Enterprise Resource Planning

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Enterprise Resource Planning

Question 1

An ERP system exhibits a number of substantial differences compared to typical desktop computer applications. The ERP system bears different and challenging tasks and job descriptions compared to typical computer applications. This implies that once employed, the board needs to take appropriate steps to handle the impact of the system on employees’ performance. Compared to typical computer applications, the ERP system is challenging and exhibits strenuous demands towards the employees. Therefore, employees require guidance and support when operating the complex system. In addition, unlike the typical computer applications, the ERP exhibits an overwhelming task for the employees to apply their abilities on their job role in the system.

In addition, the ERP system has a broader size, is more complex, and carries with it a wider range of features. This calls for employees to further their knowledge to include skills for running the complex system, interdependent work routines, and reengineered practices in business. This implies that employees will have to be accustomed to a less flexible and independent system, and have to bear with new procedures. This kind of system also involves an increase in integration functions and thus supports more effective operations compared to the other typical computer application system. In addition, unlike the ordinary computer applications system, the ERP system includes a predefined internal structure. This structure, once configured, is responsible for meeting the organizations needs and does not alter its internal structure.

Question 2

The introduction of the ERP brings about stressing implications to the employees concerned in that particular organization. Due to the broad range of features and complexity of the system, employees are bestowed unfamiliar and stressful demands by the system. These demands have an overwhelming effect on the employees, instilling them with fear as to whether they will be able to execute their responsibilities with new complex conditions. In addition, the introduction of this system ultimately spells the end of the employee’s job. Some functions rendered by employees can be undertaken the ERP system and therefore their services become no longer needed. This leads to employees fearing for their jobs or even doubt whether they possess the abilities to execute their obligations under this system. In addition, employees are obligated to endeavor in learning activities that qualify them for operating the system. Learning how to operate the ERP system is a rather challenging task due to the complexity behind it.

Question 3

The productive use and acceptance of the ERP system by the employees is relevant to ensure the success of the entire organization, and the management should seek to find ways identify activities that enable the employees to handle the system effectively. One of these management activities includes the management endeavoring to improve employee acceptance of the ERP system. This should involve the management informing the employees of the goals, plans and the benefits associated with the system. This should for a two way communication process between the management and the employees. The employees need to be made to acknowledge that the system is a complex and difficult to adopt, and thus should be afforded sufficient time to adopt.

The second management activity should involve engaging the employees in learning processes that should facilitate their ability in operating the system. the management should therefore set aside adequate time where the employees will be imparted with necessary skills required to run the same. This should prove helpful to handle the stress associated with this change among the employees. The third change activity I think the management should incorporate when introducing the system is a performance and behavioral changing strategy. The management in this case should support and encourage the employees during the stressful and difficult transition. Changes from the old to the new system should be clarified describing what is currently expected, and how the redesigned environment should run. In my opinion, these change management activities can play a motivational role and improve the employees’ performance and attitude towards the ERP system.