Professional Documents
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31295000614049
31295000614049
by
A DISSERTATION
IN
BUSINESS ADMINISTRATION
Approved
December, 1978
ACKNOWLEDGMENTS
without whose guidance and direction this study would not have
11
TABLE OF CONTENTS
ACKNOWLEDGMENTS ii
ABSTRACT 1
LIST OF TABLES vi
I. INTRODUCTION 1
Definition of Terms 7
Limitations 9
Summary 39
III. METHODOLOGY 42
iii
Construction of Communication Success Models . 49
Success Model 58
Statement of Hypotheses 68
Summary 80
Analysis of Hypotheses 83
Success Model 89
Conclusions 117
Recommendations l^^
iv
APPENDIX 131
Models 162
2. Communication-Oriented Questions 51
VI
LIST OF FIGURES AND ILLUSTRATIONS
Vll
CHAPTER I
INTRODUCTION
authors, including Hershman (63; 27) and Sanders (29; 141), have labeled
Dearden and McFarlan (6: 49) and Canning (45: 4-10) to include middle
Most authors who list the steps to successful MIS include manager-
the failure of management information systems. (78: 71-74; 40: 26, 29)
Thus, there appears to be a general agreement in the MIS field that an
of the MIS.
While many of the leading authorities in the MIS field agree that
development, there are numerous opinions about the depth, form, and
definition of involvement:
there is agreement that the "specialist must not dominate the installa-
design phase, the implication drawn from the literature is that the
manager would have no contact with the system again until he received
lends support to the fact that managers are expected to provide feed-
and
2. Is there a relationship between the manager's
level of satisfaction with a management informa-
tion system and the level of involvement exhibited
by the manager after it has been implemented?
The relationship between involvement (both pre and post) has been
The third area of the study examines those variables which may
cation success. Consequently, the model may provide a basis for more
strategies.
analysis phases—a pilot study and a post study. The first phase
provides the means for testing questionnaires and refining the communi-
generalizability.
Definition of Terms
because of the absence of decision rules within the MIS. More non-
direction of managers.
interaction which takes place after a system has been placed into
phase.
Limitations
possibility of bias exists. Part of this bias may result from try-
attempt will be made to quantify the value of the MIS or the informa-
the system and its information (as measured by his level of satisfac-
ature presented in Chapter II and refined through the pilot study. The
for each of the five research questions, each broken down into the
results for the management group and the ISD group. The final chapter,
LITERATURE REVIEW
12
13
system.
sidered during the pilot study phase, it was eliminated from the
CODASYL's Data Base Task Group (4: 11), the GUIDE/SHARE Committee
the function of the DBA, most sources seem to agree that the DBA
are managers and ISD personnel. This study focuses on the interaction
might exist within any given firm. If the DBA function does exist
reasons why the staff man should develop new systems: (1) systems
people are the principal source of new ideas due to their position;
jobs are based upon examining and changing systems; (2) specialists
Dickson and Simmons point out that systems people, while acting
of what the real impact of a new system will be, a fear of the unknown,
Stewart, Dalton, and Dickson and Simmons add conflict caused by dif-
were dependent on line approval." (51: 344) While some line mana-
gers fear new techniques and systems, staff personnel fear the lack
rarely exist for line personnel, i.e., line managers generally do not
are real; that while little difference exists between line and staff
Staff units, on the other hand, have low esteem, power, centrality,
so that one group can better understand the other. (44: 416) Ainsworth
not have a free hand in designing systems for management, one should
knowledge of the job; (2) his greater capability to effect the required
however, that making the manager his own systems designer also
personnel must work together to develop new systems, but their dif-
addition Soden and Tucker indicated that the top two objectives of
Dickson and Simmons also point out that effective communication and
user invo1vement.
Sollenberger and Ainsworth support this position. (31: 41; 37: 47)
The earlier work of Coch and French indicated that the higher the
the higher their level of productive output and the less they tend
system. (60: 228; 93: 113) Adams found that involvement may not
in this study.
familiarity." (93: 113; 60) Powers, on the other hand, poses the
following situation:
the ability of the user to look to one person for any problem that
the interaction rate, the worse the user's attitudes toward the
defined as:
Pettit et^ £l^ cite the importance of further research into organiza-
Appendix M.)
