Information Management and Technology
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Information Management and Technology
The first step when restructuring or changing a process is understanding how the alteration affects daily users (Nilsen, 2015). If managers failed to evaluate how people interact with an old system, it would be challenging to assess how a new process would effectively run. Also, they would be running the risk of introducing a new function to a reluctant workforce. For instance, if the staff thinks the old process is reliable, they are likely to meet the new one with resistance, which would be a source of technical errors. The morale of some employees could also reduce and lead to turnover at some point. Therefore, management needs to evaluate what is working or what isn’t in the old system and engage employees in the analysis to boost compliance. Implementing a new process requires a comprehensive plan to ensure its effectiveness and to increase workforce morale.
Indeed, the manager needs to understand the profound importance of bringing the entire staff on board when making a process change. End-user involvement will increase compliance and will ensure the process is received appropriately (McGonigle & Mastrian, 2018). Also, the organization needs to understand the current process more profoundly, if it’s working or not, and evaluate the necessity of developing a new one. In truth, a team can’t justify improvements needed for a system without understanding its current performance. In this context, failing to evaluate the system inherently means that the team can’t demonstrate the gains in performance from the new system. Also, the evaluation process would help save money for the organization by ensuring the new system is implemented in a timely and well-organized manner.
References
McGonigle, D., & Mastrian, K. (2018). Nursing Informatics and the Foundation of Knowledge 4th Edition. Burlington, Massachusetts: Jones & Bartlett Learning.
Nilsen, P. (2015). Making sense of implementation theories, models and frameworks. Implementation Science, 10(53).