IMPACT of CHANGE MANAGEMENT CONSIDERATIONS in the IMPLEMENTATION of ERP SYSTEM ABSTRACT the motive of this paper is to find out

the impact of change management over the implementation of Enterprise Resource Planning. The target is to analyze the theoretical approaches n the basis of empirical derivations. The support of ERP has been analyzed in reference to the process of achieving organizational goals. The role of management, employees and staff are also scrutinized on theoretical and practical domains. There are many advantages and disadvantages in the application of ERP. These are discussed in the paper and appropriate solutions to the same are revealed through analytical aspects. Chapter 1 Orientation 1.1 Introduction: This research deals into the managerial perspective of considering the impact of change management over the process of implementing ERP in organizational structures. It is through the impact of change management that the companies can gain the effective and structured deployment of ERP or Enterprise Resource Planning. This is the planning mode for evaluating every possible aspect of resources passe for the promotion of productivity in a company. This research tries to find out some solutions to the fact that impact of change management and its role in the implementation of ERP is very crucial. Thus, the role of determined change management will be considered here with its impact over ERP for effective structural benefits. 1.2 Purpose of the work: The purpose of this paper is to make an analytical investigation into the process of Enterprise resource planning or as popularly known as 'ERP'. The paper is basically structured to understand the impact of change management, in the process of implementing it into ERP. As change management is all about taking the risk to change and to establish the sources for achieving organizational goals, it is also very necessary to peruse into the structural and planning of the selected resources. In this paper the main objective is to discover and derive the best possible means of structuring and planning ERP for achieving the relevant organizational goals. The justification that supports this investigatory approach of this research is directly related to the purpose of organizational development, in terms of increasing competitiveness.

1.3 Jam statement: The increasing level of competitiveness is actually the chief problem behind the implementation of change management in ERP. Since the success of the same is ambiguous, it is always hard to take a risk. Some kind of failure in ERP can lead to drastic fall in the whole structure of the company. With the static growth in the technological domain the aspects of ERP gets more sensitive. There are also regular declinations in the resources and that creates more problems in the implementation of change management in ERP. 1.4 Research Question: ERP has been recognized as a company-wide computer software system that is considerably very effective in managing and coordinating every kind of resources, along with relevant information and deals appropriately with the functionality of a business. In this reference the research question targets in interrogating the importance bringing ERP under the process of change management. Thus the research question is; 'What can be the impact of Change management in the implementation of ERP? ' ERP has got the access to the process of shared data stores in a business. This research therefore tries to process the impact of change management over the implementation of ERP. 1.5 Definitions: Enterprise Resource Planning (ERP) has been defined as an integrated process for all kinds of data and information from the areas of business as well as management by means of software. The purpose is to derive intelligence along with decision making process for management. Change Management It is a process that helps the management for the implementation of appropriate planned change for the development of the organization. 1.6 Limitations and Delimitations of the study The limitations and delimitations of this study are concerned with the emphasis over the impact of change management in the implementation of ERP. The process is very much petite by the upgrade structure of software domain. The management should be well trained for the purpose and if they are not, then the organization cannot go for the implementation of ERP. Employing unusual people for the purpose or to hire some professionals can limit the scope of being under cost effective feature. 1.7 Contribution of the Work: The research tries to provide a very significant and very explicit contribution towards the functioning of ERP. It is through this research that there will be an appropriate process for the selection of the lawful kind of change management for achieving better ERP results. The research will invent an analytical inspection over every

possible kinds of change management in ERP and from there the most accurate mode will be discovered with necessary modifications. As the impact of change management has got risk factors in it, the research also comes up some specific back up proceedings related to the process of dealing with the same. The following ERP Figure 1 shows the domains that ERP usually covers. As stated in the figure the whole system gets hold over the functions of related to the process of integrating data as well as information for the purpose of gaining intelligence and static capacity for decision making. Figure 1: ERP System Model Source: Hedman and Kalling (2002) It is therefore every appropriate here to analyze the implementation of the ERP system for deriving some solutions to the challenges that are created by productivity in businesses. Since these aspects are in need of careful allocation and accurate dealings with the resources, implementation of ERP can be the only solution. In this respect the role of change management will be subject to the concerned jam. To effectiveness within the organizational unit, the implementation of ERP under balanced kind of change management can be the only option and thus is the purpose of this paper. 1.8 Context of the work: Enterprise resource planning or in short 'ERP' is a typical computer software system that is used in the wider perspectives of a company. ERP is used to for the maintenance and management of all the resources that are attached to a company. Through this system the company can create the depraved for coordinating all the collected and shared information and functions inclusive in the business from the structurally organized shared data stores. An ERP system has got a modular hardware added by specified software units. This is also very worthy inclusive of "communicative services" on a LAN or a local area network. It is by the modular design that the business can add or accurately reconfigure modules. This is ne while storing data integrity within one particularly shared database. This database can be either centralized or can also be distributed mode. 1.9 Summary The research thus is a determined process to derive the best possible means to implement the ERP system that is the resource management software package; to gain the ultimate advantages from the organizational resources. It is through the process of necessary changes that the usability of ERP systems will be justified in an organization. As ERP is efficient in the handling

