How to Use and Conjugate Plurals of German Nouns

In English, its simple: just add an -s or -es to form the plural of a noun. In German, however, it is a little more complex. Not only do you have to deal with changing everything that precedes a noun when you pluralize it, but now you are faced with at least five choices to change the noun into! But do not despair, you can either a) memorize the plural of a noun or b) follow the guidelines for the five main groups of plural formation, which we have listed below. We suggest you do both. In time and with a little practice, youll be able to get the natural feel for noun plural formation. The Different Plural Nouns The main groups of plural noun formation are as follows: Plural Nouns With -E Endings: Most German nouns that consist of one syllable will add -e to form plurals in all grammatical cases. EXCEPTION: in the dative -en is used. Some nouns will also have umlaut changes. Plural Nouns With -ER Endings: Nouns in this group add –er when plural (-ern in the dative case) and are always either masculine or neuter. There may be some umlaut changes. Plural Nouns With -N/EN Endings: These nouns add either –n or –en to form the plural in all four cases. They are mostly feminine and have no umlaut changes. Plural Nouns With -S Endings: Similar to English, these nouns add an –s in plural form. They are mostly of foreign origin and have therefore no umlaut changes. Plural Nouns With No End Changes: Nouns in this group do not change their word endings in the plural, except for in the dative case where -n is added. There might be some umlaut changes. Most nouns in this group are either neuter or masculine and usually contain one of the following endings: -chen, -lein, -el, -en or -er.

The Character of Achilles in Homers Illiad Essay

For centuries now, the character of Achilleus, the great Achaean warrior, has been a subject of major debate among those studying Homers classic epic The Iliad. Ironically, though there is very little physical description of Achilleus in The Iliad, he is perhaps the most thoroughly developed character in the epic. It seems as though Achilleus has a tendency to make a very strong impression on the reader, and often a bad one at that. Those who dislike Achilleus in particular attack his overpowering sense of personal pride, or hubris, in Greek terminology, as demonstrated fully in his actions thought the epic. However, those who sympathize with him are able to see the characters nobility, even despite his stubborn tendencies. He is not†¦show more content†¦Zeus obliges, and the Achaean forces are slaughtered left and right. Then, when Agamemnon realizes his mistake and apologizes, saying I was mad, I myself will not deny it (9.116) and makes a genuine plea to Achilleus to save the Achaean troops, Achilleus does not listen. Agamemnon offers him land, gold, Briseis returned, and his own daughters hand in marriage, and Achilleus still refuses to help. He is content to continue nursing his wounded ego as his friends are being killed by the thousands. Even as the war rages on, and Achilleus actually wants to reenter the battle, his obstinate pride refuses to let him do so unless his own safety is threatened by the fighting. As he recounts, Still I said I would not give over my anger until that time came / when the fighting with all it clamor came to my own ships (16.62-3). Even arguing that a reader cannot understand Achilleus because of cultural differences does not justify him at this point. The manner in which Achilleus deals with this particular situation also brings to light another of his character flaws- a definite tendency towards childishness and immaturity. This is especially apparent in his complete refusal to accept Agamemnons apology. He has no sense of perspective and cannot see the larger picture of what he is doing to all his friends. Odysseus himself accuses Achilleus of being childish and closed-minded, saying Fail us now? What grief it will be to you / through all the years toShow MoreRelatedThe Fury of Achiles in Homers Illiad and Ovids Metamorphoses1066 Words   |  4 PagesAchilles Through the stories in both Homers Illiad and Ovids Metamorphoses one can see the power and the fury of Achilles, one greatest Greek warriors in the Trojan War. In Homers Illiad, Homer illustrates the battle between Achilles Hector, who was the Prince of Troy. In Ovids Metamorphoses, Ovid illustrates the battle between Achilles and Cycnus, who is the son of Neptune. 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Some scholars are adamant thatRead MoreThe Aeneid is a poem written by the ancient Roman poet Virgil during the height of the Roman900 Words   |  4 Pagespeople away from Troy and on a journey to eventually found Rome. In the Aeneid, Virgil asserts the importance of one’s commitment to duty, and this assertion reveals that ancient Romans valued and admired one†™s commitment to duty above all other character traits. In the beginning of Virgil’s Aeneid, a storm causes Aeneas’ ship to wreck near Carthage, a civilization located on the northern shore of Africa. It is here, during his stay in Carthage, that Aeneas first demonstrates his full-fledged commitmentRead MoreThe Heroes Of A Hero2033 Words   |  9 PagesTo have a set of skills and qualities to become hero, bravery is genuinely one of the biggest traits one must have to be a hero. Heroic tales usually contains violence in the story. 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Coaching and Motivating Individuals or Groups Free Essays