25
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26
factor. (1: 46) The latter two are seen to have the greatest impact
and managers may resist change. That is, they may avoid the subject
matter. Also, Lucas has pointed out that there may be predispositions
27
receivers. (67)
Powers, Schewe and Wiek noted that high formal education had an
(94; 80)
who may have faced and solved the same problem. The lack of common
line and staff personnel. Guetzkow points out that staff employees
than their line counterparts. (8: 537) However, the higher level
information to flow from low to high status persons, and the more
and Lorsch term this "position-based" influence. (14: 170) The ISD
indicate that, over time, the EDP consultant may develop "trust-
based" influence. (72: 34; 17: 54) Also, influence may be gained
(39: 103)
(53: 312)
The receiver component of the Berlo model has the same factors
incomplete.
divides the message into codes, content, and treatment; each of which
has certain elements and structure. (1: 54) All codes have elements
makes in selecting and arranging both codes and contents." (1: 60)
riers. (1: 64) Within the scope of this study, the human senses
of seeing and hearing are the most important; they are the primary
are important, but do not fall within the scope of this study.
Also the modes of encoding and decoding messages will not be studied,
with task relationships, but it was the preferred mode for all
more frequent when the parties were within a few feet of one another,
panies. (34: 66-67) The extremes of the scale (top management and
contact and the telephone. (34: 24) Thus, the level of the communi-
required.
as written messages.
chains, the flow would seem to be two-way and lateral." (8: 546)
not excessive. (53) That is, technical personnel will seek infor-
using the written messages which clog channels with worthless, non-
written messages must compete with one another when they reach the
(26: 105)
36
(8: 554)
on the MIS project team, or if the ISD personnel assigned the MIS
with large volumes of output. (56: 12) Guthrie adds that time-
Bariff and Lusk found the need for feedback is not uniform
whether the message was received) except through some form of feed-
Leavitt and Lillico basically agree with the above statements. (15:
and receivers, this results in more "output per input." (8: 539)
Summary
management and the ISD; this conflict may stem from the introduction
of an MIS.
tion. (94° 31; 37; 58; 92; 46; 83) However, no relationship was
sonnel are amplified with each successive contact. (18) Powers and
familiarity. Thus, there was some doubt about the universal effi-
The final section was built aroung the Berlo "SMCR" model.
to the oral and written media, when these media tended to be used
each medium.
communication.
CHAPTER III
METHODOLOGY
This study involves both a pilot study and a post study. This
chapter describes the methodology for both studies. First, the use
of the pilot study sample, and the pretest methodology are discussed.
tion success models from the pilot study data are described. Third,
studied, (4) the hypotheses tested by the study, and (5) a descrip-
tion of the analysis used on the post study data. The first part
the pilot study sample, and provides the details of the pretest
procedure.
42
43
data for this study were generated from the five research questions
involvement. (94; 66; 67; 69; 71) A study by Downs and Hazen was
were eliminated. The remaining questions were divided into two cate-
small number of managers and ISD personnel from one company were asked
(For further details about the preliminary test see Appendix N.)
44
The pilot study sample served four purposes: (1) the data
returned with usable responses (58% of the managers and 83% of the
ISD personnel). The data from these questionnaires were coded and
management data and the other contained data from ISD personnel. The
data then were sampled for accuracy and corrected where necessary.
of the questionnaires.
45
dimensions (or variables) are listed in Table 1, along with the asso-
the dimensions. That is, the writer should be aware that some
46
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these techniques often are used for the purpose of data reduction.
(24; 469; 25; 289) (For the purpose of factor analysis, each question
24: 480) The VARIMAX rotation maximizes the variance between factors
Appendix B.)
the questions used in the pilot study questionnaires and the factor
Appendix G.)
that used in the post study was used. A smaller number of respon-
instrument.
used in the post study in one other way—the respondents in the pilot
questionnaires as a whole.
49
to answer the questions. These oral responses were recorded and the
Spence et^ aJL note, this test is particularly well suited to the analy-
that the same respondent answering the same questions (once in writing
cription of the Wilcoxon Signed-Ranks Test see Spence et^ al_. , Kirk,
Kurtz, Hays, or Mason (32: 216-218; 12: 500; 13: 181-183; 10: 635-637;
The data gathered through the use of these questions were analyzed
at or beyond the .002 level.) These data were correlated with all
Appendix E.)
sis. If the average score fell within any of the "adequate" classi-
Question
Number Type of Data Sought Abbreviation
Question
Number Type of Data Sought Abbreviation
construct the model, the results of analysis were coupled with the
Berlo model presented in Chapter II. The reader will recall the
components of the model were: the sender, the message, the channel,
the filter, the receiver, and feedback. Recall also that the filter
and feedback were added to Berlo's basic model. For the purpose of
.200 level or below were included in the model. (The .200 level was
chosen as the cut-off point so that any factor which was "relatively"
Appendix E.
