Introduction
Modern organizations are data-driven, thus obligating administrators to depend on complex software to manage daily tasks and execute business operations. As a result, most institutions are turning to complex technologies like management information systems (MIS) to aid communication and data management. Nevertheless, managers face notable challenges in the design, implementation, evaluation, and sustenance of these solutions due to various human and resource constraints. One of the most significant issues most managers deal with is change resistance, especially during the implementation stages of MIS and when upgrading software. Therefore, the following research investigates managers’ experiences in dealing with change resistance, the factors that contribute to issues, and solutions to deal with these limitations.
Background of the Research
Management information systems are an emerging technology that promises to maximize efficiency and workflows in organizations. The main aim of MIS is to provide crucial business information to aid decision-making. Depending on the functions assigned to a particular system, MIS can be used to observe market trends, monitor performance, store business data, and disburse information to various parties. Due to their complicated nature, MIS must be occasionally upgraded and taken through various troubleshooting processes to assess their effectiveness (K. Laudon, 2019; J. Laudon, 2019). In some instances, managers are obligated to change the whole program and install different software that matches all organizational needs. However, several issues arise during new MIS implementation and upgrades as most staff members experience challenges in working with these systems. As a result, the adoption of a different system facilitates change resistance, which is detrimental to the effectiveness of the workforce and institutional productivity.
Research Question and Objectives
Managers face several challenges in assuring the appropriate functioning of MIS in their institutions and their use to maximize outcomes. Therefore, the research question is ‘how do managers perceive and deal with change resistance in business institutions? Administrators are tasked with coordinating organizational processes and controlling initiatives to obtain the best outcomes. Similarly, they are responsible for catering to the well-being of staff members to ensure high morale and willingness to complete tasks (Verma et al., 2018). Thus, their experiences entail all the challenges associated with delivering on their obligations and theses presented during the process of introducing systems or advancing MIS being used by their organizations. The objective of the research is to investigate managers’ experiences with change resistance during system changes or upgrades. In this case, perceptions and experiences encompass the approaches used to note and manage change resistance.
Research Significances
The information obtained from the research is critical in informing organizational administrators of the issues associated with change resistance and how to mitigate institutions against its effects. The modern business landscape is dynamic, forcing institutions to alter their processes and inputs occasionally and make changes to adapt to industry trends (Shirish & Batuekueno, 2021). Therefore, change is inevitable but can either produce positive or negative outcomes depending on the approaches adopted. Thus, the research provides information to managers, educators, trainers, and students on how to tackle issues of change resistance when introducing updated MIS in their institutions. Similarly, the information can be used by professionals who experience these issues within their teams. Moreover, it can guide policy development and strategies to limit change resistance in other organizational departments.
Literature Review
The following literature review obtains information from peer-reviewed academic journals, books, and online publications that discuss MIS issues and the challenges managers face when installing or upgrading MIS systems. This part of the research discusses notable themes in various organizations according to research conducted across organizations in different fields. These themes will form the framework of the research and help address gaps in MIS installation and upgrade.
MIS and Organizations
The core function of management information systems is to help managers make better decisions. Business institutions and information systems influence each other in that information systems are developed by organizations to help advance processes by maximizing efficiency (Stair & Reynolds, 2020). An organization and its managers should be aware of the impact of information systems on the business and operations so that they can use them to serve the institution’s interests. Therefore, managers should build MIS according to organizational needs while taking advantage of new technologies to enhance their usability. Verma et al., (2018) suggest that the interaction between business organizations and information technology is complex because it is exposed to several internal and external business factors like the organization’s structure, culture, politics, management decisions, and the surrounding environment. Thus, managers can successfully implement systems and allocate resources to oversee their appropriate functioning but fail to deliver because of staff or organizational issues (Stair & Reynolds, 2020). Hence, the best way to ensure the functionality and usability of information systems is by comprehensively addressing all issues that might interfere with the system.
