...Changes in Foodservice Resulting from Management Information Systems By George Stipe April 27, 2012 Management Information Systems Professor: Dr. Fish The food service industry started in 500 BC with the [1]“Ta Dionisiaka” banquets dedicated to the God of wine in Ancient Greece and run up to present day. In the 1980s restaurant operators still used facsimile machines or phones to place orders. In the early 1990’s fax machines were starting to be cost effective. Then in the late 1990s and early 2000s personal computers took food service ordering to a new level. The greatest advancement in technology in the food service industry started in the time period of the 2000s. These were the IT and web based technologies that revolutionized how restaurants do business. These new technologies have given restaurants a competitive edge they need to become more profitable. These technological advances address the five key areas of food service operations management: ordering, receiving, inventory, recipes, menus, and food safety. Food Service Ordering Restaurant managers use different strategies for their purchases. Most food suppliers have interactive web sites where any amount can be ordered and put in when they need their products. This allows the food service managers to practice what is called just-in-time purchasing, which is a finely tuned product...
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...Change Management System University of Phoenix Robert Sell July 8, 2013 Introduction Creating a Change Management System takes some time but is worth the input that one does. Not only does a change management system increase the productivity during a project due to the system in place when a change comes up it also works well to know that there is a safety net there for the project. The following is the Change Management System for Riordan’s new Go Green Project and the board that will be in charge of the changes approval or disapproval. The final item will be an executive summary that will explain what the project leader will be doing with the new change management system. Change Management Flow Chart Change Management Board Members With all the areas that the change management system can touch with the Go Green Initiative Project it is wise to have one person from each facet to sit on the board who is not directly on the project team. Originally the thought to put the CEO Dr. Riordan, SVP R&D Kenneth Collins and COO Hugh McCauley on the board but the time and effort that it would take to get all three in the same conference call for a proposed change was not viable. The change management board will be made up of nine qualified individuals who will need to make the decision as to allow a change or deny a change based on several factors such as need, time, cost, and legality. 1. Craig Mullen- Product Development Manager- Craig is able to help with...
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...Systems Thinking and Change Management Evaluation Systems thinking is a process that incorporates the crucial elements of strategic planning, management and leadership development, team building, and other principles of organizational change in the effort to create positive change within an organization. The first component of this discussion evaluates systems thinking and the application and limitations of systems logic as essential considerations in managerial decision making. Systems thinking is also a technique that manages a process as a whole while understanding that individual pieces of the process can cause an impact. Systems thinking applies a linkage strategy that analyzes interactions among elements comprising a system. It takes into account that large systems can be negatively affected by small changes in another geographically or time separated areas. This view of process management is ideal for any organization that has more than a very few processes and personnel. Communication is the method within systems thinking that defeats negative affects. Application and Limitations A systems approach can be seen in the following real world-example. Their outstanding success in systems thinking makes Wal-Mart’s an excellent comparison system for corroborating systems thinking examples for this IT project’s discussion. Wal-Mart has taken forecasting to the highest level by using a systems thinking electronic database (Aquilano, Chase, and Jacobs, p. 510, 2006). The company...
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...ENTERPRISE SYSTEM CHANGE MANAGEMENT-MOBILE TECHNOLOGY Table of Contents Introduction 3 Purpose and aims 3 Research questions 4 Significance 4 Project design 5 Project plan 5 Planning 6 Analysis of use requirements 6 Design 6 Implementation 7 Testing 7 User training 7 Deployment 8 Maintenance/ on-going support 8 Risk assessment 11 Timeline Slippage 11 Additional costs 11 Lack of full commitment by team members 11 Conflicts among team members 11 Failure of equipment 12 Late change requests 12 Lack of required expertise 12 Risks analysis matrix 12 Communication 15 Management changes 16 References 17 [pic] Introduction This paper presents a project plan for the implementation of an Enterprise System at iae Saudi. Iae Saudi is a branch of iae GLOBAL limited, located in the Middle East. Iae Global limited is an international Education Recruitment and Management Company responsible for overseeing a network of offices located worldwide. Iae SAUDI plans to introduce additional offices in the Middle East (Iae SAUDI, 2015). However, there is no computer system to support the multiple branches managed by this company. The company currently uses Excel spread sheets for its information processing functions, which limits accessibility of information in all the branches managed by the company. Therefore, to address the limitations of Excel spreadsheets, there is need to introduce a mobile technology-based enterprise system. This technology is...
