Administrative Theories and Management Thought †Assignmenthelp

Question: Discuss about the Administrative Theories and Management Thought. Answer: Introduction: To implement the new proposed system there is some activity that needs to be fulfilled while keeping in mind the process and time it would take. There is also suggested number of staff needed to implement the new administrative system. The list of activity that is there needs to be implemented in the new administrative system (Martinelli and Milosevic 2016). This process is outlined in the Gantt chart attached with the document. The initiation comes from the list of sufficient details from the cabinet and judgement about whether the process needs to be parallel or in series needs to be determined (Schwalbe 2015). There also needs to be slight window to involve the risk calculation in the process. The major plan needs seven of the highlighted implementation process discussed in the following text. Consultation process , Clearly, articulating and being succinct by the experts in this process should be in the early stages of this plan. Implementing manual to digital record keeping system (Martinelli and Milosevic 2016) Increase staff participation in changing the process Implement system in accordance with organisation legislative requirements Communicate the system procedure to the staff Provide training and support to increase the usage of modified system Deal with the contingencies and ensure minimal adverse effect in the new administrative system. An outline of the method of implementation that has been applied. The implementation plan adopted for the administrative system is parallel. This process is costly and needs more than the number of workers that are involved in the process(Schwalbe 2015). The outline of the implementation process is given above the number of task or activity that is given in the Gantt chart under the outline is discussed below. Parallel and phased rollout adoption in this process the old and the new system is analysed simultaneously. The risk in planning and implementation is less than other systems. The crashworthiness and security is processed in this step and verified in the manner of order. The fall back position is thoroughly accessible and problemscan be identified easily andtroubleshoot intime (Sapru 2013). The training, which is provided during the implementation of the modified system, which is also an advantage of this particular parallel process. The key stakeholders involved in the process can be done in the daily activities (Martinelli and Milosevic 2016). The systemleavessome space to change the organisational culture and leaves for organisational development. The development strategy would need to incorporate the programs that would encourage the staff that will go through the change. More participation is required for the implementation process to work. This selected parallel can be combine d with the big bang process too, at later level of the process (Rummler and Brache 2012). However, the pre implementation process is for the people to prevent precaution and pronounce difficulties. Phase rollout is the modules and business units to gather the fall back of the system. For this system, I have chosen the parallel and phased rollout implementation combined. Here the stakeholders are of four categories that come under the change process. Old hogs - the people who are in the company for more than 10 years and are the ones who will be more resisting towards change. The reason of their resistance will be their mindset, which will need to be change through behavioural support and making them understand of the benefits of the new administrative system (Rummler and Brache 2012). They will be only the one who will have a tendency to fall back to old procedures. Example, the people from finances who are addicted to the old procedures. Settlers these who are reluctant to any kind of change in the finance or payroll system. These people are the ones who will do nothing to take initiative in the new process nor create any difficulties. Pioneers pioneers will be the ones who will easily attach themselves with the process. The are the ones who will positively influence other staff to embrace the process. Well piosoners - the will be the one who will look for setbacks in the new systems and will point out the negatives at every stage of the process Equipment for this process will be sourced through the suppliers and contractors. Hardware system and DBA setup, commercial deliveries needed for new system implementation. Consultation you will conduct during the implementation process. This process will start at the stage of taking the interview of the staff that is essential for this process. During the implementation process, the monitoring should be done at the same time. The monitoring process will include the following steps. Small group survey and interview - the small group survey of consultation is proposed method before phase rollout fully. The exchange of information and dissemination of information is also part of the process of this survey. Interviewing the candidate for this function is part of planning. Establish hierarchy in communication- the hierarchy will include the evaluation process and needs to be full proof. The team members of the project need to have a summit of the Establish communication in the management/service provider/team members/employee in this process the confidence of the stakeholders needs to high to make them accommodate the problem notification and organisation. This will ensure the