of units related to manufacturing, distribution, logistics, inventory, invoicing, shipping and above all accounting; it will be analyzed as per the need of the latest trends. ERP can also explore the domains of various business activities. These activities are inclusive of marketing, sales, delivery, production, billing, quality management, inventory management and human resource management. Appropriate implementation of ERP thus is the basic need for an accurate establishment and the factors for sustainability of an organization in the fresh competitive market. Chapter 2Theoretical Considerations 2.1 Introduction This chapter basically forwards a discussion related to the theoretical considerations related to information technology that gets particularly transferred in Enterprise Resource Planning (ERP). The theoretical assessments are taken under considerations, to build the bridge between the analytical aspects of empirical derivations in the research. 2.2 Change Management The notion of change management has been recognized as a planned process of change in an organization and is feeble for a smooth transition from the current status to a developed status. There are two area of change management that is speculated for organizational purpose. These are Incremental/Continuous change and Transformational or Major Change. Incremental/Continuous Change is an integral process to a particularized ongoing change management process. It basically concentrates over the functionalities of planning, followed by supervising and the process of budgeting. Transformational change, on the other hand has various kinds of conventional change management proceedings and is little far from the upgrade version of the implementing it in modern structure. 2.3 Change Management Model In order to consider the Change Management Model, it is important to make an assessment of the whole environment in which the change will take position. According to Kotter (1996) the perspective of change is achievable by means attained in collaboration with the employees responsibility for designing and implementing the current process under the formulation of requirements demanded by change management. There are some theoretical aspects that need to be considered before implementing any change in the current structure of a company. These can are identified by Kotter (1996) follows; To consider the human side of change for an analytical management on systematic basis

 It is worth to consider that change begins from top and proceeds one by one. There is the need for reinforcing communication between the staff and the management Appropriate cultural assessment is important It is necessary to create ownership spirit along with agreements Precise Change gets identifies at the bottom of the structure It is necessary to address the relevant culture 2.4 Problems of Change Management As against the initiations led by Kotter, Kuruppuarachchi et al. (2002) declares some of the problems in the application of change management and the implementation of ERP in organizations. His analysis states that there are many employees and managerial dignitaries who do not prefer to change their organizational structure for ERP. According to these people there is nothing disagreeable with the company without ERP and thus there is no need for change management. The basic problems as identified by Kuruppuarachchi et al. are related to the adoption of new strategies in an older format of work culture, need for professional leadership, acceptance to the original implemented strategies and above all to have the right attitude to accept the new proceedings. However, employees who are old to traditional kind of management usually cannot accept the ERP formulation and thus can show apprehensiveness towards it. This a problem that can occur in those organization who have no new recruitments for years. 2.5 Process of Change in ERP Implementation of change in ERP has been processed by many organizations for achieving better infrastructure within the company. In the process it is very necessary to keep in consideration the way people tend to do things added by their views regarding the system that they actually need to have. Appropriate introduction indispensable information technology systems from professionals are integral part to the whole phenomenal structure. The major factors are inclusive of the thought of the fact that change in new structure and the implementation of ERP are independent to any other projects. It is important to follow the models for a proper implementation of RRP through change management. These models are related to the need to unfreeze whatever is prevailing in the current system, adoption of institutional change in the organization, and ultimately it is all about the process of re-freezeing

