This paper examines the information systems (IS) challenges faced by a university's Milwaukee Division, drawing on a 2005 internal evaluation conducted by external consultants and staff interviews. The paper explores key obstacles to effective IS adoption, including staff resistance stemming from exclusion during the initial implementation decision, inadequate formal training on specialized software, computer access conflicts among staff, and reliance on legacy practices. Based on these findings, the paper offers targeted recommendations: prioritizing staff training on applied software, rationalizing the software portfolio to reflect actual operational needs, and shifting away from expensive proprietary solutions toward cost-effective alternatives where appropriate.
Before examining the issues described in this case study, it is useful to consider the broader role of information systems at the university's Milwaukee Division. Information systems are viewed there as a means of maximizing workforce productivity and efficiency. However, improving the information system infrastructure required investments in both software and hardware — investments that decision makers were reluctant to approve unless they were clearly associated with measurable revenue outcomes.
Nevertheless, a new computer and accompanying software were purchased in 1998 with the purpose of increasing staff efficiency through electronic communications and document storage. Subsequently, 60 personal computers were added, and several further changes were undertaken, including the purchase of laptops and the introduction of Internet access. A formal evaluation was conducted in 2005 to better understand staff needs and requirements through structured interviews. This evaluation involved both external consultants and direct staff interviews.
The conclusions of the 2005 evaluation were revealing in terms of the problems affecting the information system. Chief among these was a psychological resistance to the system among many staff members. Even those who understood the necessity of using the system were often reluctant to do so. The reasons for this resistance were varied, but they centered primarily on the fact that few staff members had been consulted when the initial decision to implement the system was made. As a result, they felt excluded from the new technological framework and had little motivation to adopt it.
A secondary but related reason is the inherent difficulty of changing established work habits. If a bookkeeper has spent years maintaining records in a traditional manner, transitioning to a computer-based approach is not straightforward. Resistance to organizational change is a well-documented phenomenon, and this case illustrates how it manifests when staff are not involved in implementation decisions from the outset.
The resistance problem was compounded by a significant training gap. Throughout the case study, there is no reference to any formal training that staff received at any point following the introduction of the new systems. Some of the software in use — such as accounting software — is highly specialized, and users require structured training to work with it effectively. Without that training, staff members naturally revert to the traditional methods they already know.
This lack of training is reflected in other areas as well. The dictation software, for instance, was appreciated by those who used it, but its effective use depended on having a secretary trained to operate it. Without trained personnel, even well-chosen software fails to deliver its intended productivity benefits. The pattern across multiple departments points to a systemic gap in the university's IT management approach rather than isolated individual shortcomings.
"Overlapping computer use and preference for old methods"
"Actionable steps to improve IS strategy and efficiency"
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