Analysis of E-Driving Licensing System - Example

Name: Professor: Institution: Course: Date: Introduction When looking at most of the world’s primordial progress and ethnic groups, the Middle East is considered to be in charge. In a country like Saudi Arabia such civilizations are found to have government structures that are full of complexity, of which are directed towards the development of different bureaucracies and also some of the most basic intelligence societies (Leavitt, 2005, p.397). In Saudi Arabia, the Public Security Police is the central agency for national law enforcement, and it is committed to the aspect of maintaining national security and the public safety. Working with thousands of employees, the government Saudi is doing everything to ensure that security is enhanced within all communities, and this is being achieved through the critical process of maintaining several law enforcement agencies that have connections with the intelligence society. As a security organization, the Public Security Police normally investigates apprehensive activities, carry out anti-crime and anti-terrorism surveillance, and also the organization has different operational units that are designed to take part in different security operations and other existing political intelligence (Black & Edwards, 2000, pp.568-574). Working with large number of communities is one of the most challenging things that the organization face, but this does not stop it from issuing out its mandate when it comes to matters of security. As part of security enhancement strategy implementation, the Public Security Police organization is working towards implementation of changes in the traffic license system. The E-driving License system selected for implementation is a smart card based solution that is portably designed to be applied within the Regional Transport Office of all interested states, and in this case it is applicable to the Public Security Police organization of Saudi Arabia (Cravens, Piercy & Shipp, 2006, p.205). Literature Review As earlier explained, working with large number of communities is one of the most challenging things that the organization face, but this does not stop it from issuing out its mandate when it comes to matters of security. As part of security enhancement strategy implementation, the Public Security Police organization is working towards implementation of changes in the traffic license system (Zachman, 2007, p.276). Therefore, changes in the e-Driving license system are significant change that is supposed to be initiated within the identified department. The selected system for implementation is a smart card based solution that is portably designed to be applied within the Regional Transport Office of all interested states, and in this case it is applicable to the Public Security Police organization of Saudi Arabia (Enquist & Holmqvist, 2003, p.257). A small degree of resistance to change is considered to being normal especially when it is the first time that such change is being implemented in Saudi Arabia. Such resistance is expected because change is a concept that is disruptive and stressful. Furthermore, a small degree of doubt is still considered to be normal especially in the case where there are traces of shortcomings within the proposed changes (Leavitt, 2005, p.404). On the other hand, having resistance within the process of change will normally obstruct the expected achievement within the organizational objectives. Therefore, to comprehensively understand the basic reasons as to why change is restricted, there is need to revisit Kotter and Schlesinger’s basic causes for change resistance in various organizations (Magnusson & Nilsson, 2003, p.180). a. Parochial self interest In this case individuals are more apprehensive with the implications that are directed towards themselves and no other course. This consists of individuals who do not think beyond their status quo and the communal benefits, but rather themselves (King & Sethi, 2001, p.215). b. Misunderstanding Misunderstanding may be in the form communications issues and the personal related problems or interests. It can also come in the form of having inadequate information in relation to the expected changes (Black & Edwards, 2000, pp.567). c. Low tolerance of change Low tolerance of change is brought about by sense of insecurity and different assessment of the overall situation. This can turn out to be a serious case especially when dealing with a group of individuals who are impatient and curious about the expected change (Hoffman, 2008, p.32). d. Disagreement over the need to have change This consists of the expected disagreement that may come over a number advantages and disadvantages related to the identified change (Cravens, Piercy & Shipp, 2006, p.206). Change Identification Electronic traffic license system as a part of e-government project consists of a smart card that can be used to provide the required identification, application processing, data storage, and authentication applications. The need for change has been derived from the significant benefits, which are directly connected to the identified volume of information and the significant applications that are designed to enhance service delivery in the security organization. The reason why this change is being implemented in the Public Security Police organization is because the Saudi Arabian traffic department has agreed to change