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Transitioning within the IT department
Ouest's acquisition of EEST and its impact on existing systems
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â¦everything is in constant motion and every change seems an improvement. ALEXIS DE TOCQUEVILLE, 1805-1859
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Major changes to be expected
Change in corporate objectives, goals and strategies including market philosophy New sets of policies and guidelines Combination of similar administrative departments Introduction of new members Adjustments in internal culture
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Why Change?
Business development Innovation Increased profitability Organizational Improvement What is your role in this change? Is this realistic and relevant?
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Common Reactions
Resistance Emotional Stress Fear of the unknown Fear of inadequacy Fear of no future work Loss of motivation Threatened Power and Expertise Loss of team identity
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The task of the leader is to get his people from where they are to where they have not been. HENRY KISSINGER
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Understanding and Handling the Change
Inform without bias Effectively control and monitor the upgrade project Identify roles and responsibilities in the current system and align it with the future change Be open to cultural differences
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Implementing the Change
Review the system upgrade project Reorganize roles and responsibilities Submit reports on team progress and achievements Emphasize team significance and competency Keep communication lines open between senior management and subordinates
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Continuous Feedback and Support
Issues encountered should be immediately reported Any concerns should be raised to provide solutions
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Conclusions
The change should not serve as an impediment to current work goals Realignments are to be done with regards to job roles and responsibilities Cultural changes are to be expected Support is to come from both...
ລາວ: ການຈັດການຕ້ອງ...
Figure 1: Process-data model for the change manage...
Controllo Progetto
Transitioning within the IT department Ouest's acquisition of EEST and its impact on existing systems
A few selections from this essay show that it is less than well-written:
Consider: "discussions . . . has been ongoing." Oh, they has, has they?
Or try to figure out just what this means:
"it falls in your hands how to go about impending changes putting foremost into consideration aligning top management goals with subordinates' needs."
Or this: "it is in the corporation's best intentions that the acquisition is pushing through."
Ah, but then the writer gets to the stirring emotive moment when he manages to rouse everyone to the cause:
"It should be noted that resistance to the imminent change as the initial reaction is always expected. Further disregard causes emotional stress. Incorrect information and hearsay creates an environment of doubt and mistrust. This then leads to an unhealthy working environment wherein individuals lose interest in their work and concern for the business."
Do you feel ready to man the ramparts and charge forward?
Or did you lose track of everything somewhere in this stuff?
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