string(155) " subordinate has confessed his mistakes and expressed the right amount of humility and concern; therefore, the manager assumes the change will take place\." This paper will focus on what it takes to be a successful coach and motivator in the 21st century and the general characteristics of the coaching process for the future leaders of corporate america. We will also discuss various ways to improved performance through commitment and discuss why some coaching techniques fail to produce the desired results. All coaching is a one-to-one conversation that is, in some way, focused on performance and commitment. We will write a custom essay sample on Coaching and Motivating Individuals or Groups or any similar topic only for you Order Now However, all coaching is not successful. â€Å"According to Dennis Kinlaw successful coaching is mutual, communicates respect, problem-focused and change-oriented† (p. 5). The first phase in becoming a successful coach and motivator is a successful coaching conversation, managers should involve subordinates fully in the communications process. Successful coaching is not a didactic process – one in which the manager instructs and the employee listens. It should be a process of mutual exploration and discovery. Coaching is a process designed to make the most of what both members know. The manager†s main tasking is to ensure that both sets of information are used. In the second phase respect is what employees experience because of what the manager does. Respect results when managers encourage employees to give opinions and feedback during meetings, provide data and to offer objections to what the manager has said. It is easy for managers to become confused about the subject of respect for employees, especially for problem employees. â€Å"Kinlaw states that many leaders exemplify a common attitude that respect is something that people must earn, a treatment that employees deserve or do not deserve† (p. 27). In truth, communicating respect for the employees as an individual or group is an essential aspect of coaching conversations if they are to improve performance and develop commitment to the organization. Supervisors leading a group must never lose sight of the fact that their job is to manage performance of the group and to ensure commitment to superior performance. It does not serve supervisors purpose to foster resentment, or to block the development of others. In the third phase, problem focus, â€Å"Pool states a problem is not necessarily something negative, it is only the difference between what is and what is desired to be† (p.71). In successful coaching, managers should stay focused on what can be described objectively: plans, actions, and events. Your main objective is to fix performance, not to fix individuals. In the final phase, we often learn from the past, but we cannot alter it. Managers who are successful coaches focus on what can be changed or improved. â€Å"According to Julio Olalla, a manager should always approach a coaching session with the expectation that performance and commitment will be reinforced or improved because of the conversation. The past should be used only to help employees to understand how to improve the future† (p.16). The purpose of coaching is not to help employees fail more effectively or despair about their shortcomings, but to find ways to help employees to perform better at their professional or competence level. The most effective and efficient way for managers to improve their coaching practices is to learn how to manage the two processes of solving people problems and improving performance. According to Fournies, the coaching process is a five step process to redirect a subordinate†s behavior to solve a performance problem: to get the subordinate to stop doing what he shouldn†t be doing or to start doing what he should be doing (p. 135). The first step is to get agreement a problem exists, this is the most critical step in the coaching process, and usually where most managers fail in their efforts to eliminate performance problems. Managers fail here because they bypass it assuming the subordinate knows a problem exists. David Calabria states even more difficult to believe, though true, is that subordinates may know they are doing something wrong, but they don†t know it†s a problem† (p. 75). The next step in the coaching process is to mutually discuss alternative solutions. You as the manager and the subordinate together will identify as many alternative solutions as may be necessary to solve the problem. He points out a valuable opinion when he states â€Å"because you are dealing with behavior, it is necessary to specify those changes in behavior that are needed to influence the outcome or result† (p. 75). He states â€Å"unfortunately, we have many workers who try harder, but are still doing the wrong thing†.That is, they are doing more of something, but what they are doing will not result in solving the problem. â€Å"Unless you specify what trying harder is, the only result you may achieve is people walking around with clenched fists, tight buttocks, and grinding teeth. It will certainly give them a feeling of trying harder, but they will not be doing anything to change the outcome† (p. 76). The next step is to gain mutual agreement on which alternatives will be acted upon to solve the problem. Calabria states â€Å"a common practice managers follow in their problem-solving efforts is to combine the selection of alternatives with the listing or discovery of alternatives, these are two clearly separate functions; combine them inhibits the optimum achievement of either† (p. 77). You should not only mutually agree on which alternatives will be acted upon, but should also specify when the action will take place. You must identify what will be done and when. He states an appropriate closing response would be to thank the subordinate for agreeing to solve the problem, and to specify a time when you will