. The five steps are: 1) planning, 2) leading, 3) evaluating, 4) handling change resistance, and 5) avoiding burnout. The model emphasizes culture, leadership, and planning to prevent failure during change initiatives. It promotes transformational and transactional leadership to accomplish change sustainably.
WHY SOME ORGANISATIONAL CHANGES PERSIST,
WHILE OTHERS DECAY
This report has studied the theory and practice of change management and its constituent elements that are essential for change sustainability in an organization.
The work is focused on the study of people and their resistance to change as one of the integrated elements of the five categories influencing change sustainability: managerial; leadership; cultural; political; temporal.
In this study, an attempt was made to observe options to reduce this resistance, which basically means changing human behavior by creating a teamwork environment, motivation and participating in the change themselves.
Business innovation and transformation with ITLeon Dohmen
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Relationship between transformational leadership, Innovation, Learning and Gr...Editor IJCATR
This document discusses the relationship between transformational leadership, innovation, learning and growth, and internal processes in government organizations. It first provides definitions and components of transformational leadership, including vision, inspirational communication, supportive leadership, intellectual stimulation, and personal recognition. It then discusses the relationships between these aspects of transformational leadership and innovation, learning and growth, and internal processes. The document conducts a literature review on empirical research that has studied the impact of transformational leadership on organizational performance dimensions.
La combinación de gestión del conocimiento y gestión del cambio en procesos y servicios de Consultoría.
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MGMT 3605 Management Of Knowledge And Innovation.docxstirlingvwriters
This document provides an overview of organizational change models and how Microsoft implemented changes. It discusses Lewin's three-stage change model of unfreezing, changing, and refreezing. It also examines Kotter's 8-step change model and Cooperrider's Appreciative Inquiry model. When the pandemic hit, Microsoft realized it needed to change to meet new customer and employee demands. It implemented changes using the PROPEL and ADKAR models, introducing new AI features and tools to enable remote work. This organizational change helped both employees and customers be more efficient and successful.
Journal of Organizational Change ManagementIntegrating the o.docxtawnyataylor528
Journal of Organizational Change Management
Integrating the organizational change literature: a model for successful change
Serina Al-Haddad Timothy Kotnour
Article information:
To cite this document:
Serina Al-Haddad Timothy Kotnour , (2015),"Integrating the organizational change literature: a model
for successful change", Journal of Organizational Change Management, Vol. 28 Iss 2 pp. 234 - 262
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http://dx.doi.org/10.1108/JOCM-11-2013-0215
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(2011),"Managing successful change", Industrial and Commercial Training, Vol. 43 Iss 6 pp. 349-353
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(2015),"Causes of stress before, during and after organizational change: a qualitative study",
Journal of Organizational Change Management, Vol. 28 Iss 2 pp. 301-314 http://dx.doi.org/10.1108/
JOCM-03-2014-0055
(2015),"Diffusion of changes in organizations", Journal of Organizational Change Management, Vol.
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http://dx.doi.org/10.1108/JOCM-11-2013-0215
Integrating the organizational
change literature: a model for
successful change
Serina Al-Haddad and Timothy Kotnour
Department of Industrial Engineering and Management Systems,
University of Central Florida, Orlando, Florida, USA
Abstract
Purpose – The purpose of this paper is to contribute a roadmap to the change management literature,
and provide definitions for describing change types, change enablers and change methods. This paper
also proposes aligning the change type with the change method to find the effect on the chan ...
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Leadership and IT-Driven Organizational Change in the Sri Lankan Context
1. 1
Journal “Value Addition, Vol ,1, 2010” (ISSN: 0000 - 0000)
Title Page
Research Title:
Leadership and IT-Driven Organizational Change in the Sri Lankan Context
T Suraweera, E P E Rodrigo, H M G L Samarathunga, K D S S Wimalarathna, G D N
Jayasekara and K M M S Somarathne
Sri Lanka Institute of Information Technology, New Kandy Road, Malabe, Sri Lanka.
