IT Change Management Plan

IT Change Management Plan

Introduction

In the economic recession in which we find ourselves permanently companies and eagerly seek new strategies to remain competitive-from reducing a portion of the template to radical restructuring. But often they encounter a major obstacle. Quite simply, most companies know how to prepare their employees to handle this new situation change.

In a study led by Right Management in 2009 only 25% of respondents agreed with their partners to effectively respond to change. 31% said their partners did not adapt to change, putting productivity and engagement at serious risk, and 44% replied that his staff responded to change, but with very low morale. The lack of planning and preparation before the change has unfortunate results, undermining even the desired objectives with this initiative for change. Companies that understand the connection between prepare their people to accept the change and effective implementation of new initiatives are warranted to see their efforts rewarded and achieve the objectives. We know that with careful planning and support of the organizations top leaders can help their people adapt to change and maintain their competitive edge (Todnem, 2005).

However, poor management can have very serious consequences. According to a survey by Leadership IQ on workers who remained after a workforce reduction, 74% of respondents reported having decreased their productivity and 69% that the quality of services provided by your company had plummeted. In fact, it has been shown that when managers and staff are not willing to accept change consequences are absenteeism, poor performance, decreased productivity, loss of commitment, reduced customer loyalty, brand reputation, etc.

Discussion

The introduction of new technologies propitiates the development and integration of information systems in a private or public organization, With The purpose of Optimizing Appropriate management through decision making. This study Proposes to establish the distinction between designing an information system to adapt to technological changes and conceiving it as a management tool. A documentary investigation was carried out regarding the characterization of information systems and the formulation of management indicators. A disconnection Appears Between the person who designs the system (technician) and the person who uses TO the information (decision maker), since during development of the system, do not Become shared goals and the search for Individual Objectives prevails. The technician Possesses key information for design and Tends to create relationships of technological superiority. Conclusions are that to technological up-dating, in the case of public Institutions, Requires adaptation to its Specific requirements, queue joint is a Responsibility of the technician and the manager as key actors in system development. In this way, the capacity of the information system and its results Contribute to use as a management tool (Waddell, & Sohal, 1998).

The use of new technologies in computing and telecommunications is a contributing factor to boost their skills, but their progress is emerging, especially in developing countries. In addition, computer modernization raises several organizational problems, such as: a) separation between information systems (IS) and its activities, b) lack of systematic procedures for systems development, c) computer and ...