the system into structured new method for implementation of the operation (Kuruppuarachchi et al. (2002). This system gets added by the clause of considering the impact of change management in a continuous mode. Concentrating over quality systems is very necessary. It is also indispensable to think that the process of not adopting and changes in the organizational format may lead to decay and death of the business. To meet the customer expectations and to provide these customers with the things and ranges they demand are some of the major considerations of these implementations. 2.6 Conclusion It can be thus noted that change management is very famous for the sustainability of a company. Adopting ERP through change management can add more success to an organization. However to deem the environment and people as the major tools is the basic need for the whole system to work well. There is the need to get a preparation for any kind of hurdle that comes. Dealing with complicated processes under efficient leadership is the core matter of pains for a smooth ride of ERP. A looking into the planned and pre-implemented strategy followed by implementation and post-implementation consequences can brings in perspectives for achieving organizational goals. Chapter 3 Literature review 3.1 Introduction In order to get relevant analytical speculations, this particular research has been supported by many literary readings. These readings are related to Change management and its process of proper implementations. Literatures related to ERP are also very specific in this matter. The developments and the upgraded versions of ERP systems are kept in mind while making some of the specific readings. Readings related to the implementation of ERP under change management structure is the core concern of these readings. Added to various books the electronic sources and journals were also a part of this review. The basic idea of this review is to explore various theoretical declarations made regarding change management in relation to enterprise resource planning. The investigation over ERP has been done by considering system work practices, system user interaction and organizational culture with diversified aspects relating to dominant organizational change.

3.2 Understanding Change Management The thought of Change management has been considered as a kind of progressive process for attaining determined transition within an organization or individuals at times. This attainment is preferred through managerial skills and administrative persuasion (Nelson and Aaron, 2005). However apart from managerial dominance the process of change management is also attained through the implementation of ERP. The declarations made by Worren, et.al. (1999) was over the demand for technological participation. This is something that has been forwarded by ERP. The thought of Change Management has been no more considered as a rigid domain under management and administration. It is a fragment and partial of both management and technological persuasions. Hiatt and Creasey (2003) were very particular about the application of change management on individual grounds. They concentrated their research over the adoption of technology by individuals within an organization for better delivery of his skills. Reading of Pettigrew and Whipp (1991) clarified that it is very important to adopt the right strategic changes. These need to be scrutinized as per the context-dependent issues. In terms of technological participation ERP is the mode that should be changed under proper supervision and training. Change management is a means that is structured for leading developed strategies for any kind of outcomes. Pettigrew, et al. (1992) further established the fact that change may not be necessarily dynamic or very emergent in nature. There are possibilities for fall and thus a mental preparedness is always suggested. On the contrary scholars like Carter and Goldsmith (2001) discussed about the addition of change management for the attainment of success from a stereotype organizational structure. To take abet of upgrade technology is an additional structure added to change management in an organization. 3.3 Thought ERP A comprehensive understanding of ERP has been established by Anderegg (2008). This researcher established that enterprise resource planning has its origin in manufacturing resource planning (that is MRP II) which further gets followed by material requirements planning (that is MRP). The declarations of Anderegg, status that MRP has been evolved into ERP in an instance when "routings" came up as integral part of the software architecture. This was also under the consideration of a company's capacity for planning diversified activities to gain standard software activity. The readings of Wagner and Monk (2008) highlight the issues of modern business world. For these authors ERP is the major software that plays a determining and very critical role in bringing a particular company's varied functions under the same roof. As it can structure the whole functionalities in one integrated system, ERP have been preferred

y many companies for quiet administrative and managerial dealings. ERP is thus tagged for its capability to create opportunities for all-round developments and a grand increase in productivity. By means of expertise over ERP, a company can lead its streamline operations all through its functional areas. ERP has got many interrelationships with many diversified functional areas. This has been discussed by Sumner (2004). The reading clarifies that by generic approach towards ERP, a company can meet many kinds of management challenges. Since ERP can re-design business processes, and thereby can adopt changes under organizational structure, there are possibilities for effective management strategies. With the efforts of dealing with competitiveness, productivity, responsiveness of global impact; a company can choose to be with ERP for a readily manageable solution. Under this periphery the company can led to an expanded domain of supply chain management added by opportunities in eMarketplace. These are some of the scopes realized by the readings of Sumner. However the real life implementations are analysed here in the paper to build the bridge between theoretical declarations and the practical persuasions. Analyses made by Monk and Wagner (2005) highlight the large integrated and phenomenal participation of ERP in various organizations of all level. Their speculations were investigated through this research and the implementations were scrutinized. 3.4 Implementation of ERP Implementation of ERP software systems in a business can deal with complex as well as very usual impositions by means of significant changes led over the work practices of the staff. The analytical survey forwarded by Loh, et.al. (2004) considers the implementing of ERP software can bring in drastic success to an organization. However they also agreed to the fact that implementing ERP, on the basis of "in-house" skill can turn up to be very complex. Proper training and professional expertise are highly recommended. Apart from in-house implementations of ERP, there are three more options that an organization can opt for. These can be marked as consulting with professionals, using customization or to have expert Support. Added to these provisions, a company also needs to be clear about the fact that the implementation of ERP system greatly depends over the total size of the particular business. The considerations are also marked on the basis of the total number of modules, along with the extended form of customization and the relevant scope for adopting changes. A review over Turban et al (2008) gives view about the length of implementing ERP in various business domains. The considerations related to the amount of desired customization. This particular investigation shows that in order to implement ERP systems, it is necessary for the