2. 2
Leadership and IT-Driven Organizational Change in the
Sri Lankan Context
T Suraweera, E P E Rodrigo, H M G L Samarathunga, K D S S Wimalarathna,
G D N Jayasekara, K M M S Somarathne.
Sri Lanka Institute of Information Technology, New Kandy Road, Malabe, Sri Lanka.
ABASTRACT
This research investigates Information Technology (IT) driven organizational changes in Sri
Lankan organizations by focusing on the leadership aspects. The main objective of this research
is to identify which leadership styles are effective in ensuring the success of change management
processes within IT project implementations. In order to achieve this, firstly the research conducts
an in-depth investigation of the relationship between leadership and change management
practices within organizations. Encapsulating the findings, a model is proposed to pinpoints the
leadership style that should be adopted within the change management process of the
organization.
The research involved qualitative methods. Models by Goalman (2000), Kotter (1996), and
Cooper and Zmud (1990) were consulted to build an initial framework surrounding leadership and
change management practices. Using the Case Study method, in-depth interviews and document
reviews were conducted for six leading Sri Lankan organizations which had undergone IT
change. Analysis of results revealed that organizations are increasingly realizing the value of
employing change management practices when introducing IT change to their organizations. The
attention of leaders was found to be more focused on the culture, behaviours and attitudes of
employees who are part of the change process than on the steps within the change process itself
which are prescribed by change gurus. Eliminating people resistance has been treated with the
highest priority based on the argument that effectiveness of change management processes is
directly linked to winning over the people resource. Leadership styles were found to be practiced
more from a public relations (PR) perspective to win the people over in the short term and
thereby ensuring long term success.
Key words: Leadership, Organizational Change, Information Technology, Change Management
Process, Leadership Styles, Sri Lankan Context, IT Driven Change
INTRODUCTION
John P. Kotter, one of the change management gurus has said that the change is an
unavoidable reality in the business world today. In such a turbulent environment if the
change is not handled properly it can drive them crazy, costs a great deal of money and
will cause a lot of pain. Modern business organizations are turbulent and face dramatic
changes such as strategic changes, technology changes, business process changes,
3. 3
mergers and acquisitions. Taking these aspects in to consideration IT driven change plays
a critical role in organizations today. IT driven organizational change is considered to be
the current focus in many business organizations as they introduce or implement new IT
systems nowadays to gain the competitive advantage (Cameron and Green, 2004). If the
organization did not adapt to changes, the organizations could not compete. Managing of
change is important in order to embrace the change and reap its benefits. Leadership
plays a vital role in managing change by involving and supporting throughout the process
to make the change a success. Many studies have highlighted the importance of
leadership in change management. According to Kotter (1996), leadership is very much
related to change and as the velocity of change increases, there is a greater need for
effective leadership.
There are a number of studies on importance of leadership and change management
(Kotter, 1996; Cameron and Green, 2004; Patson and McCalman, 2000; Beerel, 2009).
However leadership styles that should be adopted for managing an effective IT change
process has received lesser attention. Research focus draws the attention towards the
leadership styles to be adopted during change management process when organizations
go through IT driven organizational changes.
No past research has been reported on leadership and change management in Sri Lanka.
It has been identified that for most organizations in Sri Lanka change management is a
new practice. Therefore, this study makes a valuable contribution to the field of
leadership and change management as this research carries a comprehensive study to fill
the knowledge gap in that area.
This paper presents the finding of the first phase of the research. It comprises of five
sections followed by the introduction. In the next section literature review is presented
and the results are given in section four. Paper ends with the discussion of research study
and suggestions for further research.
4. 4
LITERATURE REVIEW
As a background to the study this section briefs on the leadership and leadership styles,
IT implementation process and change management processes and IT driven change
management. The relevance of leadership and management of IT driven organizational
change is examined here.
Information Technology plays a significant role in organizations‟ business processes
today. IT has triggered many changes forcing organizations to embrace changes which
happen due to IT implementations. Many researchers have introduced different IT
implementation process models (Rogers, 1983 ; Kwon and Zmud, 1987; Gerwin 1988).
