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Essay / Research Paper Abstract
This 10 page paper considers a major organisational change and evaluates the way the change took place. The example used is Mobil and the change to computerised ordering systems. The paper is written in three parts, the first is the diagnosis of the problem, threw second part outlines the intervention and the third evaluates the results. The bibliography cites 8 sources.
Page Count:
10 pages (~225 words per page)
File: TS14_TEevlcng.rtf
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Unformatted sample text from the term paper:
slow and expensive to run. The need was to change the system. The problem arose as a result of the attempt to introduce this change. In summarising the change the
problems are clear. The system was introduced in an almost half hearted way, it does not appear to have been tested before it
was rolled out into the dealerships, and the resilience levels were very high, accompanied by the apparent shortfalls and costs of maintaining the equipment needed to run the software there
was a negative response (Burnes, 1997). This is a standard reaction when there is fear of change and little benefit perceived by those it effects (Burnes, 1997). There appears
to have been little incentive in the part of the distributors to adopt the system, it cost them money and could create delays if there was an error in the
order. For Mobil there was a great incentive, the ability to cut costs, however the software does not appear to have been at all user friendly, and as these were
all businesses independent of Mobil it was difficult for them to be forced into using a system that would cost them money to use (Burnes, 1997).
From a people point of view there were also communication issues with introduction and use of the software, support was required to use in but there do
not appear to have been any training initiatives and communication regarding then system only taking place when there was a problem. If we are to look to the reasons why
adoption of new technology works then there has to be an apparent advantage to the person adopting the system (Burnes, 1997). In all businesses there is a value chain, to
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