the existing employees work process for the purpose of matching with the e- government. This change is considered to be part of the strategy that is foreseeing the development the organization to have better performance (Magnusson & Nilsson, 2003, p.102). Preparations for the Change In order for change management to be applied in the selected department, first there must be a desire to have change being implemented. This indicates that there is need to have a formal and well defined change as the main input to be initiated to the change management process that can be managed, and this is supposed to be considered over the aspect of just having visions or objectives to run a project (Zachman, 2007, p.280). The relationship between manager and employees The current relationship between the department managers and employees is considered to be on good basis as communication between mid-management and employees has not been experiencing any mishaps. The role of manager for preparing the change a. As a change communicator In the identified change management in the traffic department, managers have a big role when it comes to communicating messages concerning the initiated change to concerned parties. In this Public Security department, communication is supposed to start from top management to employees, and managers provide significant data and information concerning the reaction of employees to the initiated change in the department (Sowa & Zachman, 2002, p.591). b. Coaching roles There are two significant coaching roles that are directed towards change managers, as explained in the Prosci change management methodology: one of it is the group coaching activities where information about the selected change is provided, and employees are taught about the ADKAR model and its exercise facilitated to all participating in the change process. Another coaching role is the individual coaching activities, where all concerned activities are carried out in a one-on-one situation. This type of coaching is considered to be more interactive, as managers normally apply multiple sessions when communicating with employees, particularly on matters proving to be barriers to change (Riyadh, 2005, p.87). c. For resistance management When organizational change is initiated, the first thing that comes in mind is the possible resistance, as individuals are taken to being naturally scared of the unknown and probably comfortable with the status quo. Therefore, in the existing formal change management process, change managers are supposed to determine the possible resistance from both the employees and the affected group. Despite the fact that change management preparation normally does consists of different strategies designed to mitigate some resistance, it is advised that change managers are supposed to play a significant role in identifying and finally managing different resistance arising when change is being implemented (Leavitt, 2005, p.401). The role of employees for preparing the change The employees have a role of ensuring that communication concerning the initiated change is well understood, especially when being passed or shared from the top management team. They can do this by providing feedback that will be used by managers in initiating possible changes in the change process. The role of communication between Managers and Employees Communication managers and employees should be designed in a comprehensive way of enabling them to share the right messages concerning the implementation of change process effectively within the required time frame. Therefore, for effective communication structures to happen, the planning should, therefore, consider starting on a comprehensive analysis of the audiences to be affected, significant information to be communicated and the efficient timing for exchanged information. The designed communication plan has a significant role of addresses the needs of the managers and employees (Bernus & Nemes, 2006, p.180). What possible barriers might arise of that change on managers The following are some of the possible barriers that may a rise to change in relation to employees’ participation in the change process. Failure to accept the identified need for change Insecurity Liking for the status quo Different ambitions of individuals Fear of unknown and loss of power Redundancy in working attitude What possible barriers might arise of that change on employees The following are some of the possible barriers that may a rise to change in relation to employees’ participation in the change process. Sticking to organizational tradition and set patterns Strict loyalty to existing relationships within the organization Failure to accept the need for change Break up of the current work groups Fear of unknown, loss of skills, and loss of income Incapability to perform as expected within the changed and implemented situation Managing Change as Project Managing change is the most critical stage in the overall change management process for the e-Driver’s License system. To effectively achieve the identified and set objectives of the system, a better and suitable approach for project management and methodology should be employed, and this consists of a streamlined change management process, which is Prosci change management methodology. The process of managing change in the e-Driver’s License system consist of a sequence of steps that a team selected for managing change are supposed