The same coding sequence was employed for the Spearman correla-
success.
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The same basic pattern also was present for system modification and
maintenance messages.
formats (+2). However, the use of written media versus other media
need to have written messages clarified, and they felt the time
spent with ISD personnel was minimal. They also felt little
frustration (+2).
associated with ISD personnel were that they are accessible, approach-
authority (-f-4). If managers felt ISD personnel did not possess these
success (-4). The managers perceived that a high level ISD indivi-
problems arose when the ISD personnel held low status (-3) and were
lems were associated with not receiving information they had requested
responses of these two groups were similar, but not the same.
management model.
The questions used in the analysis of ISD data were the same
analysis procedure used on the management data was duplicated for the
ISD data. (See Appendix E.) The results were coded (using plus,
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60
was marked by a high use of oral messages (-1-4) , while poor communi-
cation was associated with the written media (-1) . ^-Jhen written
as being successful when contact was made with the data administra-
clarification (-1-3).
tion, and when frustration was present (-4). Perceived high cost
was improved when the manager was accessible, understood the position
other demands on his time (-1-4). Improved message reception was also
Both the lack of information from the manager and his inability to
The model used was Berlo's communication model, with filter and feed-
communication success were placed within the framework for the comple-
dure was followed for the ISD data to derive the communication success
success models tested in the post study, \^fhile much of the post
success models.
to the companies which took part in the post study. The firms were
their organization for a period of not less than five years; managers
had had the reports from the MIS for not less than five years. There
necessary for the manager to take some action on the basis of the
The fifth and sixth limitation dealt with the number of managers
minimum of 100 managers and 25 members of the ISD for each firm was
ships. That is, individual managers may not always come in contact
66
with the same representative from the ISD. These numbers for managers
and ISD personnel also increase the likelihood that the data admin-
they are among the 500 largest corporations operating in the United
used in the creation of the models came from five separate companies.
Consequently, the models themselves are not based on any one exist-
ing company. The data gathered in the post study provided the oppor-
tunity to compare the models with three existing companies, thus allow-
organizations.
ments. Thus, the three companies of the post study provided the
Statement of Hypotheses
the purpose of the study, but those questions are not sufficiently
checked against two sets of data—one set of data from managers and
may recall from Chapter I that the fifth research question was:
"agreement" hypotheses.
The writer feels that conducting the study in this manner may
this could mean managers and ISD personnel are not communicating
of both parties rather than only the manager or only systems per-
and ISD personnel, then selecting only one group for analysis may
from the first research question are stated below. The null hypo-
thesis is:
are provided in the form of two indexes. The indexes used are the
somewhat more strongly related for managers than for ISD personnel.
from management respondents and one from ISD personnel). The null
MIS. (35)
72
evaluation for the second research question are stated below. The
tion was positively correlated only for managers, while ISD personnel
The null hypothesis for the agreement of managers and ISD per-
both managers and ISD personnel, since they are the major participants
ment of the third research question are stated below. The null hypo-
thesis is:
Appendix G.)
manager feels a good relationship exists, and this is not the view
75
cation by the ISD could well improve the manager's level of satis-
ments used to evaluate hypotheses are in two forms. The first form
ized data, and this should be taken into account in the selection of
rank-ordered data. Thus, the fact that "ranked" data will be used in
are the chi square test, the Mann-Whitney "U" test, and Spearman's
of how the test was applied is given below in terms of the first
Management Satisfaction
(from index I,)
Satisfied Dissatisfied
Involved Involved
Involved
Pre-involvement
(from index I^)
and and
Management
Satisfied Dissatisfied
Uninvolved Uninvolved
volved
Unin-
and and
Satisfied Dissatisfied
78
process was performed for each index used in the study. For each
index (in Appendix G ) , the maximum and minimum values were computed.
This range was divided by two to determine the mid-point. For all
indexes, the positive measure is from the maximum value to the mid-
point; the negative values are from the mid-point to the minimum
from ranked data, whether two samples come from the same parent
pilot study with each of the three companies in the post study.
