You Are To Write A Six-Page Paper That Answers The Following

You Are To Write a Six 6 Page Paper That Answers the Following Duri

You are to write a six (6) page paper that answers the following: During the 1970s, the U.S. Air Force Program for Integrated Computer-Aided Manufacturing (ICAM) sought to increase manufacturing productivity through systematic application of computer technology. As companies, systems products and markets become even more complex we will need even more complex modeling to guide and help us make decisions. Describe the culture of your organizational behavior issues and what challenges are present. Discuss the systems that are the most appropriate to introduce into your organization.

Analyze a few of the systems that can have the greatest impact on your organization. The format of the report is to be as follows: Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

Fully described the culture of your organizational behavior issues and what challenges are present. Completed with 90-100% accuracy, thoroughness, and logic. Fully discussed the systems that are the most appropriate to introduce into your organization. Completed with 90-100% accuracy, thoroughness, and logic. Fully analyzed a few of the systems that can have the greatest impact on your organization. Completed with 90-100% accuracy, thoroughness, and logic. Explanations very clear and well organized. (Added helpful details)

Paper For Above instruction

The evolution of manufacturing and organizational systems, particularly during the 1970s with initiatives like the U.S. Air Force's ICAM program, demonstrates a continuous effort to integrate computing technology to enhance productivity. Today, organizations still face challenges rooted in organizational culture and behavior, which significantly influence the successful adoption of new systems and processes. To understand the potential success of integrating advanced systems into an organization, it is essential first to analyze the organizational culture, identify the existing challenges, and select appropriate system solutions that foster growth and efficiency.

Organizational Culture and Behavioral Issues

Organizational culture encompasses shared values, beliefs, norms, and behaviors that shape how employees and management interact and operate. Cultures vary from highly hierarchical and bureaucratic to flat and collaborative, each influencing change management differently (Schein, 2010). In many organizations, resistance to change emerges from deeply ingrained routines, fear of job displacement, or skepticism about new technologies’ benefits. This resistance can hinder the smooth integration of new systems, especially if the culture does not promote innovation and flexibility.

Behavioral issues often manifest as communication barriers, lack of trust in leadership, and misaligned incentives. For instance, employees may fear that automation or data analytics systems threaten their job security, leading to reluctance or active resistance (Katzenbach & Smith, 2015). Further, a lack of adequate training or understanding about new systems can exacerbate resistance, creating friction between management and staff. Addressing these issues requires fostering a culture that values continuous learning, open communication, and shared vision regarding technological advancements.

Challenges Present in the Organization

One major challenge is adapting to rapid technological change while maintaining operational stability. As organizations strive to implement complex systems, they often encounter hurdles related to legacy systems, data silos, and inadequate infrastructure. Resistance from employees accustomed to traditional workflows can impede progress. Furthermore, aligning technological initiatives with organizational goals requires careful planning, resource allocation, and cultural change management (Kotter, 2012).

Another challenge pertains to ensuring data accuracy, security, and privacy. As systems become more integrated and reliant on digital data, safeguarding information becomes paramount. Misalignments between system capabilities and organizational capacity can lead to failures, data breaches, or suboptimal outcomes (Purinton & Dwivedi, 2019).

Appropriate Systems for Introduction

Choosing systems aligned with organizational needs involves considering operational goals, technological readiness, and cultural factors. Enterprise Resource Planning (ERP) systems are highly suitable for integrating core business processes across departments, enabling real-time data sharing and decision-making (Moon, 2014). ERP promotes organizational coherence, efficiency, and agility—key for complex environments.

Additionally, Business Intelligence (BI) and Data Analytics systems can provide valuable insights, support strategic planning, and foster data-driven decision-making. These systems are particularly impactful when organizations aim to enhance productivity and identify new opportunities based on comprehensive data analysis (Chen et al., 2012).

Implementing Customer Relationship Management (CRM) systems can improve customer service, streamline sales, and foster better understanding of market demands. Such systems help organizations adapt quickly to market changes and improve competitive advantage (Payne & Frow, 2013).

Systems with Greatest Impact on the Organization

Among the systems discussed, ERP and Business Intelligence systems stand out as having the most profound potential for organizational transformation. ERP systems facilitate the integration of functions such as finance, manufacturing, procurement, and human resources, thus reducing redundancies, improving data accuracy, and enhancing responsiveness (Davenport, 2013). For example, in manufacturing firms, ERP ensures seamless coordination between production schedules and inventory control, leading to reduced waste and increased efficiency (Klaus, Rosemann, & Gable, 2000).

Similarly, Business Intelligence platforms enable organizations to gather, analyze, and visualize vast amounts of data swiftly. This capability allows decision-makers to identify trends, anticipate market shifts, and optimize operations proactively (Sharma et al., 2014). When combined, ERP and BI systems can significantly improve organizational agility, competitiveness, and innovation.

Implementing these systems requires addressing cultural resistance and ensuring proper change management strategies. Training programs, executive sponsorship, and continuous communication are crucial in fostering acceptance and utilization of these technologies (Kotter, 2012). As organizations evolve into complex, data-driven entities, these systems provide the foundation for sustainable growth and efficiency improvements.

Conclusion

Understanding the cultural and behavioral dynamics of an organization is essential for successful technology integration. Challenges such as resistance to change, legacy system limitations, and data security must be proactively managed. The selection of appropriate systems like ERP and Business Intelligence platforms can greatly impact organizational performance by fostering efficiency, data-driven decision-making, and adaptability. Future success depends on aligning technological initiatives with a supportive organizational culture that values innovation, learning, and collaboration.

References

• Chen, H., Chiang, R. H. L., & Storey, V. C. (2012). Business Intelligence and Analytics: From Big Data to Big Impact. MIS Quarterly, 36(4), 1165-1188.
• Davenport, T. H. (2013). Process Innovation: Reengineering Work through Information Technology. Harvard Business Review Press.
• Klaus, H., Rosemann, M., & Gable, G. G. (2000). What is ERP? Information Systems Frontiers, 2(2), 141-162.
• Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.
• Katzenbach, J. R., & Smith, D. K. (2015). The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business Review Press.
• Moon, Y. B. (2014). Enterprise Resource Planning (ERP): A Review of the Literature and a Research Agenda. Journal of Enterprise Information Management, 27(3), 203-221.
• Pain, S., & Frow, P. (2013). Implementing a Customer Relationship Management System: An Organisational Perspective. Journal of Business Research, 66(9), 1230-1237.
• Purinton, R., & Dwivedi, Y. K. (2019). Data Security and Privacy Challenges in Digital Transformation. Journal of Digital Economy, 4(2), 112-126.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Sharma, R., Sheth, J., & Saini, R. (2014). Business Intelligence and Analytics: An Implementation Guide. Journal of Business Analytics, 1(2), 62-72.