to follow in project implementation. Based on the research carried out by Prosci on effective and frequently applied change, the following three phases are the most processes used in change management (Black & Edwards, 2000, pp.573). The impact of the approach on the Organization Effective application and systematic following of change management process will enhance communication planning within the organizational structures. Initially, most of the managers do take for granted that clear communication with their employees stops the moment everything is over. This is described to be wrong by this approach since most of employees may not understand what has been put across unless communication between them with the top management team is kept consistent. The reason to this is that each employee has a different level of readiness to respond on many issues and it depends on a number of factors (Simon, 2002, p.472). To have an effective communication taking place, there are three components that are supposed to be considered, and that is the audience; the message being communicated; and when to communicate the message. For instance, the initial step in change management is creating awareness over the overall need for having change and also developing a desire of having such change among employees within an organization. In this case, initial communications are normally developed with an aim of creating awareness over the critical business motivations for having such changes and the possible risk that may be associated with the failure of implementing such changes (Enquist & Magoulas, 2000, pp.46-48). This means that communication is significant in the overall process of implementing the desired change in the Public Security Police of Saudi Arabia, especially when the focus is towards the realization of the identified impacts in the whole system. The selected project management methodologies are beneficial for traffic department since they consist of readiness assessment tools that are applied by a change management team within the traffic department in assessing the current readiness of an organization to change. This involves the aspects of change assessments, organizational assessments, employee assessments, organization history and culture assessments, sponsor assessments (Huber, 2007, p.102). This has qualified the approach to be effective to the traffic department since each identified tool provides insights into the existing challenges and opportunities that the project management team is positioned to experience during the process of change. The following are reasons as to why the approach is applicable to the traffic department (Bernus, 2008, p.37): a. Helps in determining if it is the radical or gradual change that is desired within the department, hence it is a better way of assessing the overall scope of the change to be initiated within the traffic department. b. Effective at assessing the readiness of the organization towards the changes to be impacted in its processes, thus giving value to the overall change process approach. c. It is clear in assessing possible strengths and weaknesses of the selected change management team within the traffic department. d. It is effective in assessing the change sponsors and taking the first steps in enabling them to effectively be in charge over the change process within the department. Positive Attribute of the Approach to Change Management Through this approach, training and development is greatly enhanced, which is considered to be the foundation for developing practical knowledge about the change that is required to be implemented within the security department. Training requirements that are based on the acquired skills, knowledge and individual behaviors will be developed by the selected project team for the purpose implementing the required change in the organization (Riyadh, 2005, p.92). Negative Attribute of the Approach to Change Management The approach is believed to take a long period of time from the initiation of the project, to implementation, evaluation, and sustenance phases. This is considered to be a threat especially to individuals who are impatient and have many expectations than the suggested timeline of the change process (Cravens, Piercy & Shipp, 2006, p.202). Risks Associated with the approach. The following are the identified risks associated with the application of the above approach in change management processes. a. Resistance to change Resistance to change from staff members and the targeted group is considered to be a normal thing to happen in any change processes. It is the main reason as to why most of the change processes fail to take place, as many people fear change. On the other hand employees may turn out to be unenthusiastic to stand there and watch their familiar processes and other related applications being eliminated (Checkland, 2009, p.275). Despite the fact that resistance to change is considered to be a normal thing to happen in change management processes, persistent resistance; is however, taken to be a huge threat to the progress of the identified project. Therefore, the team selected for change management is supposed to identify, be able to comprehend and finally manage resistance happening throughout the department. This can be achieved through the following ways: first, allowing the employees to see that the management part of the team is entirely committed to the success