{"@context":{"@language":"en","Affiliation":"http:\/\/vivoweb.org\/ontology\/core#departmentOrSchool","AggregatedSourceRepository":"http:\/\/www.europeana.eu\/schemas\/edm\/dataProvider","Campus":"https:\/\/open.library.ubc.ca\/terms#degreeCampus","Creator":"http:\/\/purl.org\/dc\/terms\/creator","DateAvailable":"http:\/\/purl.org\/dc\/terms\/issued","DateIssued":"http:\/\/purl.org\/dc\/terms\/issued","Degree":"http:\/\/vivoweb.org\/ontology\/core#relatedDegree","DegreeGrantor":"https:\/\/open.library.ubc.ca\/terms#degreeGrantor","Description":"http:\/\/purl.org\/dc\/terms\/description","DigitalResourceOriginalRecord":"http:\/\/www.europeana.eu\/schemas\/edm\/aggregatedCHO","FullText":"http:\/\/www.w3.org\/2009\/08\/skos-reference\/skos.html#note","Genre":"http:\/\/www.europeana.eu\/schemas\/edm\/hasType","IsShownAt":"http:\/\/www.europeana.eu\/schemas\/edm\/isShownAt","Language":"http:\/\/purl.org\/dc\/terms\/language","Program":"https:\/\/open.library.ubc.ca\/terms#degreeDiscipline","Provider":"http:\/\/www.europeana.eu\/schemas\/edm\/provider","Publisher":"http:\/\/purl.org\/dc\/terms\/publisher","Rights":"http:\/\/purl.org\/dc\/terms\/rights","ScholarlyLevel":"https:\/\/open.library.ubc.ca\/terms#scholarLevel","Title":"http:\/\/purl.org\/dc\/terms\/title","Type":"http:\/\/purl.org\/dc\/terms\/type","URI":"https:\/\/open.library.ubc.ca\/terms#identifierURI","SortDate":"http:\/\/purl.org\/dc\/terms\/date"},"Affiliation":[{"@value":"Business, Sauder School of","@language":"en"}],"AggregatedSourceRepository":[{"@value":"DSpace","@language":"en"}],"Campus":[{"@value":"UBCV","@language":"en"}],"Creator":[{"@value":"Mantha, Robert William","@language":"en"}],"DateAvailable":[{"@value":"2010-02-23T19:51:24Z","@language":"en"}],"DateIssued":[{"@value":"1978","@language":"en"}],"Degree":[{"@value":"Master of Science - MSc","@language":"en"}],"DegreeGrantor":[{"@value":"University of British Columbia","@language":"en"}],"Description":[{"@value":"The purpose of this study was to examine the skills deemed to be useful to data processing managers and to systems analysts in data processing environments of varying levels of maturity. The subjects of the study were 35 data processing managers and 50 systems analysts from a sample of 35 companies of varying size and of varying experience with electronic data processing (EDP). The research method used to gather the data was the mail questionnaire. Two questionnaires were developed: one to measure an EDP organization's relative maturity in terms of data processing, and one to measure EDP practitioners perceived usefulness of 99 data processing skills in terms of their own job position.\r\nThe results obtained indicate that data processing managers and systems analysts of both more and less mature organizations perceived generalist skills as being more useful than specialist skills. In particular, people, organization and society skills were perceived to be the most useful to data processing managers, whereas people, organizations and system skills were perceived to be the most useful to systems analysts. Model and computer skills were perceived to be the least useful to both groups of practitioners. Data processing managers of more mature organizations perceived people and society skills to be more useful than did their counterparts in less mature organizations. Finally, generalist skills were perceived to be more useful to data processing managers than to systems analysts, whereas specialist skills were perceived to be more useful to systems analysts than to data processing managers.\r\nThe implication of this study on university curricula in information systems is that universities should prepare their information systems graduates to solve people and organization problems rather than technical problems. However, it was pointed out in this study that a good technical background is necessary to function effectively as an EDP practitioner in the data processing community.","@language":"en"}],"DigitalResourceOriginalRecord":[{"@value":"https:\/\/circle.library.ubc.ca\/rest\/handle\/2429\/20779?expand=metadata","@language":"en"}],"FullText":[{"@value":"AN ANALYSIS OF SKILL fiEQUIBEMENTS IN DATA PBOCESSING ENVIRONMENTS by ROBERT WILLIAM MANTHA B.Math., U n i v e r s i t y of B a t e r l o c , 1976 A THESIS SUBMITTED IN PARTIAL FULFILLMENT OF THE BEQUIBEMENTS FOB THE DEGREE OF MASTEB OF SCIENCE IN BUSINESS ADMINISTRATION i n The F a c u l t y o f Graduate S t u d i e s {Commerce and Business A d m i n i s t r a t i o n ) We accept t h i s t h e s i s as conforming to the r e q u i r e d standard THE UNIVERSITY OF EEITISH COLUMBIA June, 1978 \u00a9 Robert W i l l i a m Mantha, 1978 I n p r e s e n t i n g t h i s t h e s i s i n p a r t i a l f u l f i l l m e n t of the requirements f o r an advanced degree at the U n i v e r s i t y of B r i t i s h Columbia, I agree t h a t the L i b r a r y s h a l l make i t f r e e l y a v a i l a b l e f o r r e f e r e n c e and study. I f u r t h e r agree t h a t permission f o r e x t e n s i v e copying of t h i s t h e s i s f o r s c h o l a r l y purposes may be granted to the Head of my D i v i s i o n o r h i s r e p r e s e n t a t i v e s . I t i s understood that copying or p u b l i c a t i o n of t h i s t h e s i s f o r f i n a n c i a l g a i n s h a l l not be allowed without my w r i t t e n p e r m i s s i o n . D i v i s i o n of Accounting and Management Information Systems f a c u l t y of Commerce and Business A d m i n i s t r a t i o n The U n i v e r s i t y of B r i t i s h Columbia 2075 Hebrook P l a c e Vancouver, B.C. Canada, V6T 1W5 ABSTRACT The purpose of t h i s study was t o examine the s k i l l s deemed t o be u s e f u l to data p r o c e s s i n g managers and to systems a n a l y s t s i n data p r o c e s s i n g environments of v a r y i n g l e v e l s of m a t u r i t y . . The s u b j e c t s of the study were 35 data p r o c e s s i n g managers and 50 systems a n a l y s t s from a sample of 35 companies of v a r y i n g s i z e and of v a r y i n g experience with e l e c t r o n i c data p r o c e s s i n g (EDP). The r e s e a r c h method used t o gather the data was the mail q u e s t i o n n a i r e . Two q u e s t i o n n a i r e s were developed: one to measure an EDP organization\u00bbs r e l a t i v e m a t u r i t y i n terms of data p r o c e s s i n g , and one to measure EDP p r a c t i t i o n e r s 1 p e r c e i v e d u s e f u l n e s s of 99 data p r o c e s s i n g s k i l l s i n terms of t h e i r own job p o s i t i o n . The r e s u l t s obtained i n d i c a t e t h a t data processing managers and systems a n a l y s t s of both more and l e s s mature o r g a n i z a t i o n s p e r c e i v e d g e n e r a l i s t s k i l l s as being more u s e f u l than s p e c i a l i s t s k i l l s . In p a r t i c u l a r , people, o r g a n i z a t i o n and s o c i e t y s k i l l s were pe r c e i v e d to be the most u s e f u l to data p r o c e s s i n g managers, whereas people, o r g a n i z a t i o n s and system s k i l l s were p e r c e i v e d t o be the most u s e f u l to systems a n a l y s t s . Model and computer s k i l l s were perceived to be the l e a s t u s e f u l to both groups of p r a c t i t i o n e r s . Data p r o c e s s i n g managers of more mature o r g a n i z a t i o n s p e r c e i v e d people and s o c i e t y s k i l l s t o be more u s e f u l than d i d t h e i r c o u n t e r p a r t s i n l e s s mature o r g a n i z a t i o n s . F i n a l l y , g e n e r a l i s t s k i l l s were p e r c e i v e d t o be more u s e f u l t o data p r o c e s s i n g managers than to systems a n a l y s t s , whereas s p e c i a l i s t s k i l l s were perc e i v e d t o be more u s e f u l to systems a n a l y s t s than t o data p r o c e s s i n g managers. The i m p l i c a t i o n of t h i s study on u n i v e r s i t y c u r r i c u l a i n i n f o r m a t i o n systems i s t h a t u n i v e r s i t i e s should prepare t h e i r i n f o r m a t i o n systems graduates t o s o l v e people and o r g a n i z a t i o n problems r a t h e r than t e c h n i c a l problems. However, i t was pointed out i n t h i s study t h a t a good t e c h n i c a l background i s necessary t o f u n c t i o n e f f e c t i v e l y as an EDP p r a c t i t i o n e r i n the data processing community. Th e s i s S u p e r v i s o r i v TABLE OF CONTENTS Paqe CHAPTER I . INTRODUCTION 1 O b j e c t i v e Of The Study ................................ 1 Review Of Related S t u d i e s 1 Stage Model Of EDP Growth 7 O r g a n i z a t i o n a l M a t u r i t y ............................... 11 S k i l l Requirements Of Data P r o c e s s i n g Managers ........ 13 S k i l l Requirements Of Systems A n a l y s t s 14 S k i l l Requirements Of Managers Versus A n a l y s t s ........ 17 CHAPTER I I . METHOD 19 Mail Questionnaire Survey 19 The Methodology ..................................... 19 The Covering L e t t e r ................................. 21 The Follow-up Process ............................... 25 The Maturity Q u e s t i o n n a i r e ............................ 26 The EDP S k i l l Q u e s t i o n n a i r e 28 S t a t i s t i c a l Procedures ................................ 32 CHAPTER I I I . RESULTS 34 EDP O r g a n i z a t i o n Sample 34 Data P r o c e s s i n g Managers .............................. 38 T e s t i n g Of The Hypotheses 38 A d d i t i o n a l F i n d i n g s ................................. 40 Systems A n a l y s t s 41 T e s t i n g Of The Hypotheses 41 A d d i t i o n a l F i n d i n g s 44 EBP Managers And Systems A n a l y s t s ..................... 45 Ranking Of The S k i l l C a t e g o r i e s ....................... 48 CHAPTER IV. DISCUSSION 49 Data P r o c e s s i n g Managers 49 Systems A n a l y s t s 53 EDP Managers And Systems A n a l y s t s 54 I m p l i c a t i o n s For U n i v e r s i t y C u r r i c u l a 57 REFERENCES . 60 APPENDICES ... ..... .. 62 APPENDIX A. MATURITY QUESTIONNAIRE 63 APPENDIX B. SKILL QUESTIONNAIRE .... .. ................... 69 APPENDIX C. COVERING LETTER ............................. 84 APPENDIX D. FOLLOW-UP CARD .............................. 87 V LIST OF TABLES Page TABLE I . Hank Ordering Of Seven And Three S k i l l Categ-o r i e s Based On Category Mean E a t i n g s By Employee\/Supervisors And Users ....................... 