Whitney procedure, the pilot study "respondent level" data are com-
Respondent Respondent
Level Rank Level Rank
The U statistic and the z score are also computed for Company B and
from the same parent population as the pilot study (i.e., if there
data in the post study were divided into "successful" and "unsuccess-
ful" categories (as was done with the pilot study data). This
pilot study and post study companies with regard to those communi-
cess? The procedure for the computation of the U statistic and the
above.
is computed for each h3rpothesis and for each application of the Mann-
Whitney test. The sole purpose for the computation of the correlation
the null hypotheses is the .05 level. If the null hypothesis was
association between two variables and were not the basis for deter-
factors.
Summary
in the study. The study is divided into two phases—the pilot study
and the post study. The discussion of the pilot study provided a
questionnaire. The pilot study data were then used in the construc-
models included the type of analysis used and the separate deriva-
The second phase of the study is the post study. The chapter
in Chapter IV.
CHAPTER IV
the results of these tests for both the management and ISD groups
personnel).
82
83
group was eliminated from the study. ISD data from Company C were
overall management response rate was 61.6 percent (78 of 125 ques-
Analysis of Hypotheses
hypothesis was:
The analysis of management data from Company A does not reject the
(94; 58; 92; 46; 83) In addition, while Adams argues that satisfac-
tion and pre-involvement are not related, he does indicate the pre-
Guthrie. (60: 93) Because the research of Guthrie was a case study
(c< = .006). That is, the Company A managers who were highly
ment and communication success. The same pattern was present for
Thus, the managers of Company A indicated that the higher their level
communicat ion.
ments, but the "closeness" to the situation of ISD personnel did not
ship between the manager's satisfaction with an MIS and the involvement
as demonstrated for the first test, the second null hypothesis was
dents were also examined for ISD personnel. In testing the relation-
was found.
89
Chapter III, the pilot study data were divided into two groups. The
group and the second group was labeled the successful communicator
The model also included variables representing the type and initia-
and Company B (•-< = .020). The findings indicate that the higher
It was found that a low level position was related to poor perceived
communication success.
firmed to exist for Company A (<^ = .001), but was not significant
to be poor.
contact and communication success («K = .010), but again the corre-
lation coefficient was low. The model also indicated that sender-
the manager held a low level position, had low status, or was
less successful where the manager held a low position, was not
ship for the less successful group was even more pronounced (highest
to be significant.
The only significant U statistic produced was for the minimum level
and communication success (in both cases^^ = .050); and the corre-
the minimum and average levels. For Company B, the statistic was
The next model component was the channel. The first variable
and Woodward seem to be confirmed for Company B. (8; 34) The channel
component also indicated that the use of less formal written com-
in Company B.
the filter. The model suggested that both successful and less suc-
The successful group in the model felt that the need for written
Company B ("^ = .010) suggested that the greater the need for clari-
The final variable of the filter component was the cost of con-
tact with ISD personnel. The less successful group of the model
thermore, there was more agreement between the two companies on the
in the model, none of the groups from either post-study company sug-
that the more often the manager failed to receive wanted informa-
Company A Company B
Sender
*Level - *Level -
Status - Lack of direct
Length of Employment involvement -
Did not initiate
contact -
Understands ISD +
Message
Channel
Filter
Receiver
(None) (None)
Feedback
personnel.
101
related to the type of media used and the width of the channel. The
group (-< = .020) and the less successful group {-^ = .020) of
type of written media used. In the model, the use of letters and
communication.
adversely affected.
The final component of the ISD model was feedback. The variables
use of written media per se was associated with less success (channel
successful communication.
more, without a single variable which was agreed upon by all partici-
seems remote.
Message
(None) (None) (None)
Channel
Letters or notes -f- Oral + (None)
Written -
Standard forms +
Filter
(None) (None) (None)
Receiver
Low level - (None) (None)
Low status -
Feedback
(None) (None) (None)
105
ISD personnel. This analysis was made to determine (for the respond-
in Chapter III were stated in terms of "part A" and "part B." The
from both management and the ISD. Only Company A and Company B are
was eliminated as previously noted.) The chi square test was used
Company A (-< = ,002) and Company B (o< = .018). Thus, the managers
Company B (r = .520)
employment variable. The third common variable was the length of time
response patterns were the same. Thus, for Company A both managers
and ISD personnel tended to hold a position about the same length of
The next variable shared by both models was the preference for
Company A («=< <.001) produced the same type of responses for both
Company A (=^ = .003) the responses for the minimum number of feasi-
bility messages were the same for management and ISD personnel.
same response patterns for managers and ISD personnel. The last
the type of media (oral or written) most often used and the use
of letters and notes when the written media was used. No pattern
The next component of the models was the filter. The variables
shared by the filter component of both models were the need for
contact with the data administrator and the cost of contact with
{o< less than .001) on the need for written clarification variable.
the pattern was stronger than for Company B (c^ = .050). While
position of the ISD personnel higher for Company A than did the ISD
of the contact. For Company A (c^ = .023), the indication was that
the response pattern for managers and ISD personnel were the same.