meet again (p. 8). The next step in the coaching process is to follow up to insure that agreed upon action has been taken. It never ceases to amaze me that naval officers will take the time to chew on subordinates about a problem, but will not take the time to insure the agreed upon action has been taken. What usually happens is that the manager is overwhelmed by the subordinate†s promise to change. The subordinate has confessed his mistakes and expressed the right amount of humility and concern; therefore, the manager assumes the change will take place. You read "Coaching and Motivating Individuals or Groups" in category "Essay examples"This sound reasonable too most because we are not dealing with children; we have two mature (sometimes educated) and experienced people dealing on a face-to-face basis. We have to assume at least in the military there is still some honor and integrity left in the world, so we take the subordinate at face value and assume that what is expected to happen will somehow magical occur. Too often we discover as managers, one month down the road, things are just as bad as they were in spite of the subordinate†s promises. Cote and Trudel point out sometimes the subordinate does change initially and, because the boss does not follow up, there is no recognition of this change and, therefore, no reinforcement to support the change. So the subordinate or group returns to the inappropriate behavior (p. 4). In coaching when you follow up and observe that a problem individual has improved, you must recognize that improvements by saying something like, â€Å"I see you have corrected that problem we discussed, and I really appreciate your efforts on that. If you continue your efforts, pretty soon it will go away all together, keep up the good work†. The last step in the coaching process is â€Å"recognize any achievement when it occurs†, has the greatest potential to sustain improvements in performance. Roberta Maynard sees the timeliness of your recognition and rewards is of critical importance to its influence on sustaining improvement. â€Å"The sooner recognition (reinforcement) occurs after the actual performance achievement, the greater is its influence. The longer the period of time between the actual performance and the occurrence of the reinforcement, the less influence it has† (p. 11). If someone corrects a performance problem today it is more effective for you to tell him about it this week, than to give him/her a raise six months from now and tell them at that time how much you appreciated it. If you do not recognize a subordinate†s change from unsatisfactory to satisfactory performance, you will not sustain the change; and you will have wasted your time and energy. Maynard states only when you have achieved a sustained change, have you completed the coaching process. â€Å"Two-thirds of the people of the world go to bed starving every night and that†s a crying shame, but 99. percent of the population goes to bed every night starving for recognition, it†s such a simple thing to give† (Fournies, p. 2). If one of a manager†s primary tasks is to create commitment and focus in employees, and then the manager must have a clear idea of just what commitment is and what contributes to it. â€Å"Kinlaw states the four supports of commitment are clarity about goals and values, employee competencies that allow success, degree of influence that employees have and the expressed appreciation given to employees or groups for their contributions† (p. 0). Formal and strategic planning has become a common activity in most organizations. â€Å"According to William Lucas strategic planning does as least two things: It clarifies what the organization intends to be and it clarifies what the organization intends to be like† (p. 14). For group members to have commitment to a project the group must have a focus. Values bring clarity if they are real. Managers cannot talk about quality and then, every time there is a crunch, reinforce the fact that schedules and quotas are the true drivers. Lucas states commitment is evidenced in the purposeful focused behavior of employees who are willing to make sacrifices in order to ensure quality work or success. This focus can be created only if manager†s build clarify about their work group†s purpose and its value (p. 15). Coaching as a one-to-one interaction between managers and employees, is a primary strategy for building clarity toward the future. People develop commitment toward what they believe they can do well. People or groups do not like to fail. They will try to avoid the things that they think they cannot do. If managers want commitment they must make sure that employees have the ability and willingness to be successful in their jobs. There are two elements that managers must address in building employee competence (Olalla and Echeverria, p. 17). First they must ensure that their employees have the knowledge, skills, and experience to perform their tasks, and they must ensure that their employees have the confidence to perform their tasks. My work with the government has convinced me that managers do not always place improving the competencies of their subordinates high on their list of priorities or responsibilities. Experience has shown me that most leaders or managers even object to the idea that they are responsible for developing employees: â€Å"They say such things as: It†s their responsibility to develop themselves†; nobody made it easy for me, so why should it be easy for them. No one can seriously quarrel with the idea that individuals have final responsibility to develop themselves. But not to see the development of people as a fundamental management responsibility is shortsighted and foolish (McNerney, p. 2). Saul