Basically all models are based on three main processes namely: initiation,
implementation and naturalization. These researchers have identified that implementation
of IT changes should be well planed and should be carry out systematically in order to
gain the real benefits of change. Failing to manage the change effectively will end up in
poor implementations (Patson and McCalman, 2000).
Researchers argue that proper framework should be adopted to carry out the IT
implementation as well as to manage the IT driven change simultaneously. Past
researchers have developed a number of models to explore as change management
processes. Three step change model (Lewin, 1951), eight steps model (Kotter, 1995) and
ADKAR model (Prosci, 1996) can be cited as examples. All these models address the
change management in general, and still no comprehensive model has been developed to
depict IT driven change management process. Kotter‟s (1996) eight steps model targets
large scale organizational change and gives a comprehensive elaboration about the
change management process and as it directly establishes a relationship with the
5. 5
leadership and organizational change process, which is the underlying concept of this
study. Hence, Kotter‟s change model is used as the base of study in the research.
Number of researchers have highlighted that leaders should manage the change in order
to achieve effective organizational change (Kotter,1996 ; Lewin, 1951; Jicks,1991). In
the context of change management Kotter (2002) defines leadership as:
What the future should look like, aligns people with that vision, and
inspires them to make it happen despite the obstacles (Kotter, 1996:25.)
This research focuses on leadership styles. Studies have highlighted that leadership styles
play a vital role in organizational change. Goleman (2000) have mentioned that
organizational climate is influenced by leadership style. Number of leadership styles are
experimented, researched and have found by the contributors such as Lewin (1939);
Likert (1967) and Goleman (2000). These contributors argue that leaders do not rely on
just one leadership but it can change according to the scenario (Goleman, 2000).
Conceptualization
A high level conceptual view of relationship between leadership and IT driven change is
shown in Fig.1.
As shown in Fig.1 the change management process need to be practised inside the IT
implementation process. The effectiveness of this practice is directly affected by
leadership styles. To examine this framework, models as shown in Table 1 are used.
In summary, the following inferences have been made from the literature review:
Leadership is critical for an effective change management.
From leadership aspect, leadership styles will have a higher influence on the
effectiveness of the change management.
6. 6
Steps follows in change management process will become critical success factors for
the IT change process.
Organizations must give all the three aspects (IT implementation, Change
management and leadership styles) their focus when IT driven change is taking
place.
The final framework for the research can be built as in Fig.1.
Organizations must follow change management process within their IT change
process. (As shown in Fig1 )
For the real world case scenario analysis purpose three models namely, Kotter
(1996) eight step model, Cooper and Zmud (1900) IT Diffusion model and Goleman
(2000) Six leadership Styles model can be adopted to the research framework.
METHODOLOGY
This study focuses on real-life scenarios and explores “How” and “Why” questions.
Hence, we adopted the case study approach. Case study approach is a method used to
narrow down a very broad field of research into one easily researchable topic. According
to Shuttleworth (2008), case study method attempts to test a theory with a typical case or
a specific topic. Thereby using the case studies we will be able to develop and practically
test the research findings from literature as well as see the practical aspects of the
scenario.
In this study, the framework which was synthesised from the literature survey is used to
develop interview protocols and for the case analysis. Semi-structured interviews in six
organizations were conducted which has undergone IT changes. Case study data was
collected by our research authors using interviews of approximately one hour duration
7. 7
and based on the same interview protocol. Top IT executives in leading Sri Lankan
organizations were interviewed including who have contributed in large IT
implementations. Table 1 presents profiles of the cases which have been studied in this
research.
RESULTS
Table 2 presents the summery of the findings. From the case study investigation it is
evident that most organizations do not use a formal approach towards change
management. However they have adopted certain processes associated with change
management, without a conscious application of them.
The complex IT changes in most organizations were associated with implementing
Enterprise Resource Planning (ERP) systems. When the IT change had been triggered by
ERP system it has lead them to realise the importance of managing the change.
According to a top IT executive many organizations in Sri Lanka are not aware of change
management.
Unfortunately I doubt that they know not John P. Kotter but the area
he contributed (Case C).
