In the context of new enterprise systems, how should organizations manage employee resistance to change?

What will be an ideal response?


First, senior-level management needs to communicate the need for the change to the organization and reiterate this, as necessary, throughout the transition process. Second, employees fear change because it threatens self-efficacy, which is a person's belief that he or she can be successful at his or her job. To enhance confidence, employees need to be trained and coached on the successful use of the new system. Word-of-mouth is a very powerful factor, and in some cases key users are trained ahead of time to create positive buzz about the new system. Video demonstrations of employees successfully using the new system are also effective. Third, in many ways, the primary benefits of a new ERP system are felt by the accounting and finance departments and the senior management. Many of the employees who are asked to change their activities to implement ERP will not receive any direct benefit from it. Therefore, employees may need to be given extra inducement to change to the new system. Implementing new enterprise systems can solve many problems and bring great efficiency and cost savings to an organization, but it is not for the faint of heart.

Business

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Business