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论文作者:www.51lunwen.org论文属性:硕士毕业论文 dissertation登出时间:2014-09-12编辑:felicia点击率:24087
论文字数:10512论文编号:org201409120725567464语种:英语 English地区:美国价格:免费论文
关键词:会计流程SAP培训企业资源规划系统SAP training satisfaction inaccounting processesEnterprise resource planning
摘要:本文是一篇会计学留学论文。会计学是一门相对复杂的学科,很多留学海外的学生初写会计学留学论文的时候不能把握论文的中心和主题,导致出现论点不突出,论据不充分的现象。本文为这些学生提供一篇优秀的范文指导,让学生不再担心会计学留学论文的写作。
Unfortunately, ERP cannot meet 100 percent of the company’s needs. As conclude by Willis and Willis-Brown (2002) pp. 38, ERP is not an “end all” and “be all”. If ERP did not meet the company’s requirement, they should not spend excessive time and money, trying hard to fit the business to ERP. Another way round solution is the companies should be willing to change the business operations to fit with the ERP (Nah et al., 2001, Willis and Willis-Brown; 2002; Kim et al.; 2005; Hong Seng Woo, 2007). In ERP implementation project, it is unavoidable that business process is shaped to fit the new ERP system (Nah et al., 2001). This is also called BPR, where companies restructure business process by improving critical operations, eliminating inefficient and non-value added processes (Mustacello and Chen, 2008; Finney and Corbett, 2007). The major concern from companies point of view is aligning the business process to the software implementation is critical (Nah et al., 2001; Finney and Corbett, 2007), that any defective or disparity may lead to malfunction of ERP. Willis and Willis-Brown (2002) suggest ERP must be extended beyond the traditional boundaries to grab the true value of what exactly the system can provide. While significant result has been found between the BPR and the likelihood of ERP success (Mustacello and Chen, 2008), companies who are able to adapt to the new ERP system (i.e. involving BPR), may make performance gains (Kim et al.; 2005).
(Get feedback and carry out monitoring and evaluating performance) Any project is considered incomplete without allowance for feedback and post evaluation (Nah et al., 2001; Finney and Corbett, 2007). Again, top management support is needed during this activity. The assessment should have a cross check with goals set up earlier. Performance measures are very much needed to aid the evaluating process (Finney and Corbett, 2007).
The need of ERP training
Basically, all the integration and diverse ERP functionality does not matter if users cannot figure out how to use the system and extract the information in a meaningful format (Willis and Willis-Brown, 2002, Atul Gupta, 2000, Pijpers and Montfort (2006). The system is installed and ready to use, but no one in the organization knows how to use it as the staffs experienced scarcity in training (Bradley and Lee, 2007).
Training plays a major role in ERP implementation and go-live stage, especially if a company encountered great BPR (Bradley and Lee, 2007). Responses to open ended questions at the end of the survey of Bradley and Lee (2007) supported the significant of training. The question asked opinion on how to smoothen the implementation process. Among the answers are:
Training and updating employees to the status of (implementation) process
More training in all departments
More training, more info to end users earlier in the process
More training and more testing before putting this system on line
Training would be nice
Don’t implement a system unle本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。