Transitioning to ERP: Organizational Development and Change Essay

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Transitioning to ERP: Organizational development and change

Summary of the case

The DuPoint Chemical Company is in the middle of changing its software implementation system by transferring to an enterprise resource planning (ERP) system. The DuPoint Chemical Company, being a large organization and the complexity of the scheme being massive, the organization took its project piece-meal dividing it into four consecutive terms starting with January 2004 and ending with August 2004. The change management and communications itself were conducted in three steps so as to ensure smooth incorporation of the system. The three steps involved appointing individuals to responsible positions; trips to each of the 15 major plants in order to communicate the importance of the project to plant personnel; and precautions to deal with potential negative implications of change.

Statement of the problem

Transition to ERP involves a tremendous amount of work, specifically since ERP is a software system that integrates internal and external information and concerns with the gamut of the organization from accounting to manufacturing, sales, customer relationship service, and so forth.

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ERP aims to effectively facilitate flow of communication both between internal employees of organization and external individuals such as stakeholders. Transitioning to REP can, however, involve tremendous change for the organization, and the larger the organization the greater the magnitude of potential disturbance other company. DuPoint attempted to handle its change sensitively and gradually so that minimal upset would be felt. Nonetheless, DuPont would, of course, welcome minimal disturbance caused by the massive change.

Proposing a solution

Change can be best managed by applying the organizational development (OD) framework to the case. OD sees the organization as a holistic system, with the leader or change agent applying some sort of catalyst from the outside to move it in a certain direction. The change agent is usually a behavioral scientist employed to assess and ascribe change to the organization. He or she attempts to….....

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https://www.aceyourpaper.com/essays/transitioning-erp-organizational-development-51876
   

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