The Need to Occasionally Update MIS Systems
The technological world is fast-paced as advanced scientific methods allow developers and scientists to come up with more convenient solutions to handle various issues. Additionally, the ultimate aim of organizations is to expand and ensure long-term sustainability. As a result, they often adopt better strategies to achieve their missions and create departments to accommodate the changes. Since these alterations come with demands and new data, including financial information and general institutional records, institutions apply changes across all departments to ensure interoperability and smooth functioning (Barth & Koch, 2019). Similarly, organizational managers and staff members are also obligated to change from the normal activities to incorporate the changes. Thus, these processes may involve adopting new information management systems that contain all the required features to support operations.
Managers and administrators are also in charge of troubleshooting information system software to ensure that it possesses the appropriate functionality to meet organizational needs. An IT system should utilize all features and functions possible to make it interoperable and efficient in executing instructions (K. Laudon, 2019; J. Laudon, 2019). Thus, managers should check if the system can make use of instant messaging options, video, and voice messaging, and Chabot technologies to enhance reliability. If the system lacks in some areas, the manager can choose to seek assistance from developers or change the whole system for a better version or service provider who can cater to the issues. Nevertheless, the process is complicated and often adopted as the last option. Some managers opt to go through with installing a new system, training employees on how to use the system, and evaluating its performance. However, failure to select a dependable system from trustworthy distributors can introduce several challenges that may stall business processes. Some of these challenges include change resistance, incompatibility with existing systems, and bugs that prevent the system’s functionality (Shirish & Batuekueno, 2021). Therefore, managers and administrators should acknowledge these issues and plan before making such changes.
Change Resistance and Associated Issues in MIS Implementation
Computer-based information management systems dictate the responsibilities of individuals in organizations and assist in developing a communication and leadership hierarchy. Therefore, changing these setups can significantly alter staff’s duties and institutional cultures. Moreover, changes can influence employees’ interpersonal relationships and their workplace attitudes. In turn, the employees can develop change resistance, perceived as an outcome of increasing difficulties to handle the new responsibilities (Shankar & Nigam, 2021). Thus, managers should always understand how alterations to information systems can affect the institution’s social structures and work life. If managers do not acknowledge these aspects, they may fail because of misaligned priorities and ineffective channels to ensure smooth operations. Ultimately, the implications will reflect in the institutions’ performance, turnover rates, and the levels of conflict within the organization. Hence, looking out for these indicators can help managers determine the causes and apply more acceptable MIS solutions.
Organizational change is stressful and cumbersome, encouraging people to avoid it at any cost. According to Baballe & Bello, (2021), positive changes like promotions can be met by resistance as an individual may fear the pain, anguish, and increased responsibilities of a particular position. Likewise, shifts that alter organizational processes are at risk of resistance as they may require an adjustment period depending on their complexity. Change resistance is also known as organizational inertia because it is characterized by sustaining a particular status quo while limiting progress and stalling development. Shirish & Batuekueno, (2021) suggests that change resistance is an attribute of centralized organizational cultures where employees work well as units and have established cohesion. Group norms are difficult to alter because they can disrupt organizational structures. However, there are several solutions that managers can adopt regardless of their organization’s culture to effect proper response.
Role of Managers in Dealing with Change Resistance
Employees are key agents of change and sustainable development in organizations. As a result, managers cannot design and implement new MIS without understanding the value of existing systems and how the changes will affect the organization. Therefore, it is advisable to involve employees in the change process to enable them to contribute and appreciate the initiatives (Shankar & Nigam, 2021). In addition, managers should prepare staff members for changes before applying them as this may help to prevent disruptions. Employee involvement entails creating awareness of the need to improve systems (Barth & Koch, 2019). As a result, individuals in the institution will embrace the changes and make an effort to understand how the updated MIS works. Similarly, negotiation and agreeing on the best way forward is a solution to limit change resistance. Although managers have the authority to amend MIS and adopt better approaches to achieving organizational objectives, they might not apply initiatives that benefit everyone in the organization. Hence, it is advisable to negotiate with staff members and settle on a plausible course of action.
