Technologyand Job Design
Technologyand Job Design
PAMState College seeks to integrate technology into its workforce withthe sole aim of creating high-performance work systems. It iscritical that this institution first institutes an enrollmentmanagement taskforce. The taskforce is to be mandated with analyzingworkflows in the institution’s course registration process(Rao, Mansingh & Osei-Bryson, 2012).Every one of the offices involved in the student course registrationprocess will present to the taskforce two scenarios describing howthey conduct operations based on two questions, firstly, what is andsecondly, what should be.
Processmaps and work flow diagrams will be used in offering a description asto how each single office currently processes its operations from thepoint of receiving Student Course Registration Information,information-processing channels, all possible transaction ranges tothe final point of the entire process(Ahmad, Othman & Mukhtar, 2013).The task force will then require each office to employ a visionaryprocess describing how individual office operation processes shouldbe. “The what should” be perspective will shape the reengineeringprocess more so guide the new student information system’sselection process.
Thestudent recruitment process should be incorporated as the startingpoint of the new automated student registration process. The newsystem should be a one-stop center where potential Pam State Collegestudents should locate all information they require about theinstitution referred to as the Enrollment center(Rao, Mansingh & Osei-Bryson, 2012).To realize this, the post of assistant director for financial aid andadmission is to be incorporated. This post will offer expert adviceto students on question they may need answered with regard to courseson offered as well as student aid.
Fromthe process assessment, the second major issue will involve combiningthe operations of the registrar’s office with that of the directorfor financial aid to students into the enrollment center(Rao, Mansingh & Osei-Bryson, 2012). This will enable staff from the previous offices to addressstudents’ issues. It will also allow students to pay up billsdirectly to the registrar’s office eliminating queues at thecashier’s office.
Thethird issue will involve incorporating a wide range of availablestudent support tasks form offices such as the students’ recordsoffice, the administration office to financial aid office into thecentral enrollment center. Traditional student recruitment officeprocesses include liaising with other offices charged with datainput file compilation, telecommunications and processing tasks(Hochstettler,McFarland, Martin & Jr., 1999).Consolidating the functions of these offices into a single nervecenter will enhance service delivery for prospective as well ascontinuing students and improve the staff’s degree of jobsatisfaction.
Thereengineering process will then seek to incorporate all the abovestated functions within a digital environment. The Internet is thechoice medium for this phase. All habitual tasks more so, theclerical tasks will be done online liberating time spent on thistasks and reassigning the time for face to face consultation sessionswith students(Van der Aalst, 2011).The taskforce will thus choose a software system designed forstudent-centered environment. To get the best software system thetaskforce will request for information from the vendors in the marketthen narrow down the most favorable vendors. They will then requestthe shortlisted vendors to offer them proposals.
Implementingthe process will require remodeling the office of the registrar,introduce new workstations and train the staff involved in the newsystem(Van der Aalst, 2011).A new office will be created to oversee the operations of the digitalStudent Course Registration Center.
Implementingthe new student information system will involve the vendor thatoffers the most innovative product and is willing to liaise with PamState College into the long-term. More so, projects of this magnitudedo have major delays, the taskforce will have to hold regularmeetings to draw out contingency plans.
Ahmad,R. M. T. R. L., Othman, Z., & Mukhtar, M. (2013). Integrating CSFand change management for implementing campus ERP system.InternationalJournal of Information Systems and Change Management,6(3),189-204.
Hochstettler,J. T., McFarland, B. P., Martin, A. & Watters Jr., J. A. (1999).SimultaneousProcess Reengineering and System Replacement at Rice University.CAUSE/EFFECTjournal,Volume 22Number 3
Rao,L., Mansingh, G. & Osei-Bryson, K. (2012). Building ontologybased knowledge maps to assist business process re-engineering.DecisionSupport Systems52.3: 577-589.
Vander Aalst, W. M. (2011). Discovery,Conformance and Enhancement of Business Processes.Heidelberg: Springer.