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...Customer Management System- Change Management and Communication Plan Jennifer Korzec, Vann McCray, Jude Sheats, Connie Werner-Hopkins MGT 311 November 24, 2013 Debra Black Executive Summary A major manufacturing company, found it imperative to institute a consistent and formal customer management system. A major concern when implementing a new system is change resistance. The A team consultants have identified a change management plan, including an effective communication plan, defining objectives for a smooth transition to the new customer management system. The problem is how to assist employees through this change with the objective to have minimal change anxiety for the employees’ so that a seamless transition to the new customer management system can occur. This can be accomplished through: * Management’s commitment to the employee success * Ensuring the right structures are in place * Building policies and procedures with employee input * Robust education on the system as well as the employees understanding of the need to stay competitive in a fast-changing environment * Clear, concise, and timely communication with the employees- using combined methods (face-to-face, e-mail and direct...
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...Use of Microsoft SharePoint for Configuration Management in IT Organizations In the contemporary business marketplace, the requirement for a technology-based system to provide the tools for global organizations to archive and manage information has become an increasingly present issue. The use of a corporate-wide portal, supported by a collaborative, content management platform, provides an Information Management System (IMS) that culminates organizational information and intellectual capital, document storage, and collaborative workspaces into a single resource, accessible through a centralized portal interface (Microsoft, 2006, p. 14). Configuration Management (CM) encompasses the management of requirements, production, testing, technical documentation, and organizational processes during the lifecycle of a software system’s development. Within Information Technology (IT) organizations, CM defines a series of systematic controls for changes and developments to the software system, which ensure the integrity and traceability of the environment and software configuration throughout the development lifecycle. The CM process is a culmination of activities and support from each level of the organization, ensuring compliance with all applicable standards and guidelines for software development and production. Figure 1. Overview of Configuration and Change Management Process Integral to effective employment of CM processes is collaboration amongst the following cross-functional...
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...years. In today’s business environment innovation is necessary to sustain success and is an integral part of the business model. The ability to learn faster, better, and more cheaply than the competitor can mean the difference between maintaining market leadership and barely surviving (Davila, Epstein& Shelton, 2006). To regain its long held standing as a leader in the snack industry Best Snack, Inc must implement a plan that focuses on creating a culture that cultivates innovation, developing management systems that are aligned with the new strategy, and creating a new product line that will bring the company back to the forefront in the snack industry. Describe the Situation Issue and Opportunity Identification Best Snacks, Inc has been a leader in the snack industry for many years. As the snack industry began to change to meet the demands of a consumer market that is more health conscious, Best Snacks has failed to meet the challenge. Best Snacks has been slow to adapt to change and stray away from its tried-and-true research, development, and marketing activities (University of Phoenix, 2006). The complacency of Best Snacks, Inc has caused it to have falling sales and stock prices. Successful organizations tend to become complacent and conservative in order to preserve their core competencies (Davila, 2006, p.239). Best Snacks, Inc has an opportunity to evaluate its current strategy and develop a new strategy that is conducive with innovation and creativity. The lack...
