Change Management and Addressing Resistance to Workflow Automation

Organizational Behavior
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Organizational Behavior
An assessment of "Addressing Resistance to Workflow Automation" by Dykman and Davis: A Case Study of Best Accountants PC (B-AC)
Introduction
Change management is an extremely important subject matter to be considered by organizations striving to achieve success and or competitive advantage in the free enterprise business environment. In fact, change is mandatory in most situations for organizations to survive challenges posed by the dynamic market demands and requirements as a function of leadership (Bolman, & Deal, 2013). Advances in technology are responsible for many changes witnessed by organizations. One cannot decline to accept that the adoption of newer technology comes with tremendous benefits for organizations in terms of achieving competitive advantage. All the same, workflow automation as a function of change management generally faces looming opposition from within an organization's internal environment despite its invaluable positive outcomes. It is well understood that human beings tend to be resistant to change owing to nature and other socioeconomic factors. Nevertheless, instances of change could be successful if all parameters for the same are well communicated and comprehended, with goodwill of course.
This paper analyses resistance to workflow automation within Best Accountants PC (B-AC) organization. It also recognizes the organizational frames of Structure and Human Resources, of course in consideration of the fact that personnel management and organization structure are some of the most affected areas in the event of implementing changes that alter the overall approach of a firm's routine operations.
Primarily, it is also understood that the demand for workflow automation owes much to changes in market trends on a global scale. Implementing a paperless system at B-AC meant cutting back on time and costs requirements for the organization. This in turn implied reshuffling of employees out of their comfort and regular zones. Concisely, this paper employs a look at the Structural and Human Resources frames of the organization in consideration of disruption of the existing organizational culture and arising of personal and interpersonal conflicts of interest in that respect.
Analysis
For purposes of enhancing efficiency and effectiveness of accounting and bookkeeping, B-AC decided to implement a ‘Paperless System in 2008. The company's organizational structure was very much bureaucratic at the time, this affected operation of the staff since the organizations initial information systems GoSystem RS Tax and CS Engagement had no primary central database. The fact that employees had to search over information of the entire firm to source required files at a particular instance in addition to the front-end scanning approach posed a major challenge in terms of mandate of workers at different levels within the organization. The new information system- GoFile Room Database on the other hand is well structured in terms of tasks; specifically, "tax, audit, consultation and permanent audit" (Dykman & Davis, 2012). In terms of the human resources frame on the other hand, the fact that the new system allows members of the staff to directly access documents on the go implies an increase in motivation as they feel a sense of personal responsibility and commitment.
It is unusual however, that B-AC faced resistance to workflow automation from its top management. As a centralized organization, it is likely that the top management had a hard time accepting that the new information systems allowed for enhanced delegation of duties and tasks. More specifically, the new systems made the once rigid organizational structure more flaccid yet more effective as the firm ultimately recorded an increase in billable hours. The cross functional and inter-departmental capabilities of the new information systems has proved to be a major factor for the company in regards of gaining competitive advantage over the other accounting firms in the city.
As indicated above, the senior employees of B-AC seemed much relaxed and contented with the use of the initial time-consuming systems, which involved a lot of paperwork. It is revealed by keen analysis that it was much cumbersome to generate and or develop internal analysis reports prior to the adoption of the new information systems that automated workflow at B-AC. Furthermore, this scenario depicts tha...