A Longitudinal Study Involving The Utilization Of A Team-Oriented Structure And An Enterprise Resource Planning Framework In A Medium-Sized Organization

Abstract

The paper provides an analysis of a custom manufacturer facing issues of growth, productivity concerns, changes in technology, competitive threats, financial management, marketing development, and internal human resource responsibilities, and the response to these issues. The paper traces the changes that took place in this medium-sized organization over a fifteen-year period in order to improve the culture of the company. The implementation of a team oriented structure utilizing an external change agent, and the reorganization of employee responsibilities in a major restructuring effort are discussed. A new enterprise resource planning system (ERP) was implemented to operate and coordinate the company. The authors analyze in detail the evolution that has taken place in the company over the last four years. The major benefits and learnings of the change are presented.