A Computer Software System Concept

A total of 3 research redact objectives were pursued through the conduct of this project. Hypotheses were develop in direct relation to individually project objective. The lead research objectives sought through the conduct of this project, together with the associated hypotheses, were as follows: (1) the first objective was to increase the periodical rate of client inquiries processed by each client service object lesson by 10 per centum at the end of 24 months from the time intensifys proposed by the project are implemented; hypotheses held that the periodical rate of customer inquiries processed by each customer service illustration is less than 10, and that an increase in the hourly rate of more that 10 part would result from the proposed change; (2) the second objective was to mow the number of customer call-backs per motion processed by each customer service representative by 20 percent at the end of 24 months from the time changes proposed by the project are implemented; hypotheses held that the taut number of customer call-backs per inquiry processed by each customer service representative is at to the lowest degree two, and that a decrease in the call-back rate of more that 20 percent would result from the proposed change; and (3) the third objective was to reduce the number of IS-related complaints from customer service representatives by 30 percent at the end of 24 months from the time changes proposed by the project are implemented; hypothese

s held that the mean number of complaints from customer service representatives is at least four per month, and that a decrease of more than 30 percent in the number of complaints would result from the proposed change.

Conclusions were drawn that an upgrading of the software administration used in the customer service function would both improve customer relations and be cost-effective.

Recommendations were to: begin like a shot with the capital punishment of a program designed to upgrade the IS strategy for the company's customer service function; establish a protocol that will assure that software systems are evaluated on a prescribed schedule to preclude the maturation in the incoming of situations analogous to the existing situation in the customer assist Division; and evaluate the IS systems in the other functional areas of the company.

I think that what I acquire from completing this project is related more to the issue of implementing change in an organization than it is to the limited issue addressed in the project the development and implementation of a new information management system in the guest Service Division of the Nashville Electric Service. tour both the identification of the problems associated with information management in the Customer Service Division and the formulation of feasible strategies for improvement were manifestly both important and relevant, the real issues appeared to me to boil down to (1) the development of a sound understanding of what the organization wanted to obtain through the functioning of the Customer Service Division, (2) how people and engine room interacted within the organization, and (3) how consensus support for change in the functioning of the Customer Service Division could be developed. Within this context, I learned the real importance of process with respect to effecting any important change directed toward improvements in organizational outcome performance.

To organise for future success in 1995 and 19
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