Most IT changes the case study organizations went through were successful according to
their own judgement. However it was evident from the investigation that most of the
projects have taken longer time than they planned for. Certain organizations suffer from
the problem of not utilizing their system fully. However without practicing a formal
change management approach, these organizations managed to be successful in there
change may be merely due to a proper leadership. Generally these organizations highly
8. 8
focussed on Step 4, 7 and 8. These steps require complete support from the leader.
Therefore leadership involvement and the support to the change can be considered as
high.
According to six cases generally they followed Affiliative style, Authoritative style and
Democratic style out of all six leadership styles during the change. These leadership
styles were identified from the characteristics (Goleman 2000) they possessed. Choosing
the leadership style was situation oriented. In general during the initiation of change they
practised Authoritative then Democratic and in the latter part of change the focus was
towards Affiliative style.
In exceptional cases organizations had used Coercive Style apart from those styles.
According to an IT executive during the ERP implementation their motto was:
SAP able or Sack able (Case B).
Facing an ERP implementation was the common situation to those organizations which
used Coercive. This situation caused them go through dramatic changes for the first time
and face higher people resistance. According to the IT executives‟ perceptions, lack of a
proper organizational culture was the cause for people resistance. Therefore the situation
have forced these organizations adopt Coercive style but they shifted to Affiliative style
ones people got adapted to the change. According to the Case F and Case E they follow
people oriented leadership style:
We do not insist people to do it instead we ask shall we do it (Case F).
I think people are more part of the organization than earlier (Case E.)
Therefore from the case study analysis it is evident that leadership style strongly effected
on orgnization to be successful in change. Without any formal approch to change
managemnet case organizations leadership was the force to drive the change. Therefore
during the change process they followed people oriented leadership styles such as
9. 9
Authoritaive, Democratic ,Affiliative styles. Use of this people oriented leadership
approach made them successful in thier change.
DISCUSSION
This research revealed another dimention of change mangement other than change
managemnet process and leadership. Cases revealed „people resistance‟ is another
dimention that should be foucsed during change management.
People resist. It is not a very simple thing. The change is very tuff for
people (Case A).
Dramtetic change lead them to face remarkable situations of people resistance. In some
cases problem of people resistance lead them to adopt rigid methods to avoid it which
lead to unsatisfaction of emplyees. However in these situations change have been
accepeted by emplyees for the fear of losing thier jobs.
Not having a proper people focussed change management approach and lack of a change
supprotive culture must have lead to people resistance. However these organizations have
used several methods to deal with people resistance. Proper communication of change ,
higher support and invlovement from leadership, adopting people oriented leadership
styles, use of feedback mechanism and proper trainning are some of methods used.
In the effort of eliminating people resistance case organizations have focused on
recreating their culture. Having a change suppritive culture is considered to be the key
element for avoiding people resistance.
In summary, this research has focussed on leadership and change management aspect in
an IT driven organizational change in the context of Sri Lanka. This research confirms
10. 10
that leadership plays a critical role in change management. It is evident that a proper
leadership can lead the change to a success and use of people oriented leadership styles
can avoid people resistance. Finally this research have identified Authoritative,
Democratic and Affiliative leadership styles are the considered to be best leadership style
to be adopted during the change management process to making a change a success.
However this study suggests that the organizations should follow a formal change
management process when dealing with IT –driven change and they should use people
oriented leadership styles to make the change a success.
The knowledge gap in the area of change management in the Sri Lankan context should
be filled as the proper awareness and knowledge on this area carries a higher value for
the business organizations. This research focussed on identifying the appropriate
leadership styles and the process to be used in managing the change. Still there is a
knowledge gap in the cultural aspect of change management area. Therefore
investigating on the proper culture which is supportive to change could be another area
for future research.
ACKNOWLEDGEMENT
The authors wish to thank the case study organizations and the IT executives who kindly
provided information to carry out this research. Due to the confidential nature these
details are not disclosed. The support of Sri Lanka Institute of Information Technology,
Malabe is sincerely acknowledged.
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