Gellerman states each of us feels a great deal more committed, willing to do our best, when we are tasked with jobs that we know we can do well or that we know we can learn to do well (p. 128). Saul also states managers who help employees to increase their knowledge, skill, and experience also are building employee commitment – the key to sustained, superior performance (p. 130). Influence is the third part of commitment. Employees do not perform nearly as well when they are consistently denied any input in their jobs and are expected to follow unquestionably the decisions of their leaders. Managers who deny employees any influence get the end result they deserve. These results range from boredom to passive resistance or even sabotage† (Fournies, p. 14). Many employees end up doing what they are told to do, but they do it exactly and they do no more. Extending influence to employees can happen in a number of ways. It can happen through â€Å"talk to the boss† programs or it can take the shape of formal employee suggestion programs or may be extended through the informal and ongoing conversations that managers have with individuals or groups. How to cite Coaching and Motivating Individuals or Groups, Essay examples

Leadership and Bureaucratic Organizational Structure †Free Samples

Question: Discuss about the Leadership and Bureaucratic Organizational Structure. Answer: Introduction The aim of this report is to investigate, describe and analyse change management at Enviro- a part of the Ruba-SEZ Group. Ruba SEZ is an investment management group that commenced its operations in 1971 (Ruba SEZ Group 2017). The mission of this organization is to contribute to the economic and social growth of Pakistan through its business activities. The group involves multiple divisions such as investment, electronics, automotive, consumer division such as furniture, foam and others that diligently product and distribute high quality products and services. The organization is headquartered at Mega Town Lahore, Pakistan thereby employing between 500-1000 employees who contribute to its success (Ruba SEZ Group 2017). The organization aims to develop its future and currently operates in six countries. The organization is Pakistans first privately owned Special Economic Zone that enables the investors to benefit from the infrastructure and reducing cost to improve competence (Ruba SEZ Group 2017). Enviro is a part of the Ruba SEZ Group that designs and manufactures an extensive range of innovative lifestyle solutions. Enviro has a broad range of products and services that makes them a trusted leader with high reputation and quality. The organization has a strategic and customer focused approach for developing and selling high quality products at an affordable price that raises the standard of living (Business Recorder 2015). The organization is committed to spread across Pakistan so that they can enjoy a better lifestyle through a wide range of appliances, power solutions and consumer electronics at affordable prices (Business Recorder 2015). This report shall analyse and provide recommendations regarding change management. Firstly, the purpose of reason behind the change required is analysed. Further, the change process implemented at Enviro is stated. A critical analysis of the change process is conducted that helped in identifying challenges. Certain recommendations or solu tions are suggested that could help manage the change management process (Ruba SEZ Group 2017). As the organizational vision is to have two spirits, entrepreneurship and innovation, which are the genes for Enviros unchangeable culture. The organization continually tries to improve ourselves. Enviro uses outdated in-house enterprise resource planning systems. It led to issues such as loss of control and causing the system to crack down. The previous system had obsolete accounting procedures and policies. There is a need to change the IT system so that the sales, stock liquidation and other financials can be refined in a manner that avoids loss of control. As the old systems are not very comprehensive in daily business transactions, the efficiency gap increased. Therefore, there is a need of change for the new system (Albu and Dumitru 2015). Analysis of Change Process Change occurs in the organizations for different reasons. The change was decided in a meeting on 24th February 2016 in the head office at Lahore. The meeting held put forward about the idea of new system- Oracle EBS. The reasons for which new IT system was necessary was stated. The meeting also comprised of demonstrations and benefits that could be gained with the change in software system. The two proposals were SAP and Oracle e-business suite. The main actors of this meeting were IT head, Chief Financial Officers and superusers (Laudon and Laudon 2016). Stating Objective- In the first step, the objective of change management was stated. The new ERP aims to make rapid transactions in the regular business affairs. It shall also enable to give control over the business rather that the business unit has been losing (Hayes 2014). Current review and future success- In the second step, the current state and future state was reviewed. The current bugs in the software were recognized as it took greater transaction time. The type of bugs that appeared in the software was analyzed. The loss cases were analysed that lead to declination in profits at Enviro. The old system was compared to the new system by stating the advantages that can be gained through the implementation of ERP. The ERP can result in future success as it can improve productivity, decrease costs and streamline processes (Taipaleenmki and Ikheimo 2013). Planning- In the next step, the deliverables that