companies seek professional assistance. Some company however opt for ERP vendor and sometimes approaches third-party consulting companies. However, it is always better to have in-house skills for the purpose. No doubt that to have in-house ERP skill is difficult yet it is helpful in terms of dealing with every possible adversity that might arise. 3.5 Conclusion Implementation of change management in terms of ERP has got a great impact over the developing structure of a company. Estimations related to relevant changes over the employee behavior patterns, added by professional work processes and technological requirements are some of the benefits that can be attained through ERP. Its implementation also supports for appropriate kind of motivation and that adds to the organizational participation in the global market. Research led by Dehning and Stratopoulos (2003) makes specific declaration in this matter and they rightly succor that it is the role of the management that matters most in the implementation of ERP under change management proceeding. The management needs to make an assessment of the employees' reactions before planning ERP in the company. The environment of accepting the changes is very vital for the implementation of ERP. Chapter 4 Research Methodology 4.1 Introduction This research tries to follow the most appropriate kind of research methodology to meet the research question. The selection of the approach has been determined through the objective of analysing documents and the knowledge unexcited from literary readings. 4.2 Research Methodologies There two specific kinds of methodologies that can be applied in this research. These are the qualitative and the quantitative approaches (Corbetta, 2003). The qualitative method has got epistemological stance and thus it seeks to comprehend as well as understand the context in reference to social as well as personal interpretations. It is very much inductive in nature and insists more of deriving a conclusion based on interpretations from personal and practical grounds. The relevance to theoretical aspects is though very important yet the data smooth and the idea formed is more authenticated. On the contrary, quantitative research has got statistical persuasions and is very much concerned about the mathematical derivations. It is an assessment

that follows strict ways and formulae to derive to the structured research methodological analysis. It is very considerable deductive in stance and thus mostly guided by theories and statistically unruffled data. 4.3 Research Design The research is following qualitative kind of research methodology in order to pick up some of the authentic and empirical results related to its objectives. The purpose of this research is definitely to make an evaluation related to the effect of change management kept under considerations for the implementation of Enterprise Resource Planning within the periphery of various kinds of companies. This further investigates and identifies various factors of change management leaving an impact over the implementation of Enterprise Resource Planning. The study also keeps in consideration and thereby utilizes all the primary data collected from the questionnaires and the interviews. The collected secondary data from the supplemented research works are also integral to the understanding of the whole process. Sources of secondary data are collected from the readings of various books, internet articles, newspapers, various electronic journals, and added magazines. 4.4 Advantages and Disadvantages of Qualitative Research The selection of qualitative research methodology has been justified on the basis of the concerned research and the advantages that it will add to the proceedings. Since the research demands for the reactions of human nature and their psychological persuasions, the qualitative process adds relevance to it. The advantages were backed by the selection of people from natural settings and to thereby to stress accurate kind of interpretations as well as meanings. Qualitative analytical structure adds deeper understanding of all those people who a part of the research or the system. There is the advantage of having higher flexibility added by realistic point of views (Bryman, 2004). There are still some disadvantages of qualitative research and these needs to be handled well in the research. The foremost disadvantage is about the sense of reliability that can occur from the context of extreme subjectivity. There are some possibilities of collecting useless and meaningless information and that can be equally time consuming. This particular method can lead to the problems of representativeness as well as generalization of the collected data. With the disadvantage of being objectivity with detached structure the methodology can create

