Communications Case Study: Personal Experience at the City of Beverly Hills

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I have been working for the City of Beverly Hills for the past 3 years. When I joined the City, they have just decided and selected a new accounting system to convert and upgrade their old system to. It is now the year 2014, they are finally in the final stages of ‘going live’ with this new business management software. The implementation was a very long process for me because I have gone through a similar process in the private sector and it took one year to fully implement a full system conversion compared to three years with this public sector. I imagine that this City is not the only one with this type of strenuous and extensive implementation process. So with this in mind what does it have to do with failed communication?
The implementation process was quite challenging. Throughout the process we encountered many communication issues internally that prolong the implementation process. Because of ineffective and shaded, most of the time, communication between managers and employees, managers and vendors, the project was more challenging that it needed to be. The environmental conditions in the City certainly have a significance and influence in the communication process.
The standard implementation process started when the contract was executed around January 2010, which is about the time I started working for the City of Beverly Hills. In our initial meeting, in my opinion the communication did not translate well from the manager to the employees. The attitudes of the employees who are part of the implementation team had a negative attitude and were contented with the current system. Many were not receptive of the change that was going to take place. Most of them simply take an indifferent attitude toward the ch...

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...rtment and have them take ownership of what they have to do to transition and implement our new system. Step by step, as we compare it to our current process tasks were assigned and deadlines were established. We collaborated and created a central location of communication where everyone can see the tasks and hand and the status of it. It is clear who is responsible for each subtasks and when it had to be done to compel our project on time. It did not completely solve our communication issues but it certainly helped us get back in track to get us to where we are at right now.

Works Cited

Aziz, K. (2003). Effective communication. Development and Learning in Organizations, 17(5), 7-9.
Gleeson, Kerry (1994). Follow through. Executive Excellence, 11(1), 13.
Hawkins, R. (1994). Overcoming negative employee attitudes. Management Development Review, 7(6), 25-26.
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