110
personnel.
The response pattern for managers and ISD personnel for Company A
Recall from the first section of this chapter that only the
Message
Same feasibility No pattern
Same implementation No pattern
No pattern modification/maintenance No pattern
ISD transmits more analysis/design No pattern
Channel
No pattern oral/written media No pattern
No pattern use of letters or notes No pattern
Filter
Same clarification of written Mgr's sought more
messages
Same frustration Mgr's more frustrated
Same data administration contact Same
Mgr's felt contact cost No pattern
more costly
Receiver
Same position of receiver No pattern
Mgr greater status status Mgr greater status
Same approachable No pattern
ISD oversteps receiver oversteps authority ISD oversteps
Same receiver available Same
Feedback
Same get wanted information No pattern
Same contact provided wanted No pattern
information
112
Summary
standing the ISD, use of written media, need for written clarifi-
suggested that the use of oral and written media and the use of
communication success.
level of the sender, the need for written clarification and the
ISD model, none of the variables were significant for all three
than in Company B.
CHAPTER V
on job performance.
115
116
was measured on the basis of "did the message get through" or "did
above list (a case by Guthrie) agreed with this study in the lack
and satisfaction. (60; 93) It has been theorized that more effec-
MIS implementation.
this case study and previous aggregate studies. First, the smoothing
117
methodology.
Conclusions
infoirmation from an MIS than they received in the past; and they
expect the lead time between the inception of a new project to its
to develop the models for the post study. However, of the variables
verified.
the variables in the model, the comparative results within the com-
case basis.
120
Recommendations
nal structure of the ISD and so forth. The impact of these variables
Further research has been indicated in both the MIS and the
another.
LIST OF REFERENCES
Books
123
124
Periodicals
55. Dickson, Gary W., Senn, James A., and Chervany, Norman L.
"Research in Management Information Systems; The
Minnesota Experiments." Management Sciences, (May,
1977), 913-923.
69. Lucas, Henry C. "System Quality, User Reaction and the Use
of Information Systems." Management Informatics,
(August, 1974), 207-212.
85. Webster, Eric. "Memo Mania: Its Causes, Carriers and Cures."
Management Review, (September, 1967), 32-36.
Proceedings
Unpublished Material
131
APPENDIX A
132
MIS RESEARCH QUESTIONNAIRE ,33
(MANAGEMENT RESPONDENT)
MANY OF THE FOLLOWING QUESTIONS DEAL WITH CONTACT BETWEEN YOU AND
PERSONNEL IN THE INFORMATION SERVICES DEPARTMENT (ISD). THIS IS THE
DEPARTMENT IN YOUR COMPANY CONTAINING THE "COMPUTER SYSTEMS ANALYST"
FUNCTION. PLEASE KEEP THIS IN MIND WHILE ANSWERING THE QUESTIONS.
THE QUESTIONS BELOW DEAL WITH YOUR CONTACT WITH ISD PERSONNEL AND THE
INFORMATION WHICH YOU RECEIVE FROM YOUR FIRM'S COMPUTERIZED BUSINESS
SYSTEM. PLEASE KEEP THIS IN MIND WHILE ANSWERING THE QUESTIONS.
28. Communications breakdown between the ISD and myself occur because
I have overstepped my authority:
rarely often
29. Communications breakdown between the ISD and myself occur because
the ISD overstepped its authority;
rarely often
33. On the whole, the most efficient means of communicating with ISD
personnel is via a;
written message spoken (oral) message
34. When I ask the ISD for information and I do not get the information
it is because the specifications were unclear:
rarely often
35. When I ask the ISD for information and I do not get the informa-
tion it is because the ISD could not provide the information:
rarely often
adequate inadequate
138
37. I feel my communication of information needs to the ISD is:
adequate inadequate
43. How long does it take to receive the first production of a report,
once the initial request has been made? (Check one in each column.)