questions related to ethical notions regarding the researchers' personal sphere. These disadvantages are taken care of, within this research for better derivations. 4.5 Selecting Sample and Instrument: In order to select the samples for the research the following factors were kept as the major ground for selection; a) quality, b) locatability, c) authorization, d) compatibility, e) ease of use/training, f) production timeliness, g) systems reliability, and h) relationship with users These are the factors that abet in making an appropriate selection of all those people who are a part of qualitative research methodology. These are the selection grounds that supports in selecting people for the distribution of questionnaires and conducting interviews. On this speculative ground the people are from semi-structured qualitative interview. These people are 4 key managers from four different companies. These managers are questioned on the basis of their experiences and preparations related to the implementation of ERP through change management. The questionnaires are distributed to under the provision of structured survey of 20 employees and staff from four different companies. The research's instruments are based on three specific models of change management. As mentioned in Chapter 2, these models are directly related to the process of unfreezing prevailing system and to promote the institute to get into the change. This will be eventually followed by the process of re-freezing the system under new adoptions. All the data for this purpose will made applicable by three instruments selected under methodological structure. These are; a) Documentary Analysis,

b) Questionnaire, c) Interview schedule These are the three certain kind of speculations that will be forwarded in this research to derive the empirical considerations for the purpose of implementing ERP under change management. These instruments are used in terms of making an analytical reach for all those data that are level-headed from primary and secondary sources. 4.6 Methods of Data Analysis The adoption of right design for analysing the collected data is the real crux of a research. It is the basis that will equally analyse and synthesise the theoretical and the empirical derivations for the proper application of ERP in an organization. The final chapter will bring in the discussion related to these analytical approaches. 4.7 Conclusion: It has been thus noted that in order to have a successful implementation of ERP, it is well-known to understand the whole organizational demands with proper investigation over the results that it might lead to. The methodological approach here is following the qualitative process for collecting data that are very mighty close to personal interpretations led by the subjects. Application of methodological selection and instruments leads the research to the result level. Chapter 5 Research Results 5.1 Introduction The analysis that has been scrutinized here, are initiated through the distribution of questionnaires and relevant interviews. The data collected from these sources declare some of the primary aspects of implementing ERP under the system of change management. In order to derive the analytical initiations in the process of change management, the data collected from the distributed questionnaires answers to most of the queries. The interviews too add some very effective comments over this process. The recommendations forwarded by the data from questionnaires and the interviews support the implementation of Enterprise Resource Planning under the impact of change management

The questionnaires were distributed among some of the delegates and company management staff for a better understanding of corporate structure. The implementation of managerial and organizational structure have been analysed through the data collected from these questionnaires. The basic idea is to collect information from all those people who were integral to the company format. The unbiased was to come up with some practical information about the reactions and acceptance of change management for ERP. The interviews too were conducted with same motive and the information and recommendations were elaborated for necessary implementation of ERP. The results derived from the questionnaires and interviews were discussed below. 5.2 Results from Questionnaire The questionnaires were distributed among 20 employees from four different organizations. These selected people were of different age groups and were with different job experiences. The feedbacks received from these people were based on their personal interpretations and the amount of experiences that they have collected till date. The emphasis was also led over the highest level of education received by these people added by the amount of computer education that they have gained. Most of the people were from the age group of 31 to 40 years and were highly qualified. Master's degree was common in them. These are the people who were well acquainted with the basic understanding of computers and were ready to go for a change. These employees were working in various organizations for last 8 to 20 years and have enough experience in collecting the well-known requirements of the current company to meet the global competitiveness. These people were also very much aware of the consequences and the demand of the consumers in the future. The basic idea was in favour of adopting change management for the sustainability of the organization and to develop it as per the need of future. The answers to the questions about the ERP system were given with much positive attitude. As for the skills of these people regarding the usability of ERP, some of them were well acquainted with the system, whereas others were willing to undergo training for implementing the same. Responses related to the features of the ERP were very clear and all of the current the system as user-friendly and very much satisfactory. The application of ERP in some two of these organizations came up with amazing results and that inspires the companies like other two to adopt EMR with necessary preparation to deal with the unpredictable risks. The success of ERP was accepted by all these people and they added that since the system has got the capability to deal in remarkable pleasurable method with punctuality it is highly recommended. Management