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...MANAGING CHANGE IN ORGANIZATIONS Case Study of Procter and Gamble (P&G) Introduction The world of business is facing different changes in the environment which create opportunities and threats. As a result, businesses make changes in different processes that are related to work place more abruptly and often compare before. This is because these changes can influence thespeed and quality of the performance of companies including: acquisitions, merging, innovation, restructuring and downsizing which can result to the growth of climate of uncertainty (FEAP n.d.). Currently, the business world is facing different changes that are related to technology, regulation and competition and economic condition which affect the perceptions and behavior of the customers and other stakeholders of the company. Due to this, change is considered as inevitable in the world of business, because change constitute growth and development. According to Peter Drucker, any change in any organizational culture and management is considered as normal and healthy (cited in Dulebohn 2006, p. 37). It will be impossible for any business to grow and improve without improving any changes in order to cope with the changes happenings in the environment it’s operating. Any change to be done inside and outside the organization can help the entire organization to adjust to the current situation of the market and industry, by improving and adjusting the culture and other important internal...
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...MYGOVERNMENT ONLINE SERVICES PORTAL (MOSP) CHANGE MANAGEMENT REPORT TABLE OF CONTENTS 1. INTRODUCTION ....................................................................................................... 3 1.1. Document Purpose ............................................................................................ 3 1.2. Audience ............................................................................................................ 3 1.3. Project Background .......................................................................................... 3 2. CHANGE MANAGEMENT ........................................................................................ 4 2.1. Overview ............................................................................................................. 4 2.2. Objectives .......................................................................................................... 4 2.3. Approach ............................................................................................................ 4 2.4. Methodology ...................................................................................................... 5 3. MOSP CHANGE ENABLEMENT WORKSHOP ....................................................... 6 3.1. Overview ............................................................................................................. 6 3.2. 3-Phase Process .................................................................
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...Three Phase Change Management Framework For E-business Transformation • Phase I : Vision, Communication and People • Phase – II : Processes & Technology • Phase III : Customers, Suppliers and Other Value Chain Partners ➢ The rules of change management ➢ Organizational and Personal Change Management ➢ Responsibility of Managing Change ➢ Change Management Principles ❖ References [pic] The rate of change in today's world is constantly increasing. To cope with an unpredictable world you must build an enormous amount of flexibility into your organization. Organizations can structure themselves for increased flexibility to respond to change, for example using project teams, virtual structures and networking. Gary Hamel, Professor of Strategic and International Management, states that “corporate leaders [should] build organizations that are as nimble as change itself, to make innovation everyone’s job, and to dramatically increase the returns on human capital” Planning, implementing and managing change in a fast changing environment is increasingly the situation in which most organizations now work. Dynamic environments such as these require dynamic processes, people, systems and culture, especially for managing change successfully, notably effectively optimizing organizational response to market opportunities and threats. Many things cause organizational change. These include: ...
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...Managing Organisational Change Essay Topic: One set of authors state that “An organisation’s ability to manage change will have a significant effect on its performance and prosperity” (Graetz. F., et al, 2006, p2 in Grates F. et al, 2006, Managing Organisational Change, John Wiley & Sons, Australia), whereas another author claims that few corporate change efforts have ever been successful (Kotter, J.P., 2005, ‘Why Transformational Change Efforts Fail’, Harvard Business Review, March-April 1995, pp 59-67). Discuss these two statements and build an argument that explains this apparent contradiction with regard to relevant organizational behavioural theory. In my opinion, the statements presented above do not contradict one another, in fact the two statements presented support the need for successful organizational change and the need for concerted effort in implementing the change. In almost every case, the basic goal has been has been the same: to make fundamental changes in how business is conducted in order to help cope with a new, more challenging market environment. Change is an organizational need, at one time or other and management needs rigorous support in achieving positive change outcomes. I want to look in detail the change management theory and practice including Transformational Change, The Tools and Techniques used for Change Management, Transforming Organisations for Organic Growth, Cultural Revitalisation and Behavioural Responses to Change and the successful...