shall result from the change management can be provided. The degree of change required for change implementation is also measured. The resources required to materialize change was noted in terms of finance, human resources and technology. The cost of change and time available to implement the change without causing loss to the organization was analyzed (Cresswell and Sheikh 2013). Implementation- The change was implemented by organizing finance, physical and human resources. The in-house team engaged with the vendors or external stakeholders so that they could adapt to change. Milestones were set to ensure that the action plan was implemented properly. Meeting was conducted that was used to discuss the implementation and guide for the usage of ERP system. The ERP system was also tested if it helped in making rapid transactions and fix the bugs that appeared previously. After the testing was successful, the processes were integrated so that the change could be implemented (Cameron and Green 2015). Training- The next step involved training the employees in the organization. Training sessions were arranged so that the employees could gain knowledge about the operations of ERP system. Further, the training sessions were organized by the trainers so that on-the-job training could be provided and help the employees adapt to the new system. The superuser was allocated that gave different privileges to the system administration. Meeting was conducted again to assess if the employees faced difficulty in adapting with the new ERP system (Hornstein 2015). Evaluation- The last step involved evaluation of users. The employees shall be asked to provide feedback and reviews if they faced benefits after adapting to the new ERP systems. Any additional resources required as human resource, physical infrastructure or finance shall be analyzed (Van der Voet 2014). Challenges Faced during Change Management Multiple challenges were faced in the process was that there was time-line restriction. Change had to be implemented in a limited period of time that made its success questionable. There were challenges faced as the stakeholders were not willing to accept change. As the employees have been used to the old systems for financial and accounting purpose, it was difficult for them to adapt to change. Further, there was discrepancy in communication lines. The executives were not as involved as they should be while implementing change. There was a rise in departmental issues as they were linked to one another (Worley and Mohrman 2014). As there was communication gap between the departments, adapting to the change was difficult. There was cost incurred as the entire IT system had to undergo a change. The vendor schedule was disrupted as the change required investment of time and resources. If the activities and transactions were put to hold, the vendor schedule incurred losses. There was conflict between the IT and finance department. The IT department suggested the need for change, but the finance department was not very supportive of it as the change in infrastructure required investment. When the testing was conducted for SAP and Oracle, it was noted that there was testing failure. The potential reasons due to which it failed was that there was an under-estimation of resources required. A better set of trainers and more number of knowledgeable professionals could help in implementation. It was also challenging to implement the ERP system as not all the employees were comfortable with the training. The test cycles were often cut as the schedule was tight that left certain defects undiscovered (Talburt, Williams, Redman, and Becker 2014). It is analyzed that there are multiple challenges faced by Enviro such as time line restriction, departmental issues, testing failures, super users, communication, stakeholders, implementation failures and others. These issues need to be addressed in the following ways- Meetings- There is a need to conduct effective meetings for managing change. The meetings need to be planned by selecting appropriate participants. The meetings must be started on time after the agenda has been developed. The desired outcome depends upon the activities that are required to be carried. The objective of the meeting must be made clear. No other issue shall be discussed in the meeting apart from the change management involved in IT system. Evaluation of the meeting must be done by making satisfaction checks in every 10 minutes. For follow up, the people must be mailed with the memo within 24 hours of the meeting. Casual Events- For making the employees more acquainted with the change management process, casual events may be conducted. The casual events shall be based on the IT theme that can help educate the people in the organization. They shall also be able to witness the acceptance of latest ERP and other technologies in the firms that has provided them with competitive advantage. The IT professionals must engage with the remaining employees and departments in the organization so that they can initiate change in any department required. These events can change the overall mindset of the employees in the organization (Altamony, Tarhini, Al-Salti, Gharaibeh and Elyas 2016). Giving rights power to super user- In computing, the superuser is a special user account used for system administration. By giving rights or permissions of power to super user, the ordinary user shall be able to do many things that the ordinary user cannot. The accounts privilege shall be given to the ordinary user that can make the testing and implementation of the change management process smoother (Wu, Fang, Wang, Yu and Kao 2014). Cost Cutting Measures- In the midst of change management, the replacement of