of most of the companies have committed to the implementation of ERP and look forward for a better phase of business. 5.3 Results from Interviews The interviews were conducted among all those managerial experts who have already implemented ERP in their organizations and have attained success. These interviews were of great help as they focussed over some of the important hurdles that an organization might face while implementing ERP. These managerial people were having long term experiences with their relevant companies and are very great clear about their strategic planning and declarations. The data collected from the interviews shows that the implementation of ERP has been popular by most of the organizations and it adds more well managed structure in the application of developmental strategies of the company. The benefits as has been counted by these professional managers are noted below. They stated that ERP leads to centralisation of data and thus i. can eliminates the problem related to the process of synchronizing changes in reference to multiple systems ii. it also has got the capability to permit control over the entire business processes; even across functional boundaries iii. the provision of ERP provides top-down view of the entire enterprise, without any 'islands of information' iv. ERP also reduces the risk of losing any kind of sensitive data by means of consolidating multiple permissions v. it is also grand concerned about the security models followed under single structured organization It has been illustrious that apart from these benefit there are certain problems in the implementation of ERP. The main problem that most of these managerial experts pointed out is about the inadequate investment in regards to the ongoing training within an organization. Due to the lack of adequate finance, the involvement of professional IT personnel added by those who implement test the changes were usually ignored. Lack of corporate policy for the protection of integrity of data in ERP systems and the knowledge of the means by which it is

ancient remain in dark. It is noteworthy to mention here that all these professional managers who have got enough experiences in the process of implementing ERP well-liked that by its implementation most of the companies receive adequate support in achieving their goals. 5.4 Conclusion It is thus very important to understand that in spite of all kinds of hurdles and risks, the implementation of ERP has been accepted by the new generation. It has been well established that by proper implementation and wit h the awareness of some unpredictable risks, ERP can bring in worthy development in the field of organizational infrastructure. It is the means to achieve success in the most systematic manner. Chapter 6 Discussion, Conclusions and Recommendations 6.1 Discussion The research has shown that the implementation of ERP has been much favorite by the employees and the staff of many organizations. There is thus no denial to the fact that during last two decades, the IT sector has added much advanced and innovative proceedings to the Enterprise Resource Planning (ERP). These additions are basically due to the effects of globalization. As a matter of fact, these developments have led many organizations and businesses in achieving the desired profit margins. These companies are getting better ways for operating within the global villages and meeting the competition of the international market. ERP is a kind of system that has got the capacity to provide significant developments along with strategic improvements to the level of efficiency in a company. However it is worth to ticket that to attain success the implementation of ERP has to be very trustworthy. There are many companies that are following overtime implementation of ERP systems. The purpose of is to improve their profit margins and the range of productivity. This is a system that is also implemented for reducing costs and that gives them the room to increase productivity and customer service resources (Marin, et. al. 1988). There some disadvantages related to the application of ERP system. As analysed by Walsh, (2008), for some company as the system gets implemented there are the switching costs which is much high for some organizations. However as against that form engineering can benefit the organization in opting for more systematic follow ups. The provisions for order tracking, from the verge of acceptance to the point of fulfillment make the process systematic. In terms of

revenue cycle, the system supports the process from invoice be means of cash receipt. The advantage of managing accurate inter-dependencies within the complex processes bill for the selected materials is managed well by ERP. In regards to the background of ERP, Dehning and Stratopoulos (2003) notice that the initials of ERP itself are an extension of MRP that is the Material Requirements Planning. On the later phases the contributions from manufacturing resource planning, along with CIM (that is Computer Integrated Manufacturing) too had an integral part in it. ERP was introduced Gartner in the year 1990. This is a specific kind of system that attempts towards the process of covering all sorts of functions related to an enterprise. These proceedings are irrespective of the kind of business followed by the organization. As stated by Monk and Wagner (2006), the chief concept of the systems under ERP is to handle and deal with the infrastructural and structural entity of the business for more growth. It is thus is implemented in the domains of nonmanufacturing businesses, added by non-profit organizations and many governmental organizations. These elaborations can be well investigated by the diagram noted below. As shown in the Figure 2; during 1980, frequent changes were more likely to lead to some unwanted consequences. However though the planning and implementation of MRP were strong yet the measurements related to the risks in the field of implementation were severe. There were regular modifications initiated in this field and as a result the emergence of ERP became obvious. The flow chart clarifies the advantages added to ERP as against the implementation of MRP. It has been established that the development of an organization has been powerful planned and organized by ERP. Figure 2 MRP2 and the mode of Change Management Source: Jean-Baptiste Waldner, 1992 In both the cases a properly initiate change management can support proper implementation. In case of ERP there are the possibilities of risks, but these can be minimized by adopting accurately structured change management. This is possible when the employees along with the management staff agree to the changes (Gibson & Billings 2003). Ideally, it has been considered that ERP has got the hold to deliver the entire organizational functionalities through single database. It is here that the database contains all sorts of data relevant for the software modules. This particular functionality is inclusive of the manufacturing unit, where the engineering department takes the initiation. They bills for all the necessary material, and prefer