Minimum Average Maximum
1 week or less
1 to 2 weeks
2 weeks to 1 month
1 to 3 months
3 to 6 months
6 months to 1 year
over 1 year
45. How important is the lag between the request for a report and
its receipt?
important unimportant
139
46. Approximately how many different reports do you receive at least
once a year?
5 or less 21 to 25
6 to 10 26 to 30
11 to 15 • over 30
16 to 20
48. How important is it that you receive the right number of reports?
important unimportant
49. Does your firm have a data administrator or data librarian (an
individual or group who is responsible for maintaining, control-
ling and granting access to data)?
Yes, it is part of the Information Services Department
Yes, but it is not part of the Information Services
Department
Yes, but I'm not sure which department it is in
No, not to my knowledge
I do not know
A. How often are you likely to have contact with the data
administrator?
rarely often
A. How often are you likely to have contact with the operations
research group in conjunction with the development of a
computerized system?
rarely often
THANK YOU FOR YOUR HELP. WILL YOU NOW INSERT THE QUESTIONNAIRE IN THE
ENCLOSED ENVELOPE AND PLACE IT IN THE MAIL AS SOON AS POSSIBLE.
141
MIS RESEARCH QUESTIONNAIRE
(INFORMATION SERVICES DEPARTMENT RESPONDENT)
MANY OF THE FOLLOWING QUESTIONS DEAL WITH CONTACT BETWEEN YOU AND
PERSONNEL IN A MANAGEMENT POSITION. THE TERM "MANAGEMENT" AS USED IN
THIS QUESTIONNAIRE EXPRESSLY EXCLUDES THOSE INDIVIDUALS IN A MANAGEMENT
POSITION IN YOUR DEPARTMENT. PLEASE KEEP THIS IN MIND WHILE ANSWERING
THE QUESTIONS.
7. From your perspective, what level within the company is the manager
or group of managers with whom you work most closely?
Top management Middle management Operating Management
142
8. How much organizational status do you feel is attached to the
position of the manager(s) with whom you work most closely?
A Lot Little
9. How many times did you communicate with a manager (in either a
written or oral form) when the main purpose of the contact was to
determine the feasibility of a particular system to provide the
manager with information? (Check one in each column.) (Feasibility
is used to mean an assessment of the need, cost, benefits and
impact on existing personnel of a tentative or proposed system.)
Minimum Average Maximum
none
1 or 2 times
3 or 4 times
5 or 6 times
over 6 times
10. I feel that contact with managers during system feasibility is:
important unimportant
11. How many times did you communicate when the main purpose of the
contact was systems analysis, design and planning? (Analysis,
design and planning is used to mean the determination of specific
information needs, selecting a procedure to meet those needs and
scheduling resources to create the procedure,)
Minimum Average Maximum
nc)ne
1 or 2 times
3 or 4 times
5 or 6 times
OSrev 6 times
13. How many times did you communicate when the main purpose of the
contact was system implementation? (Implementation is used to
mean the activities such as designing report formats, creating
and testing programs and procedures, training necessary personnel
and converting to the new system.)
Minimum Average Maximum
none
1 or 2 times
3 or 4 times
5 or 6 times
over 6 times
16. I feel that contact with managers during system modification and
maintenance is;
important unimportant
THE QUESTIONS BELOW DEAL WITH YOUR CONTACT WITH MANAGERS AND THE
INFORMATION WHICH MANAGERS RECEIVE FROM YOUR FIRM'S COMPUTERIZED BUSI-
NESS SYSTEM. PLEASE KEEP THIS IN MIND WHILE ANSWERING THE QUESTIONS.
17. During the development of a system for the manager's use, contact
with the managers was generally (check one in each category):
22. With regard to the frequency of a report (the timing of the receipt
of a report), managers generally:
approve it before do not approve it before
they start they start receiving it
receiving it
feel it is important do not feel it is important
to approve it for them to approve it
can change it after cannot change it after
they receive it they receive it
feel it is important do not feel it is important
to be able to to be able to change it
change it
feel reports are feel reports are not
delivered on time delivered on time
145
(22. Continued. With regard to the frequency of a report (the timing
of the receipt of a report), managers generally:
feel it is important do not feel it is impor-
for reports to be tant for reports to be
delivered on time delivered on time
35. When I ask managers for information and I do not get the infor-
mation it is because the managers could not provide the information;
rarely often
36. For the purpose of explaining his needs for information to me,
I feel the manager's knowledge of "computers" and "management
information systems" is:
adequate inadequate
38. Once the manager's information needs have been communicated to me,
my communication of my understanding of the manager's information
needs is;
adequate inadequate
43. How long does it take for the manager to receive the first pro-
duction of a report once the initial request has been made?