5 TABLE I I . D i s t r i b u t i o n Of S k i l l s By Category ......... 30 TABLE I I I . EDP Managers - Mean Scores, Gener-a l i s t \/ S p e c i a l i s t S k i l l s By More\/Less Mature EDP Orga-Xixzctt 10ns *\u2022\u2022\u2022\u2022\u2022\u2022\u2022\u2022*\u2022\u2022\u2022\u2022\u2022\u2022\u2022\u2022\u2022\u2022*** \u2022\u2022\u2022\u2022\u2022*\u00ab\u2022**\u2022\u2022\u2022\u2022\u2022*\u2022\u2022*\u2022\u2022 - 38 TABLE IV. EDP Managers - Mean Scores, S k i l l Categ-o r i e s By O r g a n i z a t i o n a l M a t u r i t y 40 TABLE V. Systems A n a l y s t s - Mean Scores, Gener-a l i s t \/ S p e c i a l i s t S k i l l s By More\/Less Mature EDP Orga-n i z a t i o n s ............................................ 42 TABLE VI. Systems A n a l y s t s , Banking Of Variance Scores By O r g a n i z a t i o n a l M a t u r i t y .................... 43 TABLE VII. Systems A n a l y s t s - Mean Sco r e s , S k i l l C a t e g o r i e s By O r g a n i z a t i o n a l M a t u r i t y ................ 45 TABLE V I I I . EDP Managers And Systems A n a l y s t s - Mean Scores, Managers\/Analysts By G e n e r a l i s t \/ S p e c i a l i s t S k i l l s ....... ............................... ........ . 46 TABLE IX. Mean Scores, EDP Managers\/Systems A n a l y s t s By S k i l l C a t e g o r i e s .................................. 47 TABLE X. EDP Managers And Systems A n a l y s t s , Eanking Of S k i l l s By Category ................................ 48 v i M S T OF FIGURES Page FIGUBE I. P i c t o r i a l D e s c r i p t i o n Of The F i r s t Four Hypotheses ........................................... 14 v i i ACKNOWLEDGMENTS T h i s study would not have been p o s s i b l e without the much a p p r e c i a t e d h e l p , a d v i c e , and encouragement of my t h e s i s committee: Dr. Izak Benbasat (chairman). Dr. A l b e r t S. Dexter, and Dr. Dean Uyeno. In a d d i t i o n , I would l i k e to o f f e r s p e c i a l thanks to the O.B. C. Commerce F a c u l t y members who, during the past two year s , have given me the o p p o r t u n i t y of de v e l o p i n g and extending my knowledge and a b i l i t i e s i n a c o n g e n i a l and sup p o r t i v e atmosphere. 1 CHAPTER I IlilODjyCTIQN O b j e c t i v e Of The Study The o b j e c t i v e of t h i s study i s to examine the s k i l l s deemed to be u s e f u l to data processing managers and systems a n a l y s t s i n data p r o c e s s i n g environments of d i f f e r e n t l e v e l s of maturity. Review Of Related S t u d i e s In 1972 the A s s o c i a t i o n f o r Computing Machinery (ACM) Curriculum Committee on Computer Education f o r Management presented i t s r e p o r t of c u r r i c u l u m recommendations f o r graduate p r o f e s s i o n a l programs i n i n f o r m a t i o n systems. 1 The r e p o r t o u t l i n e d the need f o r p r o f e s s i o n a l proqraas i n i n f o r m a t i o n systems and determined the knowledge and a b i l i t i e s r e g u i r e d by i n f o r m a t i o n system s p e c i a l i s t s to work e f f e c t i v e l y i n t h e i r f i e l d . These a b i l i t i e s were grouped i n t o s i x s k i l l c a t e g o r i e s : people, models, systems, computers, o r g a n i z a t i o n s and s o c i e t y . Based on these s k i l l requirements the committee developed a 13 1 Ashenhurst R.L., Curriculum Becomjendations f o r Graduate \u00a3\u00a3S.ig\u00a7sional Programs i n Information Systems. Communications of the ACM,~May 19727 V o l T 15, No. 5, pp. 363-398. 2 course academic program o u t l i n i n g course c o n t e n t s , r e l a t i o n s h i p s between cou r s e s , course p r e r e q u i s i t e s , course r e f e r e n c e m a t e r i a l s , e t c . In t h e i r r e p o r t , the committee s t r e s s e d t h a t i n f o r m a t i o n systems w i l l be s u c c e s s f u l only i f a balance i s s t r u c k between the emphasis placed on o r g a n i z a -t i o n a l and t e c h n i c a l f a c t o r s . They reco g n i z e d two d i s t i n c t systems development a c t i v i t i e s ; i n f o r m a t i o n a n a l y s i s and systems design. Information a n a l y s i s was d e f i n e d as being concerned with the d e t e r m i n a t i o n of i n f o r m a t i o n needs and the p a t t e r n s of i n f o r m a t i o n flow which s a t i s f y t h e s e needs, whereas systems design r e l a t e d to the t r a n s l a t i o n o f s p e c i f i e d i n f o r m a t i o n requirements i n t o a d e t a i l e d implementation plan which c o u l d be r e a l i z e d with hardware and software. The committee's c u r r i c u l u m t r i e d t o g i v e the student a good knowledge of both the systems a n a l y s i s area ( i e . o r g a n i z a -t i o n a l systems) and the systems design area {ie. computer systems). The c u r r i c u l u m recommendations were based on the b e l i e f t h a t e x p e r t i s e i n o n l y one of the two areas was inadequate and t h a t an understanding of both types of systems ( o r g a n i z a t i o n a l and computer) was needed t o become a competent e l e c t r o n i c data p r o c e s s i n g (EDP) p r a c t i t i o n e r . a study undertaken by the U n i v e r s i t y of Minnesota*s Management In f o r m a t i o n Systems Eesearch Center (MIS8C) souqht t o e m p i r i c a l l y t e s t ACM*s recommendations by surveying EDP p r a c t i t i o n e r s t o determine what s k i l l s they possessed, what s k i l l s were thought t o be u s e f u l , and how employees, s u p e r v i s o r s and users v a r i e d i n t h e i r p e r c e p t i o n s of the 3 s k i l l s t h a t were possessed and deemed t o be u s e f u l . 2 The r e s e a r c h e r s c l u s t e r e d 97 s k i l l s i n t o the s i x s k i l l c a t e g o r i e s mentioned i n the ACM r e p o r t . They argued t h a t t h r e e of these s k i l l c a t e g o r i e s ( o r g a n i z a t i o n s , people, s o c i e t y ) , c o n t a i n e d many s k i l l s which were more c l o s e l y r e l a t e d t o the i n f o r m a t i o n a n a l y s i s a c t i v i t y and three others (systems, computers, models), were more c l o s e l y r e l a t e d t o the systems design a c t i v i t y . T h e r e f o r e , they regrouped the s k i l l s i n t o two major c l u s t e r s which correspond to these two b a s i c a c t i v i t i e s , c a l l i n g them g e n e r a l i s t and s p e c i a l i s t s k i l l s . The study i n t r o d u c e d a new s k i l l category c a l l e d \u2022performance* which d i d n ' t o v e r l a p with the g e n e r a l i s t or s p e c i a l i s t s k i l l s . Nine hundred and eighty-one s u b j e c t s from f o u r t e e n f i r m s were c a t e g o r i z e d as employees, s u p e r v i s o r s , o r users w i t h i n one of twelve data p r o c e s s i n g p o s i t i o n s r a n g i n g from MIS d i r e c t o r t o j u n i o r prograflmer. The f i r m s surveyed had hardware expenditures averaging s l i g h t l y over $75,00 0 per month. \u201e The Info r m a t i o n Systems d i r e c t o r r e p o r t e d through the v i c e - p r e s i d e n t of A d m i n i s t r a t i o n or Management S e r v i c e s . One coul d i n f e r t h a t these were l a r g e and mature data processing environments: By e v o l u t i o n a r y l e v e l of system f e d e r a t i o n a c t i v i t y ; by t o t a l budgeting a c t i v i t y ; by r e p o r t i n g s t r u c t u r e s ; by the currency of t y p i c a l hardware and software systems; but p r i n c i p a l l y through i n t e r a c t i o n with o r g a n i z a t i o n a l 2 Henry R.M., Dickson G.W., L a S a l l e J . , Human fiesources f o r MIS; A Report of Research, MISBC-HP-74-01, Management Information Systems Research Center, U n i v e r s i t y o f Minnesota, 1974. personnel and enhanced r o l e s of users and a n a l y s t s and\/or programmer\/analysts the o r g a n i z a t i o n s surveyed tend toward what persons would g e n e r a l l y l a b e l \"MIS environments\". 3 Each p a r t i c i p a t i n g data processing employee r a t e d the s k i l l s he\/she possessed on a f o u r point s c a l e . Each p a r t i c i p a n t s u p e r v i s o r and user r a t e d the s k i l l s a c t u a l l y possessed and s k i l l s deemed u s e f u l to the EDP employees. Table I g i v e s the rank o r d e r i n g o f s k i l l s g iven by employees, s u p e r v i s o r s and u s e r s . The study concluded t h a t the ACM course recommendations appear t o be too t e c h n i c a l l y o r i e n t e d and t h a t based on t h e i r survey t h e r e was a more pronounced need f o r performance, people and o r g a n i z a t i o n a l s k i l l s . The r e s e a r c h e r s s p e c u l a t e d t h a t s p e c i a l i s t s k i l l s would c o n t i n u e to be i n demand i n s m a l l t o medium s i z e data p r o c e s s i n g o r g a n i z a t i o n s . However, they d i d not have enough e m p i r i c a l r e s u l t s to support t h i s c l a i m s i n c e they had only surveyed l a r g e r o r g a n i z a t i o n s . In i t s r e p o r t , the ACM a l s o s t a t e d t h a t there was a need f o r both systems a n a l y s i s ( g e n e r a l i s t ) and systems design ( s p e c i a l i s t ) s k i l l s f o r s m a l l e r o r g a n i z a t i o n s : For some o r g a n i z a t i o n a l s i t u a t i o n s the f o r e g o i n g model of the development process may seem too e l a b o r a t e . A s i m p l e r v e r s i o n i s one where an i n f o r m a t i o n c e n t e r i s run as a s e r v i c e by a group of h i g h l y capable t e c h n i c i a n s with \" a p p l i c a t i o n s programmers\" developing programs f o r t h i s c e n t e r which manipulate o r g a n i z a t i o n a l i n f o r m a t i o n as r e q u i r e d by the other departments. More and more i t appears t h a t t h i s s i m p l e r model i s inadequate even f o r s m a l l e r o r g a n i z a t i o n s because of the demands of the i b i d , page 9. 