the responsibility to scheduling, assessing capacity, organizing workflow management, checking quality control, assessing cost management, managing manufacturing processes, projects and flow of ERP in the organization. For managing the supply chain, ERP gets initiated through the process of ordering cash, relevant inventory, adequate entry, process of purchasing and selecting product configurators. These further gets added by supply chain planning, processing of supplier scheduling, inspecting over the finished goods, making necessary proceedings and above all commissioning the entire calculation. In terms of financial management, ERP concentrates over general ledger, management of cash, accounts that are payable, receivable, and are under fixed assets. The project management strategies are initiated by ERP in the most systematic manner. It takes care of the billing, costing, time and relevant expense related to the project. These are also managed in terms of performance units and appropriate activity management. The sections for human resources are managed by maintaining accurate payroll policies, training proceedings, management of time and regular attendance. HR also gets the rostering and correct benefits related to their participation in the success of the organization. In the modern organizational scenario meeting customer demands is of great concern the participation of ERP in this respect has been handles well for proper customer relationship management. The dealings with sales and marketing proceedings are also parts of ERP. Accepting ERP in an organization thus can provide room for actual commissions, appropriate services, absolute customer contact and well planned call center support. Scopes for data warehouse added by various levels of self-service interfaces to the valued customers, regular suppliers and all those employees who make it possible are integral to ERP. Thus ERP has got adequate access control to privilege the user and initiates over process execution as per the organizational level. This is a means for customization to meet the extension, corporate additions, and applicable change processes. These kinds of facilities can be made available in an organization only through ERP. This is the reason that the employees and the staff in an organization should accept the changes made for the application of ERP. 6.2 Conclusion There are many kinds of hurdles that an organization needs to consider before the implementation of ERP. These hurdles may start with the process of re-engineering of a particular business process. These re-designing are done to fit relevant "industry standard" and are basically prescribed by ERP system. There are possibilities that this process can lead to a determined loss of planned competitive advantage. Further there are possibilities that ERP

systems can turn up to be very expensive for some organizations. For some scholars the ERP system can be too rigid and that is the reason can be too difficult for some organizations to adapt. This may also go against specific workflow and thereby interrogates business process followed y the company. This hurdle can be the main cause towards the fall of a company. It is necessary that the integrated links should have high accuracy for the application of the system in the work most effectively. There are instances when a company can achieve minimum standards. This might get followed by over time "dirty data" and that consequently slash the sense of relevant reliability of some of the ERP applications. Since of the most eminent advantage of ERP is related to the tracking three-way match in terms of dealing with purchase orders, inventory receipts and costing, its preference has increased among most of the users. It also provides scope for prominent accounting for all these tasks for the company. With ERP, the company can well maintain a track of revenue, considered flow of cost and related profit at the selected granular level. Since it is a very systematically arranged process for the purpose of centralizing the data under one roof, the company can add cost effective measures to the process of tracking data. It can be this well concluded that ERP eliminate all kinds of problems related to the process of synchronizing changes between the selected multiple systems. It further permits control of every possible level of business processes and can be expanded beyond organization's functional boundaries. ERP is accepted all through the new global village for its provision to support the whole enterprising system with excellent efficiency and absolutely balanced structure. Maintenance of the same is possible through a planned version of ERP. The relevant changes in the adoption of ERP need proper view of the same among all those who are going to be a part of it. It is an established fact that ERP can reduce the factors of risk for sensitive data. This is made possible by consolidating all kinds of multiple permissions granted through security models under one and only structure. 6.3 Recommendations As the research gets initiated the results from the methodological derivation show that it is important for the management to have asses through the reactions of the employees while crafting a change program within the organization. These initiations will provide enough support for all those workers who on practical grounds will go through the entire process and will have to accept the changes. It is further recommended that the chosen program should be implemented, thereby disseminated through the entire organization. It needs to be monitored well for effectiveness and adequate adjustments wherever necessary. It has been marked that some organizations exist

