Managing Computers in Large Organizations

Managing Microcomputers in Large Organizations
http://www.nap.edu/catalog/167.html
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CONTROL THROUGH PERSUASION 139
users. In fact, the centers became overwhelmed by the number of customers
using their services. To deal with this situation, we went from an informal,
casual environment to a more structured, institutional one.
We also began to enhance our level of support. We required users of
microcomputers to participate in formal training programs on hardware and
software. A newsletter was created to disseminate the latest information on
microcomputers. An “approved product” catalogue was developed to aid
customers in ordering. Because our customers were demanding direction, we
began to issue more standards and became more involved in evaluating
products and services. We continued to keep the communication lines open in
order to improve our ability to control and channel the uses of this technology.
Today the sheer variety of outside software available to our customers is a
source of confusion and therefore has become an area of considerable concern
for us. To address this concern we plan to establish a software library. We will
lend out software that we find acceptable and provide demonstrations of both
“approved” and “unapproved” software in order to show the contrast. To set up
this library we will need to arrange for national contracts on software, thus
reducing costs and avoiding multiple distributions. We believe the library will
save money and help reduce the confusion caused by the proliferation of
software. We are also considering developing generic software to run on our
personal computers and mainframe. We are finding that much of the software
being acquired is used for fairly similar functions and we think we could
provide internally written software that accomplishes these same functions.
Another support-related enhancement we are considering is the extension
of the information center concept to include a computer store. At present, orders
are placed with outside vendors who process them and deliver the software and
hardware. Our strategy is to internalize this service by having our customers
order directly through an Information Center Computer Store. A centralized
procurement activity will not only be convenient for our customers but will
allow us to control inventory, offer standard services, and keep a handle on our
customers' needs.
In addition, the store will improve our visibility in the customer
community, provide us with more information on maintenance and performance
of equipment, and help us to know our customers'
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