Top level managers are often also managers of change.

According to published Information Systems

research, one of the greatest difficulties in introducing new or vastly revised Information Systems to a

company is in managing company employees' resistance to change.

In order to help reduce employees'

resistance to change brought about by introducing new or vastly revised information systems, what

could you, as a manager of change, propose or do in general, to alleviate employees' resistance-to-

change?

Organize your answers around the following two different degrees of change (Business Process

Reengineering versus Continuous Improvement):

Information systems proposed/acquired/developed for Business Process Reengineering

[1] Business Process Reengineering: A radical redesign of business processes that the company has been

used to.

Changes would be cutting across all major departments and making changes are necessary in

organization structure, culture, etc.

Information Systems that accompany or accommodate such degree

of change is often initiated or championed by tactical or top-level management.

Top-level managers are

involved in making decisions that have long-term impacts on the company.

Decisions they make have

wide scopes and are not focused only on one or a few minor areas

Information systems proposed/acquired/developed for Continuous Improvement

[2] Continuous Improvement:

This degree of change is usually only focused on a single area or

department and the change is gradual.

It is often initiated by middle to lower level managers or

employees working in an area or department.

Hence, change does not usually cut into other areas or

departments.