5 TABLE I BANK OBDEBING OF SEVEN AND THREE SKILL CATEGORIES BASED ON CATEGORY MEAN EATINGS BY EMPLOYEE\/SUPERVISORS AND USERS \"TT\" SKILLS POSSESSED BY EDP EMPLOYEES SKILLS USEFUL TO EDP EMPLOYEES + BANK | EMPLOYEE\/ SUPERVISOR I USER EMPLOYEE\/ SUPERVISOR USER 4-1 J Performance I Performance | i Performance I Performance 2 |People |Computers | I People I People 3 |Systems |Systems | |Systems JSystems 4 | O r g a n i z a t i o n J People | I O r g a n i z a t i o n IOrganization 5 JComputers I O r g a n i z a t i o n J | Computers JComputers 6 I S o c i e t y J S o c i e t y | |S o c i e t y 1 Models 7 |Models (Models | I Models I S o c i e t y ++ 1 I Performance I G e n e r a l i s t I S p e c i a l i s t I 1 J Performance 2 { G e n e r a l i s t 3 j S p e c i a l i s t J Perform an ce S p e c i a l i s t G e n e r a l i s t Performance G e n e r a l i s t S p e c i a l i s t \u2022 XX Source: f o r MIS;. Henry R.M., Dickson G. W.# L a S a l l e J . , Human 1 JL\u00a7J2fi\u00a3\u00a3 of Research* MISRC-\u00bbP-74-0 iT Information Systems 1974, page 14. Research Center, U n i v e r s i t y of Resources Management Minnesota, c o n s t a n t l y changing o r g a n i z a t i o n a l environment, by v i r t u e of n a t u r a l e v o l u t i o n o f p r a c t i c e s , and of the c o n s t a n t l y changing i n f o r m a t i o n p r o c e s s i n g environment, by v i r t u e of the dynamics of computer technology. O r g a n i z a t i o n s and computer complexes are both systems undergoing constant t r a n s i t i o n , and i n f o r m a t i o n p r o c e s s i n g f u n c t i o n s must be developed along s i m i l a r l y s y s t e m a t i c l i n e s t o cope with the s i t u a t i o n . * 6 The present study i s an attempt to determine what s k i l l s a r e r e g u i r e d by o r g a n i z a t i o n s of v a r i o u s s i z e s and l e v e l s of maturity. Can the Minnesota study c o n c l u s i o n s be a p p l i e d to s m a l l e r data processing o r g a n i z a t i o n s ? Are the needs f o r human s k i l l s d i f f e r e n t i n data p r o c e s s i n g o r g a n i z a t i o n s of v a r y i n g l e v e l s of maturity? These are v a l i d q u e s t i o n s t o be asked i n a Canadian cont e x t , where th e r e are fewer l a r g e EDP o r g a n i z a t i o n s . In a d d i t i o n , t h e r e i s an ever i n c r e a s i n g p r o l i f e r a t i o n of small systems implemented i n s m a l l e r and s m a l l e r o r g a n i z a t i o n s . The i m p l i c a t i o n s of such questions as a i d s i n d e v e l o p i n g graduate c u r r i c u l a i n Information and Computer Systems are important. U n i v e r s i t i e s may be t r a i n i n g graduates i n I n f o r m a t i o n Systems which do not possess t h e s k i l l s r e g u i r e d to f u n c t i o n e f f e c t i v e l y i n the area of data p r o c e s s i n g . T h i s study w i l l t r y to analyze the impact of the maturity l e v e l s of EDP orga-n i z a t i o n s on the s k i l l requirements of two data processing p o s i t i o n s : the data p r o c e s s i n g manager and the systems a n a l y s t . * op c i t , page 368. 7 Stage Model Of EDP Growth The stage h y p o t h e s i s was o r i g i n a l l y s t a t e d by Nolan i n 1973.5 I t was based on the r e s u l t s of a r e s e a r c h p r o j e c t a t the Harvard Business School which showed t h a t the p a t t e r n of EDP expenditures based on the budgets of three companies, when p l o t t e d over time, was \"S\" shaped. T h i s h y p o t h e s i s was l a t e r questioned by L u c a s . 6 Nolan b e l i e v e d that the \"S\" shape r e f l e c t s how the o r g a n i z a t i o n l e a r n s to a s s i m i l a t e EDP technology. Based on t h i s c urve, Nolan d i s t i n g u i s h e s 4 stages of growth: Stage 1 - i n i t i a t i o n , slow steady growth; Stage 2-c c n t a g i o n , high e x p o n e n t i a l growth; Stage 3 - c o n t r o l , absolute d e c l i n i n g growth; and Stage 4 - i n t e g r a t i o n , managed steady growth. At each stage the c h a r a c t e r i s t i c s of the tasks f o r managing the EDP o r g a n i z a t i o n were d i f f e r e n t . These t a s k s were d e f i n e d as c o n t r o l l i n g , o r g a n i z i n g and planning the EDP e f f o r t . 5 Nolan B.L., Managing the Computer fiescurce: A Stage BYigthesis* Communications of the ACM, J u l y 11973, \"vol. 16, Nc. 7, p. 379. * Lucas e m p i r i c a l l y t e s t e d the M S n shaped curve hypothesis. He found t h a t data on EDP budgets f o r 29 C a l i f o r n i a c o u n t i e s f a i l e d to support both the Nolan \"S\" curve h y p o t h e s i s and the use of budgets as a b a s i s f o r a stage model. Lucas H.C., J r . , Sutton J.A., The Stage, Hypothesis aM Sz Curve: Some C o n t r a d i c t o r y Evidence. Communications o f the ACM, A p r i l 1977, V o l . 20, No. 4, pp. 254-259. 8 The stage h y p o t h e s i s was r e s t a t e d by Nolan and Gibson a f t e r conducting a more i n t e n s i v e study of the \"growth processes\" a t work at each stage.? They d e f i n e d t h r e e growth pr o c e s s e s : 1) b u i l d i n g an a p p l i c a t i o n s p o r t f o l i o , 2) b u i l d i n g an EDP o r g a n i z a t i o n , and 3) b u i l d i n g an EDP planning and c o n t r o l system. The t h i r d growth process i n c l u d e d the pl a n n i n g and c o n t r o l t a s k s of the f i r s t stage hypothesis statement. The second growth process corresponded t o the o r g a n i z i n g task and the f i r s t was a new growth process which d i d not correspond to any previous d e s c r i p t i v e task ( s ) . L a t e r i n 1975, based on c o n s u l t i n g work with ten l a r g e companies, Nolan i n t r o d u c e d a f c u r t h growth process c a l l e d \"user awareness\".* T h i s process represented the extent t o which users develop an understanding and awareness of the o p p o r t u n i t i e s and l i m i t a t i o n s of computer technology. Following i s a b r i e f d e s c r i p t i o n of the growth processes and t h e i r c h a r a c t e r i s t i c s i n the f o u r stages. <1) I n i t i a t i o n . The computer i s i n t r o d u c e d i n t o the o r g a n i -z a t i o n and manual systems are slowly c o n v e r t e d to the automated media. The a p p l i c a t i o n s a t t h i s stage are f u n c t i o n a l and are j u s t i f i e d by t h e i r c o s t s a v i n g s . The f Gibson C.F., Nolan R.L., M a n a j l M the Four Stages of EDP Growth, Harvard Business Review, January-February 1974, V c l 7 52, No. 1, pp. 76-88. 8 Nolan R.L., Norton D.P., The EDP O r g a n i z a t i o n Stage A n a l y s i s , D.P. Management C o r p o r a t i o n , 1975, { p r o p r i e t a r y paper). 9 e l e c t r o n i c data p r o c e s s i n g (EDP) o r g a n i z a t i o n i s t e c h n o l o g i c a l l y s p e c i a l i z e d t o i n c r e a s e hardware e f f i c i e n c y . Management c o n t r o l i s l a x and c o s t s a re not s c r u t i n i z e d c l o s e l y . The user does not p a r t i c i p a t e i n the EDP e f f o r t and has a \"hands o f f \" a t t i t u d e towards the computer. (2) Contagion. The excess of computing c a p a c i t y a c q u i r e d when the company f i r s t i n i t i a t e d an EDP f a c i l i t y , combined with the l u r e of broader and more advanced a p p l i c a t i o n s , t r i g g e r a p e r i o d of r a p i d expansion. The type of a p p l i c a t i o n s p r o l i f e r a t e i n an uncoordinated manner i n a l l areas of the organization.., The EDP o r g a n i -z a t i o n g u i c k l y b u i l d s a s t a f f of user o r i e n t e d programmers to develop a v a r i e t y o f a p p l i c a t i o n s . EDP management c o n t r o l s are r e l a t i v e l y n o n - e x i s t e n t . Economic j u s t i f i c a t i o n of p r o j e c t s and e f f e c t i v e implementation standards are ignored., The user i s eager t o p a r t i c i p a t e ; however he overestimates p o t e n t i a l b e n e f i t s of a p p l i c a t i o n s . (3) C o n s o l i d a t i o n . Rapid and u n c o n t r o l l e d EDP development give s r i s e to i n e v i t a b l e system problems as w e l l as concern by upper management f o r the r a p i d l y r i s i a q c o s t s of the EDP a c t i v i t y . EDP manaqement becomes c o n t r o l o r i e n t e d and puts heavy emphasis on the e f f i c i e n c y of system o p e r a t i o n s . E x i s t i n g a p p l i c a t i o n s are 10 c o n s o l i d a t e d and there i s very l i t t l e new system development. f o r m a l i z e d c o n t r o l mechanisms are i n t r o d u c e d and the user i s held accountable f o r a p p l i c a t i o n development and o p e r a t i o n a l c o s t s . (4) I n t e g r a t i o n . In t h i s stage the EDP o r g a n i z a t i o n has reached maturity. The emphasis i s on i n t e g r a t i n g the a p p l i c a t i o n s with the needs of the o r g a n i z a t i o n . O n - l i n e and data base systems are i n t r o d u c e d . The EDP o r g a n i z a -t i o n has become s p e c i a l i z e d i n v a r i o u s areas such as on-l i n e time s h a r i n g systems, data base technology and t e l e p r o c e s s i n g . Formal planning and c o n t r o l s t r u c t u r e s e x i s t at t h i s s t a g e . The user i s capable of l e a d i n g i n system design and i s e f f e c t i v e l y held accountable and r e s p o n s i b l e f o r h i s a p p l i c a t i o n s . I t was assumed t h a t as an o r g a n i z a t i o n moves from stage I to stage IV, i t becomes more mature. Stated otherwise, orga-n i z a t i o n s d i s p l a y i n g c h a r a c t e r i s t i c s of stage IV are c o n s i d e r e d to be more mature than o r g a n i z a t i o n s d i s p l a y i n g c h a r a c t e r i s t i c s of stage I . Therefore, the c h a r a c t e r i s t i c s d e s c r i b i n g each stage can be used as a means of measuring an EDP o r g a n i z a t i o n ' s maturity. 