Minimum Average Maximum
1 week or less
1 to 2 weeks
2 weeks to 1 month
1 to 3 months
3 to 6 months
^^^^^ 6 months to 1 year
over 1 year
44. How long do you feel it should take?
Minimum Average Maximum
1 week or less
1 to 2 weeks
2 weeks to 1 month
1 to 3 months
3 to 6 months
6 months to 1 year
over 1 year
45. How important do you feel the lag between the request for a
report and its receipt is to a manager?
important unimportant
47. Approximately how many reports do you feel the average manager
needs to achieve the "best" results in his job?
5 or less 21 to 25
6 to 10 26 to 30
11 to 15 over 30
16 to 20
48. How important do you feel the right number of reports is to the
average manager?
important unimportant
49. Does your firm have a data administrator or data librarian (an
individual or group who is responsible for maintaining, controlling
and granting access to data)?
Yes, it is part of my department.
Yes, but it is not part of my department.
Yes, but I'm not sure which department it is in.
No, not to my knowledge.
I do not know.
A. How often are you likely to have contact with the data
administrator?
rarely often
148
B. If you have contact with the data administrator, at what
stage(s) are you most likely to have that contact?
(Multiple responses permitted)
feasibility
analysis, design and planning
implementation
modification and maintenance
THANK YOU FOR YOUR HELP. WILL YOU NOW INSERT THE QUESTIONNAIRE IN THE
ENCLOSED ENVELOPE AND PLACE IT IN THE MAIL AS SOON AS POSSIBLE.
APPENDIX B
149
150
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151
2. VARIMAX table of factor loadings for the Management Involvement
Index (l2)-
Prestes
Question Factor 1 Factor 2
Number Loading Variance Loading Variance
Question
Number on 17 19c
Question-
naire
-
Weighting'I t * * .757 .657
Pretest
Question Factor 1 Factor 2
Number Loading Variance Loading Variance
Question
Number on 18a 19b
Question-
naire
Question
Number on 20 21
Question-
naire
* This question has the highest loading for one of the factors.
(This is indicated by the factor loading which is underscored.)
Having the highest loading, the question was selected to represent
the factor on the final questionnaire.
*** Weightings based on the geometric mean of the variances which are
indicated as being significant (i.e. the variances associated with
factor loadings of ,500 or more).
153
1. VARIMAX table of factor loadings for the Management Satisfaction
Index (1^).
Pretest
Question Factor 1 Factor 2 Factor 3
Number Loading Variance Loading Variance Loading Variance
Question
Number on 16c 18 21
Question-
naire
Pretest
Question Factor 1 Factor 2
Number Loading Variance Loading Variance
Question
Number on 17a 16a
Question-
naire
Pretest
Question Factor 1 Factor 2
Number Loading Variance Loading Variance
20c* .053 .003 .941 .885**
20d .755 .570 .396 .157
21c .434 .188 .766 .589**
22c .811 .658** .253 .064
22d* .962 .925** .020 .000
Question
Number on 17b 16b
Question-
naire
Pretest
Question Factor 1 FacteDr 2
Number Loading Variance Loadin•S Variance
Question
Number on 20 19
Question-
naire
* This question has the highest loading for one of the factors.
(This is indicated by the factor loading which is underscored.)
Having the highest loading, the question was selected to represent
the factor on the final questionnaire.
4. Continued.
*** Weightings based on the geometric mean of the variances which are
indicated as being significant (i.e. the variances associated with
factor loadings of .500 or more).