Although there are several evidence-based techniques to ensure that employees are less resistant to changes associated with MIS implementation and upgrades, institutional environments are diverse and complicated. In addition, several factors have changed with the increased access to informational devices in human populations. Therefore, the challenges that managers experience are also different across organizations. On that account, it is vital to investigate managers’ experiences and how they deal with change resistance in organizations. This information is critical as it can assist managers to examine their approaches and associate them with employees’ behaviors. Subsequently, they will be better positioned to prepare staff members by acknowledging the most relevant issues that can influence change.
Research Description
Research Methods
The research adopts a qualitative study approach that involves the use of questionnaires and audio recordings to obtain phenomenological information from managers in various fields. Qualitative approaches involve collecting non-numerical data sets from various resources and analyzing them for similarities and correlations (Harris et al., 2019). On the other hand, phenomenological techniques investigate various factors according to individuals’ experiences. Since managers’ behaviors, thought processes, and opinions are abstract and impossible to evaluate using numerals, a qualitative research method is relevant for the study as helps identify similar themes. Moreover, the approach is cost-effective and convenient as it does not require the direct engagement of the researcher.
Population and Sampling
The research sought to obtain information from experienced individuals in the field. Therefore, it adopted a snowball sampling method to identify top managers and administrators in established organizations due to their rare traits (Harris et al., 2019). However, the research limited the participants to organizations that worked with MIS and professionals with first-hand information on how these technologies impact the workforce. As a result, the study found 20 individuals who met the criteria but only 12 individuals participated in the interviews as others were not available during the scheduled date to complete the questionnaire and submit their audio recordings. Nevertheless, the study population was reliable in providing the required information to address the research problem.
Data Collection and the Study Process
The researcher collected data using open-ended questionnaires where respondents were asked to provide their answers in the form of audio recordings. The questionnaires were sent out to the participants’ emails and they were provided with instructions on how to complete the questionnaire. The respondents were also given a guide with instructions on how to record audio notes using their computers or mobile devices. Moreover, they had the option of participating in the interview online using software applications like Whatsapp and Skype voice messaging. The research met all the ethical guidelines and observed privacy and confidentiality regulations. In addition, all respondents assured their consent and permission to use the information for the study.
Data Analysis
The received data was stored and grouped according to the fields where the managers operated. These groups included healthcare, retail, supply chain and logistics, and manufacturing, with all sectors having three respondents. Subsequently, the researcher analyzed data by transcription and coding to note down the observable themes. Following these developments, the information was tabled into charts and graphs.
Hypothesis
The researcher proposed the following hypotheses:
- Change resistance is a result of insufficient skills and misunderstanding
- Change resistance is unavoidable but can be limited
- Assigning employee roles in the alterations helps in diminishing resistance
Thus, the study aimed at finding out managers’ opinions regarding these factors to support or refute the hypotheses.
Research Discussion
Results and Findings
A majority of the respondents supported that system complexity is one of the main contributors to change resistance during the implementation and upgrading of MIS. According to the responses, employees are more likely to reject certain changes in the system if they find difficulties in executing their responsibilities using these systems. Thus, it is reasonable to conclude that unfamiliarity with how systems operate facilitates resistance due to increased stress in delivering on objectives. In addition, most of the respondents suggested that they experienced change resistance when staff members did not understand why they made the changes. Therefore, the results support that resistance to change is an attribute of insufficient skills in using various systems and the lack of understanding of their potential benefits.
When asked whether they have ever set strategies to avoid change resistance, most respondents answered that there is no comprehensive solution to avoid resistance to change in organizations. One respondent noted that organizations are subjected to change because of their dependence on their environment and other factors. Therefore, although managers can adopt various approaches to avoid change resistance, occasional changes are not always welcomed by all parties in institutions. However, there are evidence-based solutions such as including staff in decision-making to allow progressive acceptance of the change. Nevertheless, the levels of change and affected individuals determine effective strategies to deal with resistance. Thus, the responses support that change resistance is inevitable but diminishable using effective strategies.