11 O r g a n i z a t i o n a l M a t u r i t y The c h a r a c t e r i s t i c s of Nolan\u00bbs stage model and the maturity assumptions s t a t e d i n the previous s e c t i o n were used to develop e l e v e n EDP maturity c r i t e r i a . These c r i t e r i a were then used to develop the EDP maturity q u e s t i o n n a i r e which i s i n c l u d e d i n Appendix A and s i l l be d i s c u s s e d i n Chapter I I . F o l l o w i n g i s a d e s c r i p t i o n of the eleven c r i t e r i a : (1) Monthly Expenditures on Hardware. O r g a n i z a t i o n s which have l a r g e expenditures on hardware tend to be more mature than o r g a n i z a t i o n s which have s m a l l e r expenditures. {2} EDP H i s t o r y . More mature o r g a n i z a t i o n s tend t o have more experience with computers and computer technology. (3) P o s i t i o n i n O r g a n i z a t i o n a l S t r u c t u r e . EDP departments i n more mature o r g a n i z a t i o n s are placed at a hi g h e r l e v e l i n the o r g a n i z a t i o n , whereas l e s s mature EDP departments tend t o be l o c a t e d under a f u n c t i o n a l a u t h o r i t y . (4) Oser Awareness. More mature o r g a n i z a t i o n s have users which are more i n t e r e s t e d and capable of p a r t i c i p a t i n g a c t i v e l y i n the systems development e f f o r t . (5) Bole of Sen i o r Management. Senior management p l a y s a gr e a t e r r o l e i n the o v e r a l l 12 planning and c o n t r o l of the more mature EDP o r g a n i z a -t i o n s . (6) O b j e c t i v e s e t t i n g . More mature EDP o r g a n i z a t i o n s have more formal EDP o b j e c t i v e s which are t i e d t o o v e r a l l o r g a n i z a t i o n a l o b j e c t i v e s . (7) EDP Department Performance E v a l u a t i o n . The e v a l u a t i o n of more mature EDP departments i s based l e s s on c l e r i c a l c o s t savings and more on o v e r a l l c o n t r i b u t i o n to the o r g a n i z a t i o n a l goals as s t a t e d i n the o v e r a l l o r g a n i z a t i o n a l p l a n . (8) Budgeting Process. More mature EDP departments have a fo r m a l budgeting process i n t e g r a t e d with the o v e r a l l o r g a n i z a t i o n a l p r i o r i t i e s . (9) EDP Pla n n i n g . , More mature EDP departments have a formal EDP plan i n t e g r a t e d with the o v e r a l l o r g a n i z a t i o n a l p l a n . (10) EDP C o n t r o l Mechanisms. More mature o r g a n i z a t i o n s use a charge-out system, en f o r c e formal documentation standards and r e q u i r e p e r i o d i c p r o j e c t r e p o r t s . (11) P o r t f o l i o mix. More mature EDP o r g a n i z a t i o n s have a p o r t f o l i o which would i n c l u d e more t a c t i c a l and s t r a t e g i c l e v e l i n f o r m a t i o n systems than l e s s mature o r g a n i z a t i o n s . 13 Seme of the above c r i t e r i a may fee b e t t e r i n d i c a t o r s of maturity than o t h e r s . N e v e r t h e l e s s , f o r each c r i t e r i o n there w i l l be some e x c e p t i o n s where an o r g a n i z a t i o n would normally be c o n s i d e r e d as \"mature\" but would not s a t i s f y t h a t p a r t i c u l i a r c r i t e r i o n . T h e r e f o r e , a combination of the c r i t e r i a would not be as s e n s i t i v e t o d i f f e r e n t p a r t i c u l a r c h a r a c t e r i s t i c s of p a r t i c u l a r o r g a n i z a t i o n s and would g i v e a b e t t e r r e a d i n g o f an o r g a n i z a t i o n ' s maturity than any s i n g l e c r i t e r i o n . S k i l l Requirements Of Data P r o c e s s i n g Managers Hypothesis I. Managers of more mature EDP o r g a n i z a t i o n s w i l l p e r c e i v e a g r e a t e r u s e f u l n e s s f o r g e n e r a l i s t s k i l l s than f o r s p e c i a l i s t s k i l l s . Hypothesis I I . Managers of l e s s mature EDP o r g a n i z a t i o n s w i l l p erceive a g r e a t e r u s e f u l n e s s f o r s p e c i a l i s t s k i l l s than f o r g e n e r a l i s t s k i l l s . Hypothesis I I I . Managers of more mature EDP o r g a n i z a -t i o n s w i l l p e r c e i v e a g r e a t e r u s e f u l n e s s f o r g e n e r a l i s t s k i l l s than w i l l managers of l e s s mature EDP o r g a n i z a -t i o n s . Hypothesis IV. Managers of l e s s mature EDP o r g a n i z a t i o n s w i l l p e r c e i v e a g r e a t e r u s e f u l n e s s f o r s p e c i a l i s t s k i l l s than w i l l managers of more mature o r g a n i z a t i o n s . Nolan s t a t e s t h a t the l a r g e r the EDP o r g a n i z a t i o n , the mere managerial ( g e n e r a l i s t ) s k i l l s and the l e s s t e c h n i c a l ( s p e c i a l i s t ) s k i l l s the data p r o c e s s i n g manager w i l l r e q u i r e . 9 9 Nolan R.L., P l i g h t o f the EDP Manager? Harvard Business Review, May-June 1973, pp. 143-152. 14 He argues t h a t l e s s mature EDP o r g a n i z a t i o n s w i l l r e q u i r e man-agers to perform many of the t e c h n i c a l f u n c t i o n s of systems a n a l y s t s and proqrammers, whereas more mature o r q a n i z a t i o n s w i l l r e q u i r e managers t o perform more managerial and a d m i n i s t r a t i v e f u n c t i o n s . The above f o u r hypotheses are described i n F i g u r e I. I t i s hypothesized t h a t the EDP managers mix of s k i l l s p e r c e i v e d t c be u s e f u l l w i l l c o n t a i n more g e n e r a l i s t and l e s s s p e c i a l i s t s k i l l s f o r more mature EDP o r g a n i z a t i o n s , and more s p e c i a l i s t and l e s s g e n e r a l i s t s k i l l s f o r l e s s mature EDP o r a n i z a t i c n s . FIGURE I PICTORIAL DESCRIPTION OF THE FIRST FOUR HYPOTHESES EDP MANAGER'S SKILL MIX LESS MATURE MORE MATURE ORGANIZATIONAL MATURITY S k i l l Requirements Of Systems A n a l y s t s Hypothesis V., Systems A n a l y s t s i n more mature EDP orga-n i z a t i o n s w i l l p e r c e i v e a gre a t e r u s e f u l n e s s f o r gener-a l i s t s k i l l s than w i l l Systems A n a l y s t s i n l e s s mature EDP o r q a n i z a t i o n s . 15 One of the main c h a r a t e r i s t i c s of maturing o r g a n i z a t i o n s i s t he i n c r e a s e d p e n e t r a t i o n of computerized i n f o r m a t i o n systems throughout the o r g a n i z a t i o n . Consequently, systems a n a l y s t s i n more mature o r g a n i z a t i o n s w i l l need to e f f e c t i v e l y i n t e r a c t with v a r i o u s people i n a l l f u n c t i o n a l a r e a s . They w i l l need a b e t t e r understanding of the o r g a n i z a t i o n ' s s t r u c t u r e , f u n c t i o n s , and i n f o r m a t i o n needs. I t i s hypothesized t h a t the a n a l y s t s of more mature o r g a n i z a t i o n s w i l l r e q u i r e more g e n e r a l i s t s k i l l s than a n a l y s t s i n l e s s mature o r q a n i z a t i o n s s i n c e most a p p l i c a t i o n s i n the l a t t e r o r -g a n i z a t i o n s would be s e r v i n g one f u n c t i o n a l a r e a . , One of the c h a r a c t e r i s t i c s of Nolan's stage hypothesis i s t h a t o r q a n i z a -t i o n s i n stage I ( l e s s mature) use the computer i n one f u n c t i o n a l area ( u s u a l l y a c c o u n t i n g ) . T h e r e f o r e , a n a l y s t s i n such o r g a n i z a t i o n s w i l l r e q u i r e l e s s g e n e r a l i s t s k i l l s than a n a l y s t s i n more mature o r g a n i z a t i o n s . Hypothesis VI. Systems A n a l y s t s i n l e s s mature EDP orga-n i z a t i o n s w i l l p e r c e i v e a g r e a t e r u s e f u l n e s s f o r s p e c i a l -i s t s k i l l s than w i l l Systems A n a l y s t s i n more mature or-g a n i z a t i o n s . A n a l y s t s i n l e s s mature f i r m s w i l l o f t e n be \"proqrammer\/analysts\" and w i l l r e q u i r e more systems development\/desiqn s k i l l s which are h i q n l y s p e c i a l i z e d . In l e s s mature o r q a n i z a t i o n s there w i l l be l e s s d i v i s i o n of l a b o r and a n a l y s t s w i l l need to perform many of the t e c h n i c a l t a s k s which would be performed by proqrammers i n more mature o r g a n i -z a t i o n s . Consequently, a n a l y s t s w i l l r e q u i r e more s p e c i a l i s t s k i l l s than t h e i r c o u n t e r p a r t s i n more mature o r q a n i z a t i o n s . 16 Hypothesis VII. Systems A n a l y s t s from both more and l e s s mature EDP o r g a n i z a t i o n s (combined) w i l l p e r c e i v e a g r e a t e r u s e f u l n e s s f o r g e n e r a l i s t s k i l l s than f o r spe-c i a l i s t s k i l l s . Systems a n a l y s t s design systems \"to s a t i s f y o r g a n i z a t i o n a l needs and t h e r e f o r e must be competent with s o c i a l systems ( r e l a t e d to g e n e r a l i s t s k i l l s ) as w e l l as with t e c h n i c a l systems ( r e l a t e d t o s p e c i a l i s t s k i l l s ) . I n the U n i v e r s i t y of Minnesota's MISRC study, i t was s t a t e d t h a t \" s p e c i a l i s t s k i l l s would be e l e v a t e d , f o r example, over g e n e r a l i s t s k i l l s f o r both s e n i o r and j u n i o r programmers. At a l l other p o s i t i o n s g e n e r a l i s t s k i l l s were deemed more useful.\" 1\u00b0 I t i s t h e r e f o r e hypothesized here, i n accordance with the r e s u l t s of the Minnesota study, that systems a n a l y s t s w i l l have a g r e a t e r need f o r g e n e r a l i s t s k i l l s than f o r s p e c i a l i s t s k i l l s . Hypothesis V I I I , Systems Analysts i n l e s s mature orga-n i z a t i o n s w i l l o b t a i n a lower v a r i a n c e of s c o r e s r a t i n g the p e r c e i v e d u s e f u l n e s s o f s k i l l s than a n a l y s t s i n more mature o r g a n i z a t i o n s . One of the c h a r a c t e r i s t i c s mentioned i n the stage a n a l y s i s i s the i n c r e a s i n g s p e c i a l i z a t i o n of EDP personnel as the o r g a n i z a t i o n matures. In stage I there i s l e s s d i v i s i o n of laiaor; the personnel perform a wider v a r i e t y of t a s k s than i n stage IV.. A p p l y i n g t h i s t o systems a n a l y s t s , t h i s sould mean th a t a n a l y s t s i n l e s s mature o r g a n i z a t i o n s would p e r c e i v e the need f o r a wide range of s k i l l s , whereas a n a l y s t s i n more mature o r g a n i z a t i o n s would p e r c e i v e the need f o r g r e a t e r *o HISBC-BP-74-01, p. 15. 