IT systems shall require heavy cost as the new software and IT systems need to be updated. It causes increase in cost that needs to be cut down. It is necessary to reduce cost for creating a healthy business. The processes in the entire organization and supply chain shall be standardized. The actions that can create end to end value stream maps also include processes outside the department. Standard issues and problems that are causing increase in cost such as faulty practices and others needs to be cut (Seamans and Zhu 2017). Late payables to vendor due to vary schedule- Vendor payment plays an important role in engaging and creating a strong image. However, the vendor schedule may be hampered as the new IT system shall be updated. During change initiation and implementation, the systems might not be at work. Therefore, the vendors must be convinced for late payments. The schedule for their payment might be delayed till the time when IT system is successfully implemented. Late payables shall allow Enviro to meet its immediate cost. Also, it shall give the employees to have sufficient time to adapt to the IT process (Romano 2015). Conflict Management between IT and finance- The conflict management between the finance and IT departments needs to be managed. As the IT department argues to bring a change management and modify the IT systems, the finance department argues that the cost of such change management shall disrupt the budget. Therefore, the IT department needs to call for a meeting and discuss with the finance department about the change management needed (Goetsch and Davis 2014). Development with late sittings to deal with testing failures- The testing failures needs to be managed by developing late sittings. There is a requirement for greater time devotion by the IT team so that testing can be done thoroughly. It must be noted that the ERP needs to be checked thoroughly for errors and tested so that the previous bugs can be fixed. It is suggested that the resources such as finance, human and physical resources must be sufficient to meet the testing needs. On the job training needs to be provided for sufficient testing which can be scheduled after the normal office hours. Implementation rescheduling, demands and needs analysis- The implementation of the ERP system can be enhanced by rescheduling demands and needs analysis. The demand and needs for the change management needs to be identified. The vision of the organization must be communicated in the meeting. The employees must understand the urgency to adapt to the change required. Effects after Change Management After implementation of change management, the following effects may be observed- User resisted but adapted- The users or administrator shall be limited but they shall be able to adapt with the latest technology. Fast transactions- The modern ERP can help Enviro in making quicker transactions. The decisions should be made based on the most up to-date real time information. Accurate and timely insights can help managers proactively make adjustments at any time. The business landscape today necessitates fast action and systems to support effective decision making (Langley, Smallman, Tsoukas and Van de Ven 2013). Oracle Standards usage (World standards) - Oracle applications help in developing the application fully. It shall provide industrial strength support for on-lone backup and recovery to disk failure. It has the capability to support even large databases that can help Enviro in managing its multiple business ventures. The high integrity of data storage using Oracle shall be competitive in comparison to the other bigger multinationals (Kuipers et al. 2014). Proper usage of setup- The integrated software systems can help in proper usage of setup. It allows Enviro to move orders, product, invoice, and process faster. The new IT setup shall be beneficial as it shall serve the needs of the organization properly. Setting up the right processes for automating decisions should be an easy process and with a flexible platform these processes can be adjusted and fine-tuned as the business changes and grows. Some network issues- The networking issue that exist at Enviro can be resolved. The old software may cause delay in processes and result in network issues. The modern ERP may result in improved network systems across the organization. Manual lock result in more control- The business activities can be controlled by ERP in a better manner. As manual lock shall be provided by restricting access, an ordinary user shall not be able to use the administrator settings in the software. Further, the business activities such as sales and customer management can be resolved as ERP controls these activities (Mitra 2016). Conclusion Conclusively, the above report involves change management at Enviro, a part of the Ruba-SEZ Group. Enviro has a broad range of products and services that makes them a trusted leader with high reputation and quality. The previous system had obsolete accounting procedures and policies. As the old systems are not very comprehensive in daily business transactions, the efficiency gap increased. The two proposals were SAP and Oracle e-business suite. The current bugs in the software were recognized as it took greater transaction time. The degree of change required for change implementation is also measured. Meeting was conducted that was used to discuss the implementation and guide for the usage of ERP system. Further, the training sessions were organized by the trainers so that on-the-job training could be provided and help the employees adapt to the new system. There were challenges faced as the stakeholders were not willing to accept change. 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