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...Change Management and Communication Plan Team MGT/311 – Organizational Development March 2013 Change Management and Communication Plan Power Structures The organizational charts reveal that Riordan Manufacturing operates on a departmentalization structure. Grouping of positions by departments and job titles is considered as a division of specialization. The chart also details the lines of authority and responsibility and outlined with a formal power structure system. Employees can easily recognize formal power within the company because of job roles, titles, and interdepartmental relationships from top to bottom. Formal power “is based on an individual’s position in an organization, and it can come from the ability to coerce or reward, or from formal authority” (Robbins & Judge, 2011, p. 421). Riordan has established formal top to bottom communication channels. For example, the vice president of sales makes decisions concerning revenue. Informal communication can leave employees frustrated as decision-making power can come from any employee possibly leading to inaccurate information. The current information at Riordan is consistent with legitimate political behavior, as Riordan’s normal politics is figuring out what lies within the formal and informal rules. Management is concerned with political behavior in the company and encourages open communication that goes along with their power tactics. Because political power is the ability to...
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...Improving a Change Reina Stewart HR587 Managing Organizational Change December 12, 2011 Executive Summary The name of the organization is Auto Club Group (AAA Michigan). ACG is an insurance company that has members in six states, MI, WI, IL, MN/IA. The members have insurance with AAA for auto, home, and/or life. The company also offers travel, membership and roadside assistance. The company has three call centers, Dearborn, MI; Grand Rapids, MI; and Omaha, NE. The call centers handle all the calls from members. Two of the call centers are twenty-four hours. My department is the Command Center, we monitor all three call center. My position is a Real-Time Coordinator. We have eleven RTC’s, seven at the headquarters in Dearborn, two in Omaha, and two in Grand Rapids. As a RTC, we monitor the agents on the phone to make sure the calls are getting answered. We are supposed to balance the service levels between all departments. The emergency roadside assistance is the department that is closely monitored. The department is also responsible for putting new employees in the systems and taking out the terminated employees. We are responsible for maintaining and updating employee schedules. The current software that was installed was IEX. The company learned at a conference there was a new version that would improve our daily routine. The company brought the new version, EWorkforce Management in hope of improving the system. The new system would improve real-time adherence, entering...
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...Assignment brief Unit number and title Unit 3: Strategic Change Management Qualification BTEC – LEVEL 7 – Extended Diploma in Strategic Management & Leadership Start date 7th September 2015 End Date 28th September 2015 Assessor Pierre Arman Assignment Due Date Assignment title 25th Oct 2015 Understanding the need for and aspects of Strategic Change Management The purpose of this assignment is to provide learners with understanding and skills to assess the need for strategic change in organizations and how to empower them to take engagement actively in the process of strategic change management. Scenario It is the realities of today, change is imperative for a healthy and sustainable success of today’s organizations. To this end, every organization undergoes a change process so as to compete with the changing market circumstances. You are required to identify the need for change in any department or area in your chosen organization and you have to state why there is a need for change and how will you plan and implement it effectively. Task 1 Understand the background to organisational strategic change 1.1 Discuss models of strategic change and their differences (AC 1.1). 1.2 Evaluate the relevance of models of strategic change to your chosen organisations in the current Economy (as of the current situation which is the best suitable model) (AC 1.2). 1.3 Assess the value of using strategic intervention techniques in your chosen...
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...Team A Management and Communication Plan XXXXX MGT/311 February 25, 2014 Instructor XXXX Team A Management and Communication Plan Introduction Riordan Manufacturing has requested team alpha as consultants to implement a single customer managing system. Team alpha must create a management plan, since the company does not have a formal management plan in place. Secondly, the team will devise a communication plan for Riordan Manufacturing. The management and communication plan will include outline details of each system. A conclusion at the end of the paper will explain why this would an optimum plan for Riordan Manufacturing. Change Management Plan Since Riordan Manufacturing does not have a formal customer managing system for their employees, Team alpha must first create a formal power structure that informally empowers all employees effectively. The management plan will examine the business culture, employee’s behavior, and employee’s resistance. Backup strategy implements are included at the 12-month period if the primary power structure fails. First, team alpha will discuss their primary power structure. Current Formal and Informal Power Structures The current power structure at Riordan Manufacturing based on the principle of using controlling force to motivate their employees. The company uses threatening tactics with negative write-ups or even termination. This type of formal power structure is a coercive power structure. The negative formal power structure...
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