17 e x p e r t i s e i n a fewer number of s k i l l s . The v a r i a n c e of scores r a t i n g the perceived u s e f u l n e s s of a l l s k i l l s (both g e n e r a l i s t and s p e c i a l i s t ) w i l l be used as an i n d i c a t o r of the degree of s k i l l s p e c i a l i z a t i o n p e r c e i v e d to be u s e f u l by the respondent. A low v a r i a n c e would i n d i c a t e a low degree of s p e c i a l i z a t i o n and a high v a r i a n c e would i n d i c a t e a h i g h degree of s p e c i a l i z a t i o n . S k ^ l l Requirements Of Managers Versus A n a l y s t s Hypothesis IX. EDF Managers w i l l p e r c e i v e a g r e a t e r use-f u l n e s s f o r g e n e r a l i s t s k i l l s than w i l l Systems A n a l y s t s . Hypothesis X. Systems A n a l y s t s w i l l p e r c e i v e a g r e a t e r u s e f u l n e s s f o r s p e c i a l i s t s k i l l s than w i l l EDP Managers. Hypothesis XI. People, O r g a n i z a t i o n and S o c i e t y s k i l l s w i l l each be p e r c e i v e d as being more u s e f u l t o EDP Man-agers than to Systems A n a l y s t s , Hypothesis XII. Systems, Computer and Model s k i l l s w i l l each be perceived as being more u s e f u l to Systems A n a l y s t s than to EDP Managers. The U n i v e r s i t y of Minnesota's MISRC study d i d not compare s k i l l requirements across job p o s i t i o n s . Because of i n h e r e n t d i f f e r e n c e s between the t a s k s performed by EDP managers and systems a n a l y s t s , i t i s expected that t h e r e w i l l be a s i g n i f i c a n t d i f f e r e n c e i n the u s e f u l n e s s a t t r i b u t e d to the v a r i o u s s k i l l s . In p a r t i c u l a r , managers are expected to p e r c e i v e a g r e a t e r u s e f u l n e s s f o r g e n e r a l i s t s k i l l s than systems a n a l y s t s , and a n a l y s t s are expected t o p e r c e i v e a g r e a t e r u s e f u l n e s s f o r s p e c i a l i s t s k i l l s than EDP managers. 18 In order to make a f i n e r d i s t i n c t i o n between s k i l l s . Hypothesis XI and XII were formulated using the s i x s k i l l c a t e g o r i e s . I t i s hypothesized that people, o r g a n i z a t i o n and s o c i e t y s k i l l s w i l l each be more u s e f u l to managers than to a n a l y s t s and t h a t systems, computers and model s k i l l s w i l l each be more u s e f u l to systems a n a l y s t s than to managers. 19 CHAPTER I I M a i l Questionnaire Survey The Methodology The purpose of t h i s study i s t o gather data on the s k i l l s deemed to be u s e f u l by data p r o c e s s i n g managers and systems a n a l y s t s i n a r e p r e s e n t a t i v e sample of data p r o c e s s i n g o r g a n i -z a t i o n s . The mail q u e s t i o n n a i r e was s e l e c t e d as the best method of accomplishing t h i s g o a l . There a r e advantages and disadvantaqes t o using mail q u e s t i o n n a i r e s . The key to succeeding with t h i s technique i s to i n v e s t time and resources i n the c a r e f u l p l a n n i n g of the data gathering process. T h i s method i s a c o s t - e f f e c t i v e way o f g a t h e r i n g s e l f -r e p o r t e d data. The q u e s t i o n n a i r e may be sent to a l a r g e number of people a t minimal c o s t . The respondent does not f e e l pressured to answer as with an i n t e r v i e w , and i t may r e s u l t i n a f e e l i n g of p r i v a c y and anonymity which could i n c r e a s e the v a l i d i t y of responses. Some of the disadvantages of the method are that respondents may m i s i n t e r p r e t q u e s t i o n s and w i l l tend to d i s t o r t answers i n t h e i r , or the r e s e a r c h e r ' s , f a v o r . The i m p l i c a t i o n s of these disadvantaqes are that q u e s t i o n s must be 20 very c a r e f u l l y worded and the r e s e a r c h e r must he aware of p o t e n t i a l b i a s e s . However, low response r a t e i s the main disadvantage most o f t e n a t t r i b u t e d to m a i l q u e s t i o n n a i r e s . Charach s t a t e s t h a t a low response r a t e i s p r i m a r i l y due t o poor q u e s t i o n n a i r e d e s i g n , 1 1 He d e s c r i b e s a methodology which., he c l a i m s , w i l l o b t a i n a high response r a t e even with q u e s t i o n n a i r e s exceedinq f i f t e e n paqes i n l e n q t h . T h i s c l a i m was put to the t e s t i n t h i s study. A f t e r havinq unsuccess-f u l l y d i s t r i b u t e d 60 q u e s t i o n n a i r e packaqes a t a meetinq of data p r o c e s s i n q manaqers, a n a l y s t s , and other members of the data p r o c e s s i n q community, 1 2 i t was decided t o f o l l o w the methodology developed by Charach. Q u e s t i o n n a i r e s were mailed t o respondents i n a package c o n t a i n i n g a c o v e r i n g l e t t e r , one f i v e page q u e s t i o n n a i r e , t h r e e f o u r t e e n page q u e s t i o n n a i r e s and a r e t u r n envelope. The packaqe was p e r s o n a l l y addressed to an e x e c u t i v e i n the'' data p r o c e s s i n q department of the o r q a n i z a t i o n surveyed. T h i s e x e c u t i v e (which we termed, data p r o c e s s i n q manager) was requested t o f i l l out the f i v e page o r g a n i z a t i o n a l p r o f i l e q u e s t i o n n a i r e and one f o u r t e e n page EDP s k i l l q u e s t i o n n a i r e . 1 3 The e x e c u t i v e was then asked to g i v e . the two remaining EDP 1 1 Charach L,, An E x p l o r a t o r y I n v e s t i g a t i o n Toward The Development Of A He search Design-\u2022\u2022For \u2022 A Study Of Youth f o r k T r a n s i t i o n , unpublished master's t h e s i s . U n i v e r s i t y of B r i t i s h Columbia, 1977. , 1 2 None o f the 60 q u e s t i o n n a i r e s d i s t r i b u t e d by a member of the e x e c u t i v e of a l o c a l data p r o c e s s i n g a s s o c i a t i o n was returned. 21 s k i l l q u e s t i o n n a i r e s to two of h i s systems a n a l y s t s f o r completion. We w i l l now d e s c r i b e the c o v e r i n g l e t t e r and both q u e s t i o n n a i r e s i n g r e a t e r d e t a i l . The C o vering L e t t e r Each package was accompanied by a hand s i g n e d , p e r s o n a l i z e d c o v e r i n g l e t t e r , p r i n t e d with carbon r i b b o n on a t y p e w r i t e r - t e r m i n a l by computer on U n i v e r s i t y of B r i t i s h Columbia, F a c u l t y of Commerce and Business A d m i n i s t r a t i o n l e t t e r h e a d , * * The l e t t e r was p u r p o s e f u l l y not r i g h t j u s t i f i e d , i n order t o c o n c e a l the f a c t t h a t i t was computer produced. The l e t t e r was signed by Dr. A.S. Dexter who i s a member of the author's t h e s i s committee. I t was f e l t t h a t a member of the Commerce F a c u l t y would add more importance t o the q u e s t i o n n a i r e and would q i v e a b e t t e r j u s t i f i c a t i o n t c the respondent f o r spending time answering i t , than a graduate student would., Vocino looked at the d i f f e r e n c e i n response r a t e s when sending a c o v e r i n g l e t t e r s igned by a w e l l known person i n the d i s c i p l i n e as compared to sending a c o v e r i n g l e t t e r on u n i v e r s i t y s t a t i o n a r y s i g n e d by a l e s s w e l l known i n d i v i d u a l . He s t a t e d t h a t : \"The d i f f e r e n c e was f a r l e s s than expected and suggests t h a t endorsements from \"big-name\" personages might r e s u l t i n only marginal b e n e f i t s \" . 1 5 i 3 see appendices A and B r e s p e c t i v e l y , i * see Appendix C. 22 T h e r e f o r e , based on these r e s u l t s , i t was decided net t o s o l i c i t the f u l l endorsement of the p r e s i d e n t of the a s s o c i a t i o n which cooperated with us by forwarding the names and addresses of i t s members. One o f the major uses of the c o v e r i n g l e t t e r i s to t r a n s m i t t o the respondent the value of h i s responses. T h i s means t h a t the r e s e a r c h e r must overcome the repondent's f e e l i n g t h a t he i s one of many \"numbers\"., For t h i s reason, the c o v e r i n g l e t t e r was hand signed and p e r s o n a l i z e d . Each l e t t e r had the name and address cf the respondent typed (by computer) with the same typeface as the body of t h e l e t t e r . Matteson compared response r a t e s between respondents r e c e i v i n g a form l e t t e r and respondents r e c e i v i n g a p e r s o n a l i z e d l e t t e r . * * He found t h a t the r e t u r n r a t e f o r the p e r s o n a l i z e d l e t t e r was 31.9% as opposed t o 22.0% f o r the form l e t t e r . The l e t t e r 1 s f i r s t paragraph gave an i n t r o d u c t i o n t o the l e t t e r and v a r i e d depending on the source of the respondent's name and address. Seme l e t t e r s r e f e r r e d t o the a s s o c i a t i o n from which some o f the names and addresses o r i g i n a t e d , o t hers r e f e r r e d t o a source person, and others to a previous meeting or phone c a l l between the r e s e a r c h e r and the respondent. 1 5 Vocino T., Three V a r i a b l e s In S t i m u l a t i n g ResponsesTo Mailed Q u e s t i o n n a i r e s , J o u r n a l o f Marketing, October 1977, p.76. 1 6 Matteson M.T., JTyjae Of T r a n s m i t t a l L e t t e r And Q u e s t i o n n a i r e Color as Two V a r i a b l e s I n f l u e n c i n g Response Rates In A- M a i l Survey, J o u r n a l of Ap p l i e d Psychology, 1973, No. 4, pp. 535-536. 23 Since the l e t t e r was s t o r e d on computer, i t was r e l a t i v e l y s imple t o make the r e q u i r e d m o d i f i c a t i o n s . , The second paraqraph i n t r o d u c e d the purpose of the study. I t was f e l t t h a t many of these respondents would be aware of the problems of r e c r u i t i n g u n i v e r s i t y graduates who do not possess the necessary data p r o c e s s i n g s k i l l s . The paragraph mentioned t h a t the u n i v e r s i t y was aware of the problem and t h a t an e f f o r t was being made to s o l v e i t . The purpose c f the paragraph was t o r e l a t e the study t o an i s s u e which might have been of i n t e r e s t t o the respondent and to s t r e s s the importance o f the study. The l e t t e r t r i e d t o c a t e r to the respondent's u n s e l f i s h n e s s r a t h e r than emphasizing p o t e n t i a l b e n e f i t s t o him. In a study by Dill m a n , i t was found t h a t a c o v e r i n g l e t t e r which conveyed an image of s o c i a l u t i l i t y , was more e f f e c t i v e than an e g o i s t i c a l l e t t e r . 1 7 T h i s i s e s p e c i a l l y t r u e f o r respondents of middle and higher socio-eccnomic s t a t u s , as was found by Champion and S e a r . 