APPENDIX C
156
157
Results of the
Wilcoxon Signed-Ranks Test for
Questionnaire Stability
with the respondents during the week of November 15, 1976. The total
1 0 1 7
2 5 5 9
3 3 5 8
4 6 1 12
5 29 1 19
6 13 1 14
7 7 5 11
8 7 5 10
9a 12 5 13
9b 10 5 11
9c 25 5 17
10 18 5 15
11a 30 5 16
lib 38 5 18
lie 37 5 18
12 20 5 14
13a 20 5 14
13b 25 5 15
13c 24 5 15
14 9 1 13
15a 22 5 15
15b 16 5 13
15c 11 5 12
16 13 5 12
17a 26 5 16
158
Pretest Wilcoxon Signed- Significance Number of
Question Ranks Test (T) Level (less Untied
Number Statistic than or equal) Ranks
17b 6 5 • 9
17c 0 1 2
17d 37 5 18
17e 42 5 19
17f 1 1 2
17g 37 5 18
17h 38 5 18
171 4 5 8
17j 22 5 15
17k 16 5 13
18a 24 5 15
18b 7 1 12
18c 7 5 10
19a 16 5 14
19b 7 5 11
19c 2 1 10
20a 17 1 16
20b 12 1 14
20c 19 5 14
20d 33 5 17
20e 44 5 19
20f 6 5 9
20g 24 1 18
20h 24 5 15
21a 18 1 16
21b 36 1 20
21c 34 1 20
21d 3 5 8
21e 13 5 12
21f 14 5 12
22a 13 1 14
22b 11 1 14
22c 16 5 13
22d 22 1 17
22e 23 5 15
22f 37 5 18
23 3 5 7
24 15 5 13
25 8 5 10
26 25 5 15
27 40 5 19
28 35 1 18
29 12 5 13
30 16 5 14
159
Pretest Wilcoxon Signed- Significance Number of
Question Ranks Test (T) Level (less Untied
Number Statistics than or equal) Ranks
31 16 5 18
32 5 5 10
33 35 5 17
34 26 5 17
35 42 5 19
36 24 5 15
37 10 1 13
38 12 5 12
39 23 5 15
40 9 5 11
41 20 5 14
42 28 5 16
43a 25 5 15
43b 23 5 16
43c 20 5 16
44a 25 5 15
44b 28 5 15
44c 17 5 15
45 24 5 16
46 15 5 13
47 18 5 14
48 0 5 6
49 0 1 0
49A 6 1 6
49B 12 1 5
49C 19 1 4
50 0 1 1
50A 9 1 7
50B 8 1 3
50C 4 1 5
APPENDIX D
Modifications of Questionnaires
160
161
Modification of Questionnaires
which was necessary. During the pretest, it became apparent that the
That is, some respondents indicated that their contact with the other
party in the development of a system was well above the number ("over
problem for the managers in the pretest than for ISD personnel,
with one manager indicating contacts in the 100 to 200 range. Thus,
upper limit. This was the only change of major consequence resulting
Development
162
163
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APPENDIX F
167
MIS RESEARCH QUESTIONNAIRE ^^^
(INFORMATION SERVICES DEPARTMENT RESPONDENT)
3. How long have you worked for your present employer? (Check one)
5 years or less 15 to 20 years
5 to 10 years over 20 years
10 to 15 years
4. How long have you held your present position? (Check one)
1 year or less 3 to 4 years
1 to 2 years 4 to 5 years
2 to 3 years over 5 years
5. Have you ever had any training in the areas of "management" or "the
functions of management?" YES NO
If YES, was the training provided by (Multiple responses permitted):
Academic training (e.g. college or university)
If so, how many classes did you take?
Training provided by you present employer?
If so, how much was: On-the-job training Weeks.
Classroom training ^Hours.
Other (specify) .
Training provided by a previous employer?
If so, how much was: On-the-job training t-Jeeks.
Classroom training ^Hours.
Other (specify) .
MANY OF THE FOLLOWING QUESTIONS DEAL WITH CONTACT BETWEEN YOU AND
PERSONNEL IN A MANAGEMENT POSITION. THE TERM "MANAGEMENT" AS USED IN
THIS QUESTIONNAIRE EXPRESSLY EXCLUDES THOSE INDIVIDUALS IN A MANAGEMENT
POSITION IN YOUR DEPARTMENT. PLEASE KEEP THIS IN MIND WHILE ANSWERING
THE FOLLOWING QUESTIONS.
6. From your perspective, what level within the company is the manager
or group of managers with whom you work most closely? (Check one)
Top management Middle management Operating management
How many times did you communicate when the main purpose of the
contact was systems analysis, design and planning? (Analysis,
design and planning is used to mean the determination of specific
information needs, selecting a procedure to meet those needs and
scheduling resources to create the procedure.) (Check one in
each column.)
Minimum Average Maximum
ncm e
1 or 2 times
3 or 4 times
5 or 6 times
o^