This thesis deals with the task of introducing an ERP system in an international medium-sized company on the basis of a constructed case study, taking change management approaches into account. Due to the rapid development of new technologies, the market situation changes rapidly. The constant change of the company thus becomes a matter of course for dealing with the dynamics and complexity of the environment. As a consequence of global networking, internationally staffed teams are formed which demand special responsibility and control skills of the managers in view of personnel, cultural aspects and decentralized management.
In addition to business reasons that can cause change processes to fail, communication, leadership and corporate culture-related factors must also be taken into account. Thus, middle-level managers in particular have many subtasks to master and must balance communication between top management and employees.
After the introduction in Chapter 1, Chapter 2 provides the basics of the technical terms "change management" and "manager" and explains the requirements for managers. Chapter 3 shows how the entire concept could look like and which tasks a manager has to deal with during the course of the change process. The conclusion of the work in Chapter 4 summarizes the results and provides suggestions for further research.
Table of Contents
1. INTRODUCTION
THEORETICAL PRINCIPLES
2.1. Definition of "change management" and "leadership"
2.2 Change management process
2.3 Requirements for managers
2.4 Employee acceptance as an important challenge in a changing environment
3. THE CHANGE MANAGEMENT APPROACHES FOR THE INTRODUCTION OF AN ERP-SYSTEM
3.1 Initial situation and problem description
3.2 Practical relevance
3.3 Procedure model and representation of the process phases
3.4 Instruments for guiding through individual phases
3.5 Implementation
4. CONCLUSION AND OUTLOOK
Objectives and Themes
This work aims to develop a structured model for implementing an ERP system within a medium-sized international company by integrating established change management approaches. The primary research focus lies in addressing the challenges of organizational transformation, balancing management requirements, and securing employee acceptance through structured process phases and targeted communication.
- Theoretical foundations of change management and leadership
- Methodological framework for ERP system implementation
- Strategies for managing employee resistance and cultural shifts
- Use of specific instruments for guiding organizational change processes
- Integration of dynamic process models in medium-sized enterprises
Excerpt from the Book
3.3 Procedure model and representation of the process phases
With the goal that the managers have control and minimization of the risks change management process while passing through different phases, a visualization of the process steps is necessary. In the literature, a process chain representation or a table form of the necessary phases and steps for change management is usually used. The disadvantage is the inadequate representation of the stage of progress of the process development. For this reason, a spiral model for software development by Boehm1 is used to illustrate the phases for the introduction of the ERP system, accompanied by the phases of change management. This model (see Image1) is modified by the phases of an ERP implementation by Chies2 and additionally extended by the phases of change management developed by Lindinger3. The developed model enables a uniform framework for the change process and allows a continuous testability of the system. Thus, obstacles are recognized early on and managers can react accordingly. A further advantage is the learning effect for further change processes.
Summary of Chapters
1. INTRODUCTION: Outlines the necessity of integrating change management in ERP projects within medium-sized international firms and introduces the thesis goal.
THEORETICAL PRINCIPLES: Defines core concepts including "change management" and "leadership" and explores the requirements placed on managers in modern organizational environments.
2.1. Definition of "change management" and "leadership": Establishes fundamental terminology and the functional role of leadership in coordinating change processes.
2.2 Change management process: Discusses various structural approaches to change management, contrasting general models with project-related phase models.
2.3 Requirements for managers: Analyzes the competence profile required for executives acting as change managers, including social, methodological, and personal skills.
2.4 Employee acceptance as an important challenge in a changing environment: Examines the link between corporate culture and resistance, emphasizing the need for effective communication to foster acceptance.
3. THE CHANGE MANAGEMENT APPROACHES FOR THE INTRODUCTION OF AN ERP-SYSTEM: Applies the theoretical findings to a practical case study concerning the two-year ERP implementation process.
3.1 Initial situation and problem description: Describes the business context and the radical structural change required by the medium-sized company.
3.2 Practical relevance: Highlights the stress factors and resource limitations inherent in ERP implementations for medium-sized businesses.
3.3 Procedure model and representation of the process phases: Proposes a modified spiral model to visualize the ERP implementation steps and associated change management activities.
3.4 Instruments for guiding through individual phases: Provides a comprehensive overview of techniques and tools categorized by the specific phase of the project.
3.5 Implementation: Details the practical application of methods like intranet communication, surveys, and cultural analysis to manage the change project.
4. CONCLUSION AND OUTLOOK: Summarizes findings and suggests potential future research areas, such as the development of a "resistance-risk-matrix."
Keywords
Change Management, Leadership, ERP-System, Enterprise Resource Planning, Organizational Change, Corporate Culture, Employee Acceptance, Project Management, Transformation, Process Model, Middle Management, Competence Profile, Information Technology, Communication, Resistance Management.
Frequently Asked Questions
What is the core focus of this thesis?
The thesis focuses on how to successfully implement an ERP system in a medium-sized international company by applying specific change management principles to mitigate risks and improve success rates.
What are the primary themes discussed in the work?
Key themes include the definition of change management, the required competencies for modern managers, the dynamics of employee resistance, and the structural planning of ERP rollouts.
What is the main goal or research question?
The goal is to provide a practical model for ERP introduction that integrates change management approaches, serving as a guidance tool for managers facing similar organizational challenges.
Which scientific methodology is employed?
The work uses a combination of literature review to define theoretical concepts and a constructed case study to demonstrate how these models are applied in a real-world business environment.
What topics are covered in the main body?
The main body covers theoretical principles, the specific challenges of ERP implementations in medium-sized companies, a modified spiral model for process visualization, and detailed instruments for guiding project phases.
Which keywords best characterize this publication?
The work is characterized by terms such as Change Management, Leadership, ERP-System, Employee Acceptance, and Organizational Change.
How does the author suggest dealing with employee resistance?
The author argues that resistance should not be viewed negatively but as a sign that the change is reaching employees, and it should be managed through open communication and active participation.
What role does the "Spiral Model" play in the implementation?
The Spiral Model is used to visualize the progress of the ERP project and link it to specific change management phases, allowing for early detection of obstacles and continuous testing of the system.
Why is middle management identified as a critical group?
Middle managers act as the interface between top management and employees, making them essential for balancing strategic goals with daily operational tasks and maintaining the climate for change.
- Arbeit zitieren
- Larissa Petersen (Autor:in), 2017, Change Management as a management task. The role of managers in operational change processes, München, GRIN Verlag, https://www.grin.com/document/954650
