From the late 80’s up through Martha’s current time as head of the IS Division at Sturgel, technology changes have been ongoing and continuous. During that time the company’s computer technology has transitioned from a large mainframe computer with satellite terminals located throughout the premises, to a system where individuals are working on personal computers and connecting to the system primarily for accessing shared information needs. This means that for Martha and her team what has essentially taken places is a transition from working on almost primarily mainframe computer issues, to dealing with employees and their individual computer needs. This has meant that while her team must have technical expertise to solve computer issues, they must also possess the customer service skills to deal with users.
These changes have taken place over a number of years and have included changing from a situation where here team was basically “running” the computer, to one where they are now working to provide information to units throughout the company. In terms of data, the model has transitioned from one where IS was essentially in charge of all data, to the current model where they are working with varying departments and users to provide access to individual’s data throughout the company. This has also occurred in the applications portion of the department where a central duty of IS used to be designing applications. Now the team often works to teach individual users how to design their own applications.
Martha seems satisfied with the technological achievements her group has achieved over the years. They have brought the department through a host of hardware, software, and data changes, and managed to keep the company up to speed on all the current changes in technology throughout the years. However, since Martha’s current department places a much greater emphasis on service than previously, it is important for her to know the level at which individual users are satisfied with IS throughout Sturgel. While Martha feels that her department is providing users with a satisfactory experience, as of yet no type of formal analysis has been undertaken to determine the service level of the department.
In order to do that a management hierarchy should provide a clear perspective of what needs to be done. The initial problem that Martha’s management teams is facing is that Martha and her team have no regular way of knowing how her users perceive the service her department is providing. While she feels that her department is providing excellent service, she has no current way of verifying this.
Management Questions – To begin. Martha needs to figure out her overarching management question so that her team can fully capitalize on developing the opportunity (Cooper & Schindler, 2006, p. 34). Thus the first question that should be asked is:
· Are users satisfied with the service level the IS department is providing?
Research Questions – These are questions that Martha and her team will need to ask to determine how to resolve whether or not users are satisfied with their services.
· Are users satisfied with the IS department
· Does the IS department currently have any type of feedback system in place
Investigation Questions - what type of information is needed from both IS and users to determine the best course of action in assessing user satisfaction?
· What is user satisfaction with the delivery of services?
· Are users satisfied with the speed and promptness of service?
· What is the frequency that users are requesting IS help?
· What is the current response rate of IS in dealing with both emergency & non-emergency situations?
· Is this response rate satisfactory ?
· Are users satisfied with the level of professionalism that IS displays?
· Are their types of improvements that can be made to the IS process?
· What type of improvements would benefit users most?
· What is the current level of training users are being provided with?
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