Microsoft Dynamics: Effects of Organizational Structure on Implementation
Natalia Ndahambelela Haukongo International University of Management (IUM) E-mail: [email protected] Mabeifam UjakpaInternational University of Management (IUM)E-mail: [email protected]
The use of Microsoft Dynamics has led to its use and support of organizational operations worldwide and has immense productivity and it’s imposition in organizations has made jobs easy and effective.This research study seeks to investigate the effects of Microsoft Dynamics on Organizational culture on implementation adoption of Microsoft Dynamics and the relationship that leads tothe change of principles and methods of working in an organization.
Microsoft, Dynamics, Organizational Culture, Implementation
1 INTRODUCTION1.1 BackgroundMicrosoft Dynamics has grown in popularity with all types of businesses and organizationsbecause of its ease of use and effectiveness as a traditional Customer Relationship Management application and Microsoft dynamics forms part of Microsoft Business Solutions and can be used with other Microsoft Programs such as Outlook and Office 365. However, Microsoft Dynamics CRM encompasses much more, and it is a framework for easy-to-use, flexible, innovative, and collaborative business solutions that are created more quickly and cost effectively than if they were built using traditional development approaches. Additionally, culture being what defines an operation; organizational culture refers to organizational behaviour and related discipline of management in its lines of communication and its means of channelling authority and making decisions within the organization.
The experimental evidence suggests that organizational culture as conceptualized by the competing values’ framework in?uences an organizations effectiveness (Cameron and Freeman, 1991; Quinn and Spreitzer, 1991).
Although CRM implementations can affect organizational culture and organizational culture often affects system implementation, CRM systems are controlled according to industrial norms and when the organization needs to use the system, the change process often necessitates the working method to be changed to coordinate Microsoft Dynamics principles. The dynamics organizational culture comprising the factors of development or entrepreneurial orientation, social orientation and decentralization results in organizational culture shifting and rather conforming to the adopted operations and functionalities that changes the organization existing preventing a faster development of entrepreneurial orientation. This research therefore aims to examine and investigate the role of organizational culture in the successful implementation of CRM systems.
2 OBJECTIVESMicrosoft Dynamics adoption is according to relevance to business and because speed deployment and broad functionalities. This research will:
Gauge as to what lengths Microsoft Dynamics has been adopted and how it has influenced operations within organizations.
Examine the existing procurement Microsoft Dynamics CRM practices.
Investigate the success of CRM systems on implementation and how it has changed organizational culture.
The aim of this research is to investigate the effects Microsoft Dynamics on organizational culture and organizational operations.
4. PROBLEM STATEMENT
Although Microsoft Dynamics comes with exceptional benefits, Microsoft CRM has no business process routing, it lags in aiding social strategies to better engage prospects. Adoption of Dynamics change dynamics of organizations, operational norms and structure changes and the imposition/implementation often fails in the long run because of the shift to suite Microsoft Dynamics discipline.