1 8 The next paragraph d e s c r i b e d the package contents and the purpose o f the two q u e s t i o n n a i r e types and s p e c i f i e d who was t o complete what q u e s t i o n n a i r e s . S i n c e the r e s e a r c h e r was not a v a i l a b l e t o answer q u e r i e s , i t was important t h a t the survey 1 7 Dillman D.A., I n c r e a s i n g M a i l Questionnaire Res Large Samples Of The General P u b l i c , P u b l i c Opinion Q u a r t e r l y , 1972, pp. 254-257. 1 8 Champion D., Sear A.M., Q u e s t i o n n a i r e Response Rate: A M e t h o d o l o g i c a l A n a l y s i s . S o c i a l F orces, 1969, V o l . 47, pp. 335-339. 24 be as s e l f - e x p l a n a t o r y as p o s s i b l e . F o r t h i s reason, i n t r u c t i o n s r e l a t i n g to which i n d i v i d u a l was t o complete which q u e s t i o n n a i r e s were i n c l u d e d i n both the c o v e r i n g l e t t e r and i n the i n s t r u c t i o n sheet attached to each q u e s t i o n n a i r e . The f i f t h paraqraph assured the respondent t h a t no more than t w e n t y - f i v e minutes were needed t o complete the survey. T h i s i s p a r t i c u l a r l y important with t h i c k e r q u e s t i o n n a i r e packages. For example, even though the s k i l l g u e s t i c n n a i r e was voluminous, i t was composed of many s h o r t guestions which tcok no more than a few seconds each t o answer, r e s u l t i n g i n a s h o r t o v e r a l l q u e s t i o n n a i r e completion time.. The paraqraph a l s o pointed out t h a t the respondent would not i n c u r any out-of-pocket c o s t s , s i n c e the r e t u r n envelope was pre-stamped. Pre-stamping has two e f f e c t s : the f i r s t , i s t h a t the respondent does not need t o i n c u r e x t r a c o s t s f o r postage; second, i t enhances the impression t h a t the study i s worthwhile. I t i s p a r t i a l l y f o r t h i s reason t h a t f i r s t c l a s s postaqe was used, both f o r sending' packages and f o r the r e t u r n envelopes. The other advantage of f i r s t c l a s s postage i s t h a t the p o s t - o f f i c e w i l l make some e f f o r t t o forward the packaqes or r e t u r n them i f a respondent i s not l o c a t a b l e . The next paragraph of the l e t t e r was very important. I t assured the respondent of the c o n f i d e n t i a l i t y of h i s responses. T h i s was to induce b e t t e r responses and minimize s e l f - r e p o r t b i a s . The paragraph a l s o o f f e r e d the research r e s u l t s t o the respondent. T h i s r e p a i d the respondent f o r h i s time, and i n c r e a s e d h i s involvement i n the p r o j e c t by 25 p r o v i d i n g him with feedback. The Follow-up Process One of the advantages of having the names and addresses of p o t e n t i a l respondents (besides being able to send p e r s o n a l i z e d c o v e r i n g l e t t e r s ) , i s t h a t the r e s e a r c h e r may p e r s i s t i n h i s e f f o r t s t o o b t a i n responses. As s t a t e d i n Charach, the follow-up process i s the key t o o b t a i n i n g high response r a t e s using m a i l q u e s t i o n n a i r e s . 1 9 In t h i s study, a post-card was sent to the respondents f i v e days a f t e r the q u e s t i o n n a i r e was m a i l e d . 2 0 One s i d e of the c a r d c o n s i s t e d of the r e s e a c h e r ' s name and address, the respondent's computer p r i n t e d a d d r e s s - l a b e l and a stamp. The r e v e r s e s i d e , i d e n t i f i e d the u n i v e r s i t y , the f a c u l t y and the study. The f i r s t paragraph expressed the wish t h a t the respondent had a c t u a l l y r e c e i v e d the package and thanked those who had a l r e a d y responded. The l a t t e r was i n c l u d e d to give the respondent the impression t h a t a number of managers had r e t u r n e d the completed q u e s t i o n n a i r e and that he had not. In r e a l i t y , only two of the 61 packages sent had been r e t u r n e d when the post-cards were mailed out. The second paragraph gave the respondent the o p p o r t u n i t y of phoning the r e s e a r c h e r i n the e v e n t u a l i t y t h a t he had not 1 9 i b i d , page 7 3. 2 0 see Appendix D. 26 r e c e i v e d , had l o s t the q u e s t i o n n a i r e package, or to c l a r i f y some t e c h n i c a l i t i e s r e l a t e d to the q u e s t i o n n a i r e . T h i s was a l s o t o assure him t h a t the r e s e a r c h e r was a v a i l a b l e f o r c o n s u l t a t i o n and was s e r i o u s i n h i s endeavour. The next step i n the follow-up was sending a second post-c a r d (the same one as above), one week a f t e r the f i r s t , to those o r g a n i z a t i o n s who had not yet responded. The e f f e c t s of t h i s l a s t reminder were l i n i m a l . , Since a s a t i s f a c t o r y sample s i z e had been a c h i e v e d , no other f o l l o w - u p methods were used. The M a t u r i t y Q u e s t i o n n a i r e In the survey documentation, the maturity g u e s t i c n n a i r e was c a l l e d the \" O r g a n i z a t i o n P r o f i l e Q u e s t i o n n a i r e \" . 2 1 The respondent was t o l d t h a t the q u e s t i o n n a i r e was designed t o allow the r e s e a r c h e r t o get a b e t t e r p i c t u r e (or \" p r o f i l e \" ) of the o r g a n i z a t i o n s surveyed. I t was f e l t t h a t c a l l i n g i t a \"ma t u r i t y \" q u e s t i o n n a i r e would c r e a t e unnecessary s e l f - r e p o r t b i a s . Both the maturity and EDP s k i l l q u e s t i o n n a i r e s had an attached i n s t r u c t i o n sheet. On t h i s sheet the respondent i d e n t i f i e d the name of h i s f i r m and h i s job p o s i t i o n or t i t l e . The name of the f i r m was needed to i d e n t i f y which o r g a n i z a -t i o n s had responded and the job t i t l e of the respondent was to make sure t h a t he was indeed a \"data p r o c e s s i n g manager\". The 2 1 see Appendix A. 27 name of the respondent was not necessary and was not requested. However, i f the respondent wished a copy of the re s e a r c h r e s u l t s , he was asked to a t t a c h h i s business car d t o th e q u e s t i o n n a i r e . T h i s o b v i o u s l y hindered anonymity, but i t was b e l i e v e d that the assurance of c o n f i d e n t i a l i t y i n the c o v e r i n q l e t t e r was s u f f i c i e n t t o a l l e v i a t e any f e a r s of response d i s c l o s u r e and that anonymity was not a c r u c i a l i s s u e . Most qu e s t i o n s r e q u i r e d t h a t the respondent s e l e c t an answer a l t e r n a t i v e aionq many, whereas a few other q u e s t i o n s r e q u i r e d that he e n t e r percentaqes o r weiqhts. A paragraph warninq t h a t the l a t t e r q u e s t i o n s were more d i f f i c u l t to answer was i n c l u d e d i n the i n s t r u c t i o n sheet. As a r e s u l t a l l respondents answered these questions even thouqh they were r e l a t i v e l y more arduous than the m u l t i p l e choice q u e s t i o n s . The o r q a n i z a t i o n p r o f i l e questions were developed from t h e eleven maturity c r i t e r i a d i s c u s s e d i n c h a p t e r I . Each quest i o n t r i e d t o measure the o r g a n i z a t i o n a g a i n s t the c r i t e r i a by r e q u e s t i n g the manager t o s e l e c t an a l t e r n a t i v e which best d e s c r i b e d the s i t u a t i o n i n h i s o r g a n i z a t i o n . In most questions the a l t e r n a t i v e s were ranked i n ascendinq order o f maturity based on the c r i t e r i a s t i p u l a t e d i n Chapter I . For example, the que s t i o n r e l a t e d to \" o b j e c t i v e s e t t i n g \" had as f i r s t a l t e r n a t i v e , \" o b j e c t i v e s are s e t i n f o r m a l l y by the EDP manaqer\", the second, \" o b j e c t i v e s are s e t f o r m a l l y by the EDP manaqer\", which would be considered more mature, t o the l a s t a l t e r n a t i v e , \" o b j e c t i v e s are d e r i v e d from o v e r a l l 28 business o b j e c t i v e s i n c o o p e r a t i o n with top management\". T h i s was done to allow the respondent to p o s i t i o n h i m s e l f on the maturity \"continuum\" f o r each c r i t e r i o n . . At the end of the q u e s t i o n n a i r e , the respondent was given the o p p o r t u n i t y to comment on the relevance of the guestions with r e s p e c t to the s i t u a t i o n i n h i s o r g a n i z a t i o n . T h i s helped the r e s e a r c h e r determine i f there were any weak p o i n t s i n the q u e s t i o n n a i r e which c o u l d be c o r r e c t e d by using proper q u e s t i o n weighting f a c t o r s and to demonstrate to the respondent t h a t the q u e s t i o n n a i r e s were c a r e f u l l y analyzed. The EDP S k i l l Q u e s t i o n n a i r e The i n s t r u c t i o n page of the EDP s k i l l q u e s t i o n n a i r e d e s c r i b e d the q u e s t i o n n a i r e purpose and gave an example of each of i t s two types of s k i l l s : those beginning with \" A M l i t y to ...\" and those beginning with \"Knowledqe of . , . \" . 2 2 These two c a t e g o r i e s d i d not r e p r e s e n t d i f f e r e n t s k i l l types but were simply d i f f e r e n t f o r m u l a t i o n s . The respondent was r e g u i r e d to c i r c l e a number from one to f i v e , i n d i c a t i n g h i s p e r c e i v e d u s e f u l n e s s of the s k i l l from \"of no use\" represented by \"1\" t o \"of a b s o l u t e n e c e s s i t y \" represented by \"5\". An example of the f i r s t f o r m u l a t i o n would be: 2 2 see appendix B. 29 A b i l i t y t o present i n w r i t i n g a d e t a i l e d d e s c r i p t i o n of part of a p r o j e c t . of no use 1 2 3 4 5 of a b s o l u t e n e c e s s i t y and of the second: Knowledge of fundamentals of p r o b a b i l i t y theory, of no use 1 2 3 4 5 of absolute n e c e s s i t y The i n s t r u c t i o n sheet c l e a r l y i n d i c a t e d that the r e s e a r c h e r was i n t e r e s t e d i n the p e r c e i v e d u s e f u l n e s s of the s k i l l f o r the job p o s i t i o n held by the respondent and not i n h i s possessed s k i l l l e v e l . In the U n i v e r s i t y of Minnesota's Management Information Systems Research Center {MISRC) study d i s c u s s e d i n Chapter I, i t was found t h a t \" s k i l l s were g e n e r a l l y c o n s i s t e n t w i t h i n p o s i t i o n s as t o mean rank o r d e r i n g o f s k i l l s possessed versus s k i l l s u s e f u l \" . 