Mr master
Student name: Tariq Ali
ID: 2013138065
June 2014
CONTENTS
EXECUTIVE SUMMARY
This is a research report that studies the change process to improve customer services at Oracle systems by providing them with the latest technological features as well as making them easy to focus on their core businesses, leaving the IT management aspect to Oracle System’s experts.
This report is based on a literature analysis on how change can be brought about in organisation cultures and various departments, how it influences the employees, and what mechanism should be used to bring about change successfully.
It then deals with the change process and its management and successful implementation at Oracle. Furthermore, a conclusion is drawn from the process and recommendations made on how to improve the process and make change a continuous part of the organisation.
INTRODUCTION
For companies in the technology industry, change is such a big part of everyday business, that it can be described as the “only constant” in the industry. For an IT company like Oracle, the business comes from providing IT solutions to customers, 400,000 of them in 145 countries around the world. These customers demand that Oracle design for them such systems which work in collaboration with Hardware and Software to provide them simplified IT products, so that they can focus on their own businesses without getting any trouble from the IT management end. Organisations like Oralce may need to continuously change due to the change in the environment, technology and people needs. Their Human Resource managers understand the need for such HR practices which allow employee creativity and innovation to come out which may help the organisation to come up with brilliant products, providing greater IT products to the different industries of the world. The HR managers also understand that the company needs to keep evolving according to the changing market
ID: 2013138065
June 2014
CONTENTS
EXECUTIVE SUMMARY
This is a research report that studies the change process to improve customer services at Oracle systems by providing them with the latest technological features as well as making them easy to focus on their core businesses, leaving the IT management aspect to Oracle System’s experts.
This report is based on a literature analysis on how change can be brought about in organisation cultures and various departments, how it influences the employees, and what mechanism should be used to bring about change successfully.
It then deals with the change process and its management and successful implementation at Oracle. Furthermore, a conclusion is drawn from the process and recommendations made on how to improve the process and make change a continuous part of the organisation.
INTRODUCTION
For companies in the technology industry, change is such a big part of everyday business, that it can be described as the “only constant” in the industry. For an IT company like Oracle, the business comes from providing IT solutions to customers, 400,000 of them in 145 countries around the world. These customers demand that Oracle design for them such systems which work in collaboration with Hardware and Software to provide them simplified IT products, so that they can focus on their own businesses without getting any trouble from the IT management end. Organisations like Oralce may need to continuously change due to the change in the environment, technology and people needs. Their Human Resource managers understand the need for such HR practices which allow employee creativity and innovation to come out which may help the organisation to come up with brilliant products, providing greater IT products to the different industries of the world. The HR managers also understand that the company needs to keep evolving according to the changing market
References: Booz, A. H. (2007) Ready Willing and Engaged – A practical guide for Change Sponsors http://www.booz.com/media/uploads/READYWILLINGANDENGAGED.pdf Bond, C Brown, M. & Cregan, C. (2008). Organizational change cynicism: the role of Employee involvement. Human Resource Management, winter 2008, Vol. 47, No. 4, Pp. 667–686 © 2008 Wiley Periodicals, Inc. Dent, E. B., & Goldberg, S. G. (1999). Challenging “resistance to change”. The Journal of Applied Behavioral Science, 35(1), 25-41. Hiatt, J. (2006). "ADKAR: a Model for Change in Business, Government and our Community: How to Implement Successful Change in our Personal Lives and Professional Careers" Lorenzi, N Reichers, A.E., Wanous, J.E., & Austin, J.T. (1997). Understanding and Managing Cynicism about Organisation Change. Academy of Management Executive. 11(1), 48-59. Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual review of psychology, 50(1), 361-386.