in a very dynamic environment and is accepts the conditions resulted from the changes that prevail. With the evolving technologies, it is important that the employees and the staff receive very well structure training for accepting the changes in the implementation of ERP. In order to sustain and to support on operating effectively, an organization has to regain the unpredicted consequences and the environmental turbulence. It is recommended that the organization should be able to change them, both internally as well as externally. Since changes always bring impact over individual and organizational structure, a preplanned and well managed change is always preferred. It is recommended that the management needs to have a well planned structure of ERP and it should be made applicable for social and organizational benefits. Meeting the demands of the customer can add more to the process and thus should be give adequate preferences. Hiring professional expert can make the ERP structure strong and thus should be preferred by organizations. For a very well balanced ERP application, well-behaved training under appropriate financial backup is highly recommendation. Financial strength can support the organization ot swim across unpredicted risk and thus before initiating the changes, the financial part should very appropriately planned. The management has to be well aware of the international competitive scenario and should belief the application of ERP accordingly. Thus long term and short term ERP plans are recommended to meet all kinds of competitive needs on international market. References Bryman, A. (2004) Social Research Methods. 2nd ed. Huge Britain: Oxford University Press Carter, L. & Goldsmith, M. (2001) Best Practices in Organization Development and Change, San Francisco: Jossey Bass. Corbetta, P. (2003) Social Research: Theory Methods & Techniques. London: SAGE Publications. Esteves, J., and J. Pastor, (2001) Enterprise Resource Planning Systems Research: An Annotated Bibliography, Communications of AIS, 7(8) pp. 2-54. Gibson, E., & Billings, A. (2003). Big Change at Best Rob, Davies-Black, Palo Alto, CA. Hedman, J. and Kalling, T. (2002), IT and Business Models, Liber, Stockholm.

Hiatt, Jeffrey and Timothy Creasey, (2003) Change Management, Prosci Research Kotter, JP 1996, 'Leading Change', Harvard Business Press. Kuruppuarachchi, P., Mandal, P., Smith, R., 2002. IT project implementation strategies for effective changes: A critical review. Logistics Information Management (2), 126-137. Monk, Ellen and Bret Wagner, (2005) Concepts in Enterprise Resource Planning, Course Technology, Second Edition Monk, Ellen; Wagner, Bret (2006), Concepts in Enterprise Resource Planning (Second ed.), Boston: Thomson Course Technology, ISBN 0-619-21663-8 Nelson, K and Aaron, S (2005). The Change Management Pocket Guide, Change Guides LLC. Pettigrew and Whipp, Managing change for competitive success, Blackwell, Oxford (1991); Pettigrew, A. M. E. Ferlie and L. McKee, Shaping Strategic Change, Myth Publications, London (1992). Sumner, Mary (2004) Enterprise Resource Planning, Prentice Hall Turban et al. (2008). Information Technology for Management, Transforming Organizations in the Digital Economy. Massachusetts: John Wiley & Sons, Inc., pp. 300-343. ISBN 978-0-47178712-9 Wagner, Bret and Ellen Monk (2008) Enterprise Resource Planning, Course Technology; 3 edition Waldner, Jean-Baptiste (1992) "CIM: Principles of Computer Integrated Manufacturing", John Wiley &Sons Journal sources Dehning,B. and T.Stratopoulos, 'Determinants of a Sustainable Competitive Advantage Due to an IT-enabled Strategy,' Journal of Strategic Information Systems, Vol. 12, 2003 Loh, Tee Chiat; Lenny Koh Siau Ching (September 2004). "Critical elements for a successful ERP implementation in SMEs". International Journal of Production Research 42 (17): 34333455. doi:10.1080/00207540410001671679.

Worren, N. A. M.; Ruddle, K.; and K. Moore. 1999. "From Organizational Development to Change Management: The Emergence of a Unique Profession," The Journal of Applied Behavioral Science. 35 (3): 273-286. Electronic sources Anderegg, Travis (2008) MRP/MRPII/ERP/ERM Confusting Terms and Definitions for a Murkey Alphabet Soup, http://www.wlug.org.nz/EnterpriseSpeak[retrievedth of Sept. 2009]
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