2 3 T h i s researcher b e l i e v e d t h a t t h i s was t r u e because respondents would not l i k e l y rank the u s e f u l n e s s of a s k i l l f o r t h e i r j ob, s i g n i f -i c a n t l y d i f f e r e n t l y from the s k i l l l e v e l possessed i f they were asked t o rank both a t the same time. T h e r e f o r e , i t was f e l t t h a t a s k i n g a respondent to rank the u s e f u l n e s s of a s k i l l i n r e l a t i o n t o h i s own work r a t h e r than ranking h i s own s k i l l l e v e l , would reduce s e l f - r e p o r t b i a s and would i n c r e a s e response o b j e c t i v i t y . The q u e s t i o n n a i r e c o n s i s t e d of 99 g u e s t i o n s which were d i v i d e d i n t o two groups. P a r t I of the q u e s t i o n n a i r e qrouped 2 3 MISRC-WP-74, p.15. 30 62 s k i l l s beginning with \" A b i l i t y t o . . . \" and Part I I grouped 37 s k i l l s s t a r t i n g with \"Knowledge o f . . . \" . In order to f a c i l i t a t e the respondent's task i t was decided net to i n t e r m i x the s k i l l s which had the two d i f f e r e n t f o r m u l a t i o n s . Of the 99 d i f f e r e n t s k i l l s , 46 were g e n e r a l i s t s k i l l s and 53 were s p e c i a l i s t s k i l l s . These s k i l l s c o u l d a l s o be c l a s s i f i e d f u r t h e r using the s i x c a t e g o r i e s (people, o r g a n i z a -t i o n s , s o c i e t y , systems, computers, and models) developed i n the ACS C u r r i c u l u m Committee r e p o r t d i s c u s s e d i n Chapter I. T a b l e I I i l l u s t r a t e s the d i s t r i b u t i o n of the s k i l l s w i t h i n the v a r i o u s c a t e g o r i e s . , TABLE I I DISTRIBUTION OF SKILLS BY CATEGORY I 'I 1 T 1 ) CATEGORY | GENERALIST | SPECIALIST | TOTAL | | + 1 i 4 I People j 9 | 0 | 9 | I O r g a n i z a t i o n s ! 17 | 0 I 17 J I S o c i e t y J 3 | 0 I 3 ( j Systems J 15 I 10 J 25 | I Computers j 1 | 34 I 35 | i Models | 1 | 9 | 10 | j p f- -I -j 1 TOTAL | 46 | 53 J 99 J * i 1 i j The great m a j o r i t y of s k i l l s were a subset of the 111 s k i l l s developed f o r the U n i v e r s i t y o f Minnesota's MISRC study. Fourteen o f the study's 111 s k i l l s belonged to a c a t e g o r y c a l l e d 'performance'. These s k i l l s , which c o u l d not 31 be c l a s s i f i e d as s p e c i a l i s t or g e n e r a l i s t , were c o n s i s t e n t l y ranked higher than the o t h e r s . 2 * A f t e r c l o s e r a n a l y s i s i t was observed t h a t these performance s k i l l s were so e s s e n t i a l t h a t the respondent had to give them a high u s e f u l n e s s s c o r e . Example of these were: \" A b i l i t y to perform t a s k s a c c u r a t e l y \" , \" A b i l i t y t o work independently with l i m i t e d s u p e r v i s i o n \" , and \" A b i l i t y t o p l a n and o r g a n i z e work assignments\". Since these s k i l l s f a i l e d to d i s c r i m i n a t e between respondents and were c o n s i s t e n t l y ranked above the other s k i l l s , they were not i n c l u d e d i n t h i s study's s k i l l s e t . C e r t a i n s k i l l s were c o n s i d e r e d not to be very important or were of ab s o l u t e n e c e s s i t y i n any work environment, and were not i n c l u d e d . An example of the former would be \"Knowledge of p r o f e s s i o n a l data processing a s s o c i a t i o n s \" , and an example of the l a t t e r , \" A b i l i t y t o communicate with ethers verbally.'? S k i l l s r e l a t e d t o t o p i c s which have surfaced s i n c e the MISBC study was undertaken, such as \"data bases\" and \" s t r u c t u r e d programming\", were added t o the s e t . The 99 s k i l l s were randomly in t e r m i x e d w i t h i n P a r t I and Part I I . Consequently, the respondent c o u l d not adopt a p a t t e r n of response f o r a c e r t a i n s k i l l category and had t o be more a t t e n t i v e i n h i s e v a l u a t i o n of each s k i l l . see Table I , Chapter I. 32 S t a t i s t i c a l Procedures I n order t o de r i v e a ma t u r i t y s c o r e f o r an o r g a n i z a t i o n , the raw score of each maturity guestion was converted to a percentage o f i t s maximum a t t a i n a b l e s c o r e . T h i s was done so t h a t a gues t i o n scored on a s i x p o i n t s c a l e would not c a r r y more weight than a gu e s t i o n scored on a fou r p o i n t s c a l e . The i n d i v i d u a l l y a d j u s t e d s c o r e s were added to form the o r g a n i z a -t i o n s o v e r a l l maturity s c o r e . Scores were s o r t e d and the median was chosen as the d i v i d i n g p o i n t between the scores of the mature and l e s s mature o r g a n i z a t i o n s . A s e n s i t i v i t y t e s t was performed on t h i s r a n k i n g by varying the weights of the c r i t e r i a . There were no s i g n i f i c a n t changes observed i n the ranking. The r a n k i n g was considered to be a good r e p r e -s e n t a t i o n of the r e l a t i v e m a t u r i t i e s of the o r g a n i z a t i o n s surveyed. The s k i l l data was entered i n t o two computer f i l e s . One f i l e c o n t ained manager data and the other systems a n a l y s t data. Both f i l e s c o n s i s t e d of the employee's company number 2 5 and h i s 99 s k i l l s c o r e s . These two f i l e s were combined t o produce two new f i l e s . The f i r s t , c o n t a i n e d the mean score of managers and a n a l y s t s f o r g e n e r a l i s t and s p e c i a l i s t s k i l l s . The second, contained the mean s c o r e s of managers and a n a l y s t s f o r each of the s i x s k i l l c a t e g o r i e s . A l l hypotheses, except 2 5 Companies were s e q u e n t i a l l y assigned an i n d i v i d u a l number as t h e i r completed q u e s t i o n n a i r e s were r e c e i v e d . 33 Hypothesis VIII (which was r e l a t e d to s c o r e v a r i a n c e ) , were t e s t e d using t ~ t e s t s . , The t e s t s were performed using SPSS. 2 6 In order t o t e s t Hypothesis V I I I , the v a r i a n c e a c r o s s the 99 s k i l l s f o r each a n a l y s t was computed. The s e t of v a r i a n c e s o f a n a l y s t s working f o r more mature EDP o r g a n i z a t i o n s was compared to the s e t of v a r i a n c e s of a n a l y s t s working f o r l e s s mature o r g a n i z a t i o n s u s i n g the Mann-Whitney 0 t e s t (non-parametric t e s t ) . The t - t e s t was not used to compare the v a r i a n c e s because the assumption of independence of scores f o r each a n a l y s t could not be made. In a d d i t i o n , the t - t e s t was l i m i t e d to comparing d i f f e r e n c e s i n means. T h e r e f o r e , scae of the b a s i c assumptions u n d e r l y i n g the t - t e s t were v i o l a t e d . The Mann-Whitney U t e s t employs the a c t u a l ranks of the o b s e r v a t i o n s as a d e v i c e f o r t e s t i n g hypotheses about the i d e n t i t y of two p o p u l a t i o n d i s t r i b u t i o n s . With regard to the Mann-Whitney U t e s t , Winkler and Hays s t a t e d : \" I t i s a good, r e l a t i v e l y powerful a l t e r n a t i v e to the usual T t e s t f o r e q u a l i t y of means\". 2 7 I t s main advantage, which made i t a p p e a l i n g f o r t h i s study, was t h a t i t d i d not assume that the hypotheses were r e l a t e d t o means of p o p u l a t i o n s . 2 6 Nie N.H. e t a l . , S t a t i s t i c a l Package For The S o c i a l S c i e n c e s . McGraw H i l l Bock Co., 1975. 2 7 Winkler R.L., Hays W.L., S t a t i s t i c s : P r o b a b i l i t y , I n f e r e n c e And D e c i s i o n . Holt, R i n e h a r t and Whinston, Second E d i t i o n , 1S75, p.854. 34 CHAPTES I I I fiESULTS EDP O r g a n i z a t i o n Sample T h i r t y - f i v e companies ret u r n e d useable q u e s t i o n n a i r e s . 2 8 The o v e r a l l sample on which the s t a t i s t i c a l t e s t s were performed c o n s i s t e d of 35 data p r o c e s s i n q manaqers and 50 systems a n a l y s t s . T e s t s were a l s o performed on a subset of these 35 companies by e l i m i n a t i n q t h r e e of the companies which had scored immediately above and t h r e e which had scored immediately below the median maturity score, There was no s i q n i f i c a n t d i f f e r e n c e i n the r e s u l t s ; consequently, i t was decided to use the whole sample r a t h e r than use a subset. F c l l o w i n q i s a d e s c r i p t i o n of a t y p i c a l more mature EDP o r q a n i z a t i o n which responded to the survey and r e t u r n e d a completed maturity q u e s t i o n n a i r e . The o r g a n i z a t i o n has been using computers f o r over 15 years. I t s monthly EDP hardware budget i s i n the $20,000 to $50,000 range. A s i z e a b l e p o r t i o n of i t s users <40SI) can a c t i v e l y p a r t i c i p a t e i n the systems design a c t i v i t y , but are h i g h l y dependent on the EDP s t a f f . Very few are capable of planning and l e a d i n g a systems design p r o j e c t . Senior 2 8 Sixty-one q u e s t i o n n a i r e s were mailed out i n the second d i s t r i b u t i o n attempt. As was d i s c u s s e d i n the previous chapter, the f i r s t attempt was not s u c c e s s f u l . 35 management i s i n v o l v e d i n the EDP e f f o r t through a s t e e r i n g committee. The EDP department i s independent of any ether f u n c t i o n a l department. EDP o b j e c t i v e s are d e r i v e d from o v e r a l l business o b j e c t i v e s i n c o o p e r a t i o n with top management. The department i s evaluated based on i t s c o n t r i b u t i o n to o r g a n i z a t i o n a l goals as s t a t e d i n the o v e r a l l o r g a n i z a t i o n a l plan. The EDP budget i s viewed with ether investments and i s based on o r g a n i z a t i o n a l p r i o r i t i e s . The EDP department develops s t r u c t u r e d plans l i n k e d t o o v e r a l l o r -g a n i z a t i o n a l plans i n c o o p e r a t i o n with the p l a n n i n g ccmaittee or department. The department charges i t s users f o r i t s s e r v i c e s , e n f o r c e s documentation standards, and r e q u i r e s p e r i o d i c proqress r e p o r t s from i t s p r o j e c t l e a d e r s and\/or systems a n a l y s t s . The o r g a n i z a t i o n ' s p o r t f o l i o mix c o n s i s t s of approximately 80% o p e r a t i o n a l support systems, 15% management c o n t r o l systems, and 5% planning systems. 