of change in the department. Another way is clearly communicating the change vision to all participating and concerned parties, as sometime the resistance to change is brought about by the fear of unknown (Sowa & Zachman, 2002, p.594). b. Risk of Scope Creep This is a risk that involves the overall scope of the selected project turning bigger each and every time. This risk is considered to be a huge a threat when it comes to change management situations, particularly in changes that are sudden and need to be impacted over a wider scope within the organizational structure. For the purpose of making sure that change management process is clear and effective, there is need to avoid scope creep risk, and this can be achieved through clear communication of the change scope to all individuals affected and those participating in the change management process (Bernus, 2007, p.137). Conclusion and recommendation The selected e-Driver’s License system has been designed for the purpose of reducing the occurrence of car-related tragedies by alerting the police officers about the history of the driver. This is projected to be effective since inside the e-Driver’s License there is a microprocessor that is designed to store data of a driver; including the owner’s identity, vehicle registration number, pollution control certification status, and the insurance details. When it comes to car theft, the appliance also contains a number security features that are designed to assist in curbing such cases, something that is considered to be a significant contributing aspect to frequent car accidents. Since the main objective for such change to e-government is to increase the public sector’s competence and performance, it is of significance that the Saudi government that it initiates the electronic government program. The following are some of the recommendations that are suggested to be implemented in line with the e-Driver’s License system. 1. Enhance the automation of the existing e-Driver’s License system to simulation. This is projected to improve on the overall security within the whole state. 2. Inclusion of the billing information and procedures in the future, and in this case, the feature for deleting an expired license should be developed. Reference Black & Edwards. (2000). Emergence of virtual network organizations: fad or feature. Journal of Organizational Change Management,13(6): 567-576. Cravens, D. W., Piercy, N. F., & Shipp, S. H. (2006). New organizational forms. The network paradigm. British journal of management, 7: 203-218 Gulati, R. (2008). Alliances and networks. Strategic management journal, 19: 293-317. Riyadh, (2005). Supportingplansand methodologies: Change managementstrategy: e-Government Program. Enquist, H., Magnusson, J. & Nilsson, A. (2004). Change Management Implications for Network Organizations: Proceedings of the 37th Hawaii International Conference on System Sciences – Salancik, G. R. (2005). WANTED: A good network theory of network organization. Administrative Science Quarterly. 40: 345-49. Enquist, H., Holmqvist, M. (2003). Enterprise Wide Development. HICSS, 2003: 257 Enquist, H. and T. Magoulas. (2000). Towards a model for architectural coordination of business and IT perspective. Proceedings IRMA 2000, Anchorage, Alaska. Magnusson, J. and Nilsson, A. (2003). SME Network Taxonomy –A qualitative study of network practice in the EU. Proceedings of the 14th Information Resource Management Association Conference. Magnusson, J. and Nilsson, A. (2003). To facilitate or intervene. Journal of Knowledge Management Practice. In the knowledge Garden, 4, 2003. Enquist, H., Magnusson, J. and Nilsson, A. (2003). ICT Design implications in SME Networks. Proc. of 11th ECIS Conference. Simon, H. A. (2002). “The Architecture of Complexity.” Proceedings of the American Philosophical Society 106(6): 467-482. Leavitt, L.J. (2005). Applied Organizational Change in Industry. Handbook of Organizations. J.G. March. Chicaago, Rand McNally. Churchman, C. W. (2001). The Designof Inquiring Systems: Basic Concepts of Systems and Organization, Basic Books, Inc., Publisher. Huber, G. P. (2007). The Information Environments of Organizations. Handbook of Organizational Communication. F. M. Jablin, L. L. Putnam, K. H. Robots and L. W. Porter, Sage. Zachman, J. A. (2007). “A Framework for Information Systems Architecture.” IBM Systems Journal 26(3): 276-292. Hoffman, T. (2008). Corporate Information Systems Strategy. Information Systems in Practice and Theory. P. Pirow, N. Duffy and J. Ford, Elsevier Science Publishers B.V. (North-Holland): 28-56. Checkland, P. (2009). Soft Systems Methodology. Human Systems Management. Vol. 8, No. 4:273 – 289. Sowa, J. F. and J. A. Zachman (2002). “Extending and Formalizing the Framework for Information Systems Architecture.” IBM Systems Journal 31(3): 590-616. Bernus, P., Nemes,L (2006). “A Framework to Define a Generic Enterprise Reference Architecture and Methodology.” Computer Integrated Manufacturing Systems 9,3 (July 2006) 9(3): 179-191 Bernus.P., N., L (2007). “Requirements of the Generic Enterprise Reference Architecture and Methodology.” Annual Reviews in Control, 21: 125-136. Bernus, P. (2008). “GERAM: Generalised Enterpries Reference Architecture and Methodology version 1.6.2 IFIP-IFAC task Force.”. King, W. R. and V. Sethi (2001). “Patterns in the organization of transnational information systems.” Information & Management, 38: 201-215. Read More