An enterprise resource planning (ERP)

 

An enterprise resource planning (ERP) system is a set of business applications that are integrated to provide support for core business process activities. Core business process activities may include actions around manufacturing production, logistics, sales, marketing, finance, accounting, human resources, and others. Implementation of an ERP system aids the organizational units in sharing data and knowledge, reducing costs, and improving management of the business processes. Yet, ERP implementations still fail.
Address the following requirements:
• Describe why change management is important to ERP implementation.
• Describe why individuals in an organization may resist change and offer at least three strategies for overcoming resistance.
• Share an example of a successful or unsuccessful ERP implementation at an organization of your choosing.
• Describe why it was successful or not.

 

Sample Solution

An enterprise resource planning (ERP)

Enterprise resource planning (ERP) refers to a type of software that organizations use to manage day-to-day business activities such as accounting, risk management and compliance, and supply chain operations. When an ERP is implemented, employees are expected to learn and adopt to the new software interfaces and features. A change management strategy helps minimizing the learning curve by including training initiatives that help employees to plunge into the new work flows as soon as possible. Change management is often overlooked in ERP projects for lack of time and cost saving initiatives but companies need to understand it is vital to success. IT directors and project managers must invest resources and time to put a change management plan in place before diving into an ERP implementation.

ooking at legislation in the abstract) and regulatory ‘dexterity’ (looking at legislation in detail). Framing involves ‘the social construction of reality’. It is an issue ‘which invites interpretation’ and ‘is likely to differ substantially depending on the interests of those involved’ . This underpins a key issue with fracking in the UK; regulatory ‘domain’ and regulatory ‘dexterity’ are ways in which the Government can ‘frame’ fracking issues in a way that promotes their aims, often at the expense of due process, the health of the environment and the health of the British public, as will be exemplified throughout this essay.

When applying arguments of regulatory ‘dexterity’, the Government places emphasis on the market-transforming potential of a new supply of shale gas . These arguments are used to promote fracking as a positive innovation that has different end products and new benefits compared with traditional gas production . The focus of the Government is to eliminate regulation that inhibits its development of fracking. It can therefore be argued that in doing so, the Government is not ensuring that fracking is adequately regulated as the focus is placed on speeding up the fracking process, rather than guaranteeing the protection of the environment and population’s health from the risks of fracking.

The Government has decided to leave much of the substantive rules as they are while making new provisions for implementation . An important example of ‘regulatory dexterity’ is the Finance Act 2014. This Act results in an effective tax rate of 30% as the new onshore allowance exempts a portion of profits from the supplementary charge . Before this Act, profits from oil and gas extraction were taxed at a total rate of 62% . This tax reduction provides clear motivation for industries that can consequently make a higher profit from the fracking industry. This is concerning as it encourages companies to rush to start fracking.

The Government has introduced two pieces of secondary legislation in order to streamline the planning procedure . This demonstrates the insufficient level and quality of regulation in England concerning fracking as the ‘new’ regulations being introduced make it easier to frack and have not been given the appropriate level of scrutiny . This demonstrates the urgency felt by the Government to reform certain aspects of regulation that cover fracking. It also suggests that ‘regulatory dexterity’ often leads to requirements of due process not being fulfilled and a manipulative use of delegated legislation that allows changes to go almost unnoticed.

The Government uses regulatory ‘domain’ in order to create an environment in Britain where it is easier for fracking to commence. The Government claims the general regulations that are already in existence, found in The Petroleum Act 1998 for example, are broad enough to cover fracking so new and specific regulations are not necessary. The lack of data around fracking means that the Government cannot be sure that these regulati

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