Although managers are in control of organizational operations and are accountable for outcomes, the respondents suggested that employees are more essential in institutions as they keep things running. Therefore, they supported that engaging employees throughout the process are critical to realizing positive results because they will acknowledge the value of the alterations. A majority of managers suggested that non-inclusion facilitated sudden shifts in processes and staff responsibilities, thus encouraging resistance. However, preparedness proved to work in various circumstances including in changing workflows and staff positions. Thus, assigning employees critical roles in the change process can help them familiarize themselves with its requirements.
Means of Application and Dissemination of Findings
Change resistance is a phenomenon that is notable across all organizations that apply technological solutions to run processes. Therefore, the information obtained from the research can be used to improve institutional outcomes by guiding policy-making and designing strategies to prevent prolonged resistance. Additionally, managers rely on evidence-based practices to enhance their performance (K. Laudon, 2019; J. Laudon, 2019). Thus, they can apply the research recommendations to build an effective workforce. The researcher opted to disseminate the information through online channels since they are reliable for reaching many people and ensuring unlimited access. Similarly, the information was sent to the respondents who were allowed to share the data with their peers and other shareholders in the management field.
Conclusion and Recommendations
Management information systems are crucial to the smooth running of organizational processes. As a result, their successful implementation is vital to the success of organizations. In addition, making changes to MIS is necessary because of unprecedented technological changes and a dynamic business environment. However, managers face unique challenges when upgrading or implementing new MIS because of limited resources and human factors. Change resistance is one of the most detrimental reparations of alterations to systems due to various issues. According to the research, change resistance is prevalent in environments where staff members are not engaged, lack awareness of the need for the system, and are unfamiliar with how to use the system. However, change resistance can be reduced using evidence-based strategies like creating awareness. In addition, it is critical to engage workers in the planning, development, and execution stages so that they can familiarize themselves with the initiatives and how to deal with associated issues.
Plans for Continuing Research
Change resistance is a human factor of organizations largely influenced by individuals’ thought processes and willingness to handle strenuous tasks. Therefore, there is still a question of whether scientific approaches like conditioning can be used to limit change resistance because it majorly lies in individuals’ thought processes. Hence, a recommendation for continuing research is to involve various researchers to conduct studies on the effectiveness of psychological approaches to change resistance. Results obtained from such studies can guide managers into adopting more sophisticated methods to solve change resistance.
References
Baballe, M. A., & Bello, M. I. (2021). Impact and challenges of implementing management information system. Global Journal of Research in Engineering & Computer Sciences, 1(2), 27-31. Web.
Barth, C., & Koch, S. (2019). Critical success factors in ERP upgrade projects. Industrial Management & Data Systems, 119(4). Web.
Harris, D. E., Holyfield, L., Jones, L., Ellis, R., & Neal, J. (2019). Research methods. In Spiritually and developmentally mature leadership (pp. 57-65). Springer, Cham.
Laudon, K. C., & Laudon J. P. (2019). Management Information Systems: Managing the Digital Firm (16th ed.). Pearson.
Verma, S., Bhattacharyya, S. S., & Kumar, S. (2018). An extension of the technology acceptance model in the big data analytics system implementation environment. Information Processing & Management, 54(5), 791-806. Web.
Shankar, A., & Nigam, A. (2021). Explaining resistance intention towards mobile HRM application: the dark side of technology adoption. International Journal of Manpower, 43(1), 206-225. Web.
Shirish, A., & Batuekueno, L. (2021). Technology renewal, user resistance, user adoption: status quo bias theory revisited. Journal of Organizational Change Management, 34(5), 874-893. Web.
Stair, R., & Reynolds, G. (2020). Principles of information systems. Cengage Learning.