difficulties and risks remains low (Sapru 2013). Establish direct communication with the system administrator this will ensure the help desk for the employees is always available to process through the new administrator. Implementation strategies should be published among the common access the common accessibility of the process through the implementation needs to available 24/7 for the staff Applying supplementary training the vestibule training where the risks and different outcome of the process is less can be done in the proposed training program. Publishing training plan for the staff is also needed. The intelligent experts group - the IT helpline of the process and feedback communication on blog needs to be available for the staff and also reliable An outline of the proposed training for existing and proposed staff Implementing the training program can be done in physically using the part and equipments or by the equipment online tutoring plan. This training and reporting program will include project team or initial user implement team online installation guide (Shelk, Sontakke and Gawande 2012). Making the staff see the demos of the new system and prospective usage of the system. Reviewing the manual of the target system and investigating the new system feedback. The feedback on the system is known to be streaming of the report required of the target system. The blue print of the training plan and usage list of users , technical and non technical staff, appropriate training classes will also be needed in the office premise or place to be rented. The manual read system incorporation will help the employee in the initial stages. The demos are to be learned functionally. Developing the training plan will require resource of attendees list and sources. The training guide format needs to be ensured in the user-training program. Supplying the system map and applying the administrative standards is the reporting sections work. Developing ad hoc report senses enhance the analysers capability to increase the testing assurance. Developing user training materials and reference materials in all stages and an updated online help panels is part of the monitoring and training process. Implementing established IT help desk and help blog in the Integrated finance management information system and forum of expert communication is the beginning of a new generation production environment (Christiansen, T. and Dobbels, M., 2013). Continuing with the employee quality and assurance training is also part of the training of project management program. Q A management and IT help desk-featured report writing standards ate ad hoc process (Sykes, Venkatesh and Johnson 2014). Risks after assessment Lack of system knowledge in the area Resistance of the old hogs change management Delivery delays Escalated cost during practical implementation process and reduction in the initial proposed investments(Trondal and Peters 2013) Inability transfer the historical data to the new financial and payroll system Functions that are not able to deliver system requirement, software failures and lack of IT expertise in the needed field (Sykes, Venkatesh and Johnson 2014) Incompatible staff and inappropriate usage of the office resource Insufficient capacity of the current running system and system shut down (Padhy, Patra and Satapathy 2012) Overseen areas where notification is needed in the problems and inaccurate user profile upgraded These are the assessed risk that can occur while implementation process. There should be some backup plan that can ensure the smooth transition of the new process. Incorporation of the security requirements and justification of the plan, budget, negotiating before finalising the contract will be precautionary step to perfect implementation (Cutler, Wikler and Basch 2012). The review of the system screens and establishing the project plan and budget, consulting with the company that are already operating in the new system can prove to be helpful. The conduction of the status and steering committee meetings will take at least one month in the new process transition. Developing the security audit and control is also precautionary step to risk elimination (Kuhlmann and Wollmann 2014). The post implementation stage is important to monitor for the unique vulnerabilities that threatens the project directly and system review, support and maintenance work should be parallel done (Shelk, Sonta kke and Gawande 2012). An outline of the contingencies to mitigate the risks Before the contingency plan framework is done the risk assessment is done while implementing the new process. Identifying the risk that significantly harms the process is essential (Shelk, Sontakke and Gawande 2012). Key risk identification is done through the process following below. Lack of knowledge will be mitigated by IT help and solutions, hiring expertises and knowledge pool for the company Backup of the historical data will be kept and different issues like delivery delays, functional issues will be handled after occurrence with care The deliverance method chosen in the new implementation process and transmitted risk taken place while processing and dissemination of planning by the project manager (Hanf and Toonen 2012). changing the current circumstances and new development plan after considering the change additional refinement of project planning and working backwards considering the risk changing to the capacity of the project platform (Trondal and Peters 2013) Discussions or negotiations with stakeholders like the employee, that are getting restless after rolling out the changed system (Hanf and Toonen 2012). Any current issues and any known constraints, assumptions or conflicts that may affect the program will also be identified and supported by the company to help meet the goals. Departments and agencies should make certain that risks to achieve the target policy conclusion as well as risks to the successful implementation of the initiative are identified separately. This point links back to the two elements of success to be evaluated in the plan (Hanf and Toonen 2012). the success of the implementation process and the success of the overall measure in terms of the outcomes or impacts aimed for. There are some challenges involved in incorporation of new administrative system including the new financial and payroll management system (Cutler, Wikler and Basch 2012). For monitoring the strategies and evaluate in every step it should needs certain key areas that can be effective in outcome. For effective monitoring and evaluation process of the organisation objectives, vision, mission, values needs to be clarified (Geraldi and Lechter 2012). This will include the following process. Linking the key activities and the resources to their objectives is essential in the initial stage (Sykes, Venkatesh and Johnson 2014). Translating the performance indicators according to the set targets are also part of the project effectiveness. For example, Key performing activity measures in the business process is by Average process overdue time, average time to complete task, sum of deviation of time against planned schedule of active process, percentage of service level agreement(SLA), MTBF(mean time between failure), service quality for cycle time, number of escalation, alerts, rewards. Collecting the new data in the new system while evaluating the charts, tables are needed to be incorporated to the new target set (Kuhlmann and Wollmann 2014). Reporting and analysed actual results and alerting the right authority to of the reviewed problems is also important part of the process. Comparing the historical data to the new data incompatibility and exploring and combining different options for unintended problems should be recorded as potential part of the process that needs to be recognized (Shelk, Sontakke and Gawande 2012). Providing lessons on new IT systems and payroll systems based on internal review and highlighting significant accomplishments can encourage the staff to e comfortable with the new system. Recommending based on the improvement is also part of descriptive intervention. Training for existing and future staff Insufficient capacity of the current running system can only be resolves by training and development program conducted by the skilled professionals. The following is the outline of the plan (Torfing and Triantafillou 2013) Organisation heath and induction training the introduction to job duties and policies and procedures needs to effectively communicate to the employees and general job work and online demos will be helpful for that process (Heizer 2016). On-job training for duties self-directed study and IT helpline will ensure the on-job trainees mentoring process. The technology enabled and mentoring process, which will include the handbooks and video demos will also act as a functional program enabler (Sharp et al. 2012). The practical assessment of the training program while interview and discussion in the matter is effective. The training gaps in the interview can also be discussed in the process (Torfing and Triantafillou 2013) Complete training evaluation forms and availability of the budget needs to analysed and HR needs to take decision in the matter. The line management assessor of performance and fill gap training forms method can be applied in this stage (Popovi? 2012). Complete practical on-job training tests and review discussions, SOP manuals and training gaps can be subjected to resolve among the first year of the implementation process (He et al. 2012). Customer satisfaction The customers of a certain company come under the key stakeholders. Customers satisfaction is essential for a company to go through. For monitoring and evaluating the customers, satisfaction there cannot be any quantitative data or evaluation process can be applied (Sharp et al. 2012). This is can be done through customer satisfaction survey. This will also include ensuring the main objective of doing the customer survey by the interviewing and other survey method by in-app survey, email survey, customer satisfaction interview, net promoter score, customer effort score. Understanding expectation and attitude of the customer (Padhy, Patra and Satapathy 2012) Trends overtime to take action on timely basis Establishing the standards that will ensure the service or the product is assured of quality (Geraldi and Lechter 2012) Evaluating the success of the implementation The visible result of implementing the success is to schedule and project budgetary calculation. The cost saving and revenue increase is the measurable impact of the success, which is TCO and ROI calculation Tangible benefits of communication of the new planning of IFMIS and payroll systems Internal key indicators measuring as mentioned above Strategic advantage measurement after industry and competitors analysis Reference Camisn, C. and Villar-Lpez, A., 2014. Organizational innovation as an enabler of technological innovation capabilities and firm performance.Journal of business research,67(1), pp.2891-2902. Christiansen, T. and Dobbels, M., 2013. 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