8e can see from the above that many of the c h a r a c t e r i s t i c s belonq t o Nolan's stage IV, while e t h e r s belonq to the other three staqes. T h i s would i n d i c a t e that t h i s t y p i c a l \"more mature\" o r q a n i z a t i o n approaches stage IV but c o u l d not be c l a s s i f i e d as a f u l l y mature stage IV o r g a n i -z a t i o n . T h i s was to be expected, s i n c e there are very few, i f any, EDP o r g a n i z a t i o n s , e s p e c i a l l y i n Canada or more s p e c i f i c a l l y i n the Vancouver area, which c o u l d s a t i s f y the c r i t e r i a developed by Nolan d e s c r i b i n g a f u l l y mature, stage IV o r g a n i z a t i o n . I t i s f o r t h i s reason that t h i s chapter w i l l compare the r e s u l t s o f \"more\" and \" l e s s \" mature o r g a n i z a t i o n s 36 r a t h e r than \"mature\" and \"immature\" o r q a n i z a t i o n s . Even thouqh the U n i v e r s i t y of Minnesota's MISRC study d i d not q i v e many- d e t a i l s d e s c r i b i n g the o r q a n i z a t i o n s they surveyed, they mentioned t h a t the averaqe monthly hardware expenditures on EDP averaqed s l i q h t l y over $75,000, which i s somewhat more than the $40,000 averaqe obtained f o r the more mature o r q a n i z a t i o n s i n t h i s study. Hith r e s p e c t to other non-budqetary c h a r a c t e r i s t i c s , such as r e p o r t i n g s t r u c t u r e s , the o r g a n i z a t i o n s i n both s t u d i e s c o u l d be c o n s i d e r e d e q u i v a l e n t i n terms of maturity. A d e s c r i p t i o n of a t y p i c a l l e s s mature o r g a n i z a t i o n f e l l o w s . The o r g a n i z a t i o n has been using computers f o r the past 6 or 7 years. I t s monthly EDP hardware budget i s between $2,000 and $5,000., Most of the o r g a n i z a t i o n ' s users are not capable or are not i n t e r e s t e d i n p a r t i c i p a t i n g i n the systems design a c t i v i t y . , Senior managememt i s very l i t t l e i n v o l v e d with EDP, The data p r o c e s s i n g department i s under the accounting f u n c t i o n i n the o r g a n i z a t i o n a l s t r u c t u r e , EDP o b j e c t i v e s are set by the data p r o c e s s i n g manager only. The e v a l u a t i o n of the EDP department i s based mostly cn c o s t s a v i n g s (50%) , user s a t i s f a c t i o n (25%), and meetinq budqets (25%). Budqets are determined by the EDP manager with a p p r o v a l by top manaqement. . There i s no formal planning performed by the department, but the EDP manaqer may be developinq i n f o r m a l plans. The o r q a n i z a t i o n does not charge out f o r i t s s e r v i c e s , there are no enforced documentation standards, and a n a l y s t s are not r e q u i r e d to hand i n p e r i o d i c 37 p r o j e c t progress r e p o r t s . The mix of a p p l i c a t i o n systems i n c l u d e s o p e r a t i o n a l support systems (85%) and management c o n t r o l systems (15%). The above o r g a n i z a t i o n c o u l d be c l a s s i f i e d as a stage I o r g a n i z a t i o n and i s c o n s i d e r e d i n t h i s study to be a \" l e s s mature\" o r g a n i z a t i o n . 38 Data P r o c e s s i n g Managers T e s t i n g Of The Hypotheses The q u e s t i o n n a i r e r e s u l t s r e l a t e d t o the f i r s t f o u r hypotheses are summarized i n Tab l e I I I . TABLE I I I EDP MANAGERS - MEAN SCOBES GENEBALIST\/SPECIALIST SKILLS BY MOBE\/LESS MATUBE EDP OBGANIZATIONS GENERALIST SKILLS I ' HOBS MATUBE ORGANIZATIONS LESS MATUBE n=17 4. 145 n=18 3.907 4.022 n=35 SPECIALIST n=17 2.606 n=18 2.472 2. 537 n=35 n=34 3.375 n=36 3.189 N=7 0 Hypothesis I was s t r o n g l y supported
-o f no u s e 1 2 3 4 5 of . a b s o l u t e n e c e s s i t y 3 1 . K n o w l e d g e o f t h e i m p a c t o f c o m p u t e r s o n i n d u s t r i a l , c l e r i c a l a n d m a n a g e r i a l p o s i t i o n s . o f no u s e 1 2 3 4 5 o f a b s o l u t e , n e c e s s i t y 3 2 . K n o w l e d g e o f m i n i c o m p u t e r s . o f no u s e 1 2 . 3 4 5 o f a b s o l u t e n e c e s s i t y 3 3 . K n o w l e d g e o f c o m m u n i c a t i o n a c c e s s m e t h o d s a n d t h e i r g e n e r a l f e a t u r e s t o s u p p o r t t e r m i n a l \/ t e l e p r o c e s s i n g a p p l i c a t i o n s . o f no u s e 1 2 3 4 5 of a b s o l u t e n e c e s s i t y 34. K n o w l e d g e o f t h e s t r u c t u r e d p r o g r a m m i n g c o n c e p t a n d o f i t s i m p l i c a t i o n s o n s y s t e m s d e v e l o p m e n t . o f no u s e 1 o f a b s o l u t e n e c e s s i t y 35 . . . K n o w l e d g e o f e l e m e n t a r y s t a t i s t i c s . .-. o f n o . u s e 1 2 3 4 5 o f a b s o l u t e n e c e s s i t y 83 3 6 . K n o w l e d g e o f s e t t h e o r y . o f no u s e 1 2 3 4 5 o f a b s o l u t e n e c e s s i t y 3 7 . K n o w l e d g e o f g e n e r a l s y s t e m s t h e o r y ( o p e n \/ c l o s e d s y s t e m s , s y s t e m b o u n d a r i e s , f e e d b a c k c o n c e p t ) . o f no u s e 1 2 3 4 5 o f a b s o l u t e n e c e s s i t y APPENDIX C THE UNIVERSITY OF BRITISH COLUMBIA 2075 WESBROOK MALL V A N C O U V E R , B.C., C A N A D A V6T 1W5 FACULTY OF COMMERCE AND BUSINESS ADMINISTRATION J u n e 7 t h , 1978 M r . S . Q . A l e x a n d e r D a t a P r o c e s s i n g M a n a g e r C a n a d i a n B u g g y - W h i p Company 1900 Memory L a n e , V i c t o r i a , B . C . NOT 1A1 D e a r M r . A l e x a n d e r , The e x e c u t i v e o f t h e V a n c o u v e r c h a p t e r o f t h e XXXX h a s k i n d l y c o o p e r a t e d w i t h us i n t h i s s t u d y , u n d e r t a k e n b y t h e F a c u l t y o f Commerce o f U B C , and h a v e f o r w a r d e d y o u r name i n t h e h o p e t h a t y o u may be o f h e l p t o u s . Many d a t a p r o c e s s i n g e x e c u t i v e s h a v e m e n t i o n e d t o me t h a t u n i v e r s i t y g r a d u a t e s d o n o t p o s s e s s t h e s k i l l s w h i c h a r e r e q u i r e d t o f u n c t i o n e f f e c t i v e l y i n t h e d a t a p r o c e s s i n g f i e l d . We a t UBC a r e c o n c e r n e d a b o u t t h i s and w o u l d l i k e t o t a k e a few m e a s u r e s t o s o l v e t h i s p r o b l e m . T h e f i r s t s t e p we p r o p o s e i s t o s u r v e y a c r o s s - s e c t i o n o f t h e d a t a p r o c e s -s i n g i n d u s t r y t o d e t e r m i n e t h e s k i l l s p e r c e i v e d as i m p o r t a n t b y d a t a p r o c e s s i n g m a n a g e r s and s y s t e m s a n a l y s t s t o be e f f e c t i v e i n t h e i r w o r k . T h i s q u e s t i o n n a i r e p a c k a g e w h i c h i s p a r t o f t h a t s u r v e y , c o n t a i n s two t y p e s o f q u e s t i o n n a i r e s : t h e \" O r g a n i -z a t i o n P r o f i l e \" q u e s t i o n n a i r e and t h e \" E D P S k i l l s \" q u e s t i o n -n a i r e . The \" O r g a n i z a t i o n P r o f i l e \" q u e s t i o n n a i r e i s t o be c o m p l e t e d b y t h e d a t a p r o c e s s i n g m a n a g e r s a n d w i l l be u s e d t o g e t a p r o f i l e o f t h e o r g a n i z a t i o n s s u r v e y e d . The \" E D P S k i l l s \" q u e s t i o n n a i r e i s t o be c o m p l e t e d b y b o t h d a t a p r o -c e s s i n g m a n a g e r s and s y s t e m s a n a l y s t s and w i l l be u s e d t o d e t e r m i n e t h e u s e f u l n e s s o f s k i l l s r e l a t e d t o d a t a p r o c e s -s i n g . We w o u l d a p p r e c i a t e i f y o u c o u l d f i l l o u t b o t h t h e \" O r g a n i z a t i o n P r o f i l e \" and t h e \" E D P S k i l l s \" q u e s t i o n n a i r e s and s e l e c t two o f y o u r s y s t e m s a n a l y s t s t o e a c h f i l l o u t one o f t h e r e m a i n i n g two \" E D P S k i l l s \" q u e s t i o n n a i r e s . The q u e s t i o n n a i r e s w i l l not take more than 25 minutes of you and your systems' a n a l y s t s time to f i l l out. Once completed, p l e a s e m a i l the four q u e s t i o n n a i r e s i n the p r e -p a i d r e t u r n envelope. You may be assured t h a t a l l i n f o r m a t i o n obtained w i l l be used s p e c i f i c a l l y f o r r e s e a r c h purposes and under no c i r -cumstances w i l l i n d i v i d u a l responses be d i s c l o s e d . Comple-ted q u e s t i o n n a i r e s w i l l be machine-processed c e n t r a l l y f o r use i n t h i s study o n l y . However, we would be d e l i g h t e d to send you a summary of the r e s e a r c h r e s u l t s . I f you wish a copy p l e a s e a t t a c h your business card to the returned ques-t i o n n a i r e s . We would be g r a t e f u l i f you c o u l d r e t u r n the completed package to us as soon as p o s s i b l e . We would l i k e to take t h i s o p p o r t u n i t y to thank you i n advance f o r t a k i n g p a r t i n t h i s study and to emphasize t h a t we do need your c o o p e r a t i o n . S i n c e r e l y yours, A l b e r t S. Dexter A s s o c i a t e P r o f e s s o r ASD\/rm 87 APPENDIX D FOLLCH-UP CARD ","@language":"en"}],"Genre":[{"@value":"Thesis\/Dissertation","@language":"en"}],"IsShownAt":[{"@value":"10.14288\/1.0094235","@language":"en"}],"Language":[{"@value":"eng","@language":"en"}],"Program":[{"@value":"Business Administration","@language":"en"}],"Provider":[{"@value":"Vancouver : University of British Columbia Library","@language":"en"}],"Publisher":[{"@value":"University of British Columbia","@language":"en"}],"Rights":[{"@value":"For non-commercial purposes only, such as research, private study and education. Additional conditions apply, see Terms of Use https:\/\/open.library.ubc.ca\/terms_of_use.","@language":"en"}],"ScholarlyLevel":[{"@value":"Graduate","@language":"en"}],"Title":[{"@value":"An analysis of skill requirements in data processing environments","@language":"en"}],"Type":[{"@value":"Text","@language":"en"}],"URI":[{"@value":"http:\/\/hdl.handle.net\/2429\/20779","@language":"en"}],"SortDate":[{"@value":"1978-12-31 AD","@language":"en"}],"@id":"doi:10.14288\/1.0094235"}