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Management of Change 347. Introduction; Do you agree with the following statements?. The use of computers and ICT in business and commerce has offered many advantages for organisations. This ICT introduction has been the main driver of significant change over the past thirty years.
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Introduction; Do you agree with the following statements? • The use of computers and ICT in business and commerce has offered many advantages for organisations. • This ICT introduction has been the main driver of significant change over the past thirty years. • Organisations who want to / have to use new technology need to be able to change in line with technological advancement if they want to survive.
Change will affect:- • Skills required and no longer required • Organisational Structure • Working Patterns • Internal Procedures • The Workforce(fears introduced by change)
Skills Required Re-skilling of staff: positions change
The skills required and not required New jobs will be created and existing jobs changed by a completely new IT system.As new systems are introduced some skills will no longer be need and new skills must be learnt. Examples How to use new software, new short cuts keys, handling new printers. Companies must have an ongoing commitment to training. Many telephonists would have been employed to received customer calls and re-direct them to the appropriate sales team – now by using ICT they can, and are expected to locate and pass on requested details from a database; this may extend to processing an order, or tracking an existing order. Case Study: Barry
Organisational Structure Organisational Structure
Changes to Structure With the introduction of a new system it is often and opportunity to change the structure of the organisation. Staff may end up with more work, or more tasks to complete. Some jobs may disappear altogether. Example A customer placing an order may also request an account balance. This may previously have been done by two different departments. The removal of middle management in a retail store introducing an ICT based system. Re-ordering is now automated, with reports to indicated exceptions produced for senior management.
Organisational Structure Hierarchical Structure Flattened Hierarchical Structure Senior Management Senior Management Middle Management Middle Management Operational Operational The impact of new IT systems may allow a hierarchical structured company to structurally flatten as middle management jobs are eroded. Fewer operational manager jobs due to the increase in monitoring reports available in a new IT stock control system. (Middle managers in a supermarket) A new database system often brings together data into a central system that was stored in different departments. Some departments may merge or disappear. (Marketing and Sales departments in a mail order catalogue)
Working Patterns Employment pattern and conditions of staff
Work Patterns Working hours and/or the place of work may have to be changed for some employees. Staff may be required to work longer/shorter hours or go onto shift work. Eg Internet shopping allows people to place orders 24 hours a day. So workers may need to work at night Teleworking may be used. Working from home using computer networks saves on transport cost time; and have advantages and disadvantages for the employer and employee alike. Video conferencing Facilitating remote meetings without the need to actually meet clients\co-workers\management face to face.
Internal Procedures Internal Procedures
Changes to Internal Procedures New ICT based systems will have an effect on the way things are done. Employees may feel that their jobs have become easier; more difficult; or even disappeared! Employees will find: Ways of doing things will be different as the new system does not fit around the old ways of working. The traditional job may take less time so newer additional responsibilities will be taken on. Staff may take on more responsibility and take on a wider range of tasks due to the introduction of a new system.
Changes to Internal Procedures The new ICT system may mean that different information can and must be given to different people via different channels of communication. Examples New MIS reports received by the manager of a chain of sport shops may need to be interpreted in different ways. New customer source documents may be now sent via email or via internet forms. Different methods are required to input this data into the system. Loan applications to a bank or building society/Insurance quotes. Finger prints from crime suspects apprehended by the police can be scanned/saved and distributed to other police authorities.
Workforce Fears Staff Fears
Staff Fears Change can be a source of fear for many employees Redundancy A new system may be introduced to cut staff and reduce the wages bill. There may be particular problems with unions and militancy, and a new system is an opportunity to replace problem workers. Employees may not be able to learn these new skills in time; so be replaced Fear of Reduction in Status With Managerial Information Systems senior management can achieve more work without the need for some middle or junior managers. Work may be monitored by computers; this used as evidence of slow or inefficient work practice.
Fear of Ridicule Some staff, especially older staff may lack sufficient prior knowledge of IT, and may be looked on as less intelligent by younger members of staff. Health Fears It is well advertised about the adverse effects of using ICT equipment, to grab headlines they can be quite alarmist. Eye strain, RSI, Back ache and radiation from monitors are a major concern to e.g. pregnant women. Work / Home Balance Hours of work may change; relocation may be necessary; teleworking infringing work into your home; could impact on the daily routine of family life.
Activities Part 1 Using resources available to you, locate a Model for Successful Change Management. Produce a schematic representation using a word processor, including textual clarification of each stage. Part 2 Read the case study “Barry”. Using the headings on slide 3, “Change will affect”, compose a sentence on each to show how Barry’s experience mapped across these headings.
Barry Barry left school in 1972 and was a printing apprentice at a local newspaper for seven years, learning how to set type as a compositor. On finishing his apprenticeship he became a full member of the trade union, the National Graphical Association (NGA). In 1981 the local newspaper introduced computerised typesetting. All Barry’s skills were out of date, and he had to be re-trained in the new skills of touch typing and desk-top publishing. At this stage, the articles and stories were typed by journalists and then re-typed by the NGA printers. In 1983, after long negotiations between the management, the National Union of Journalists (NUJ) and the NGA, a new system was introduced where the journalists typed their stories directly on to the computer leaving the page layout to be completed by the printers. As a result, fewer printers were required. Some printers re-trained as journalists while others were made redundant. Back
Changes to Employment Patterns An IT system will tend to be approaching a paperless system. Space requirements may be less, the organisation may move to smaller premises, or move away to a newer more suitable location. Staff need to be kept informed of proposed changes. Staff may be able to work from home for some tasks. The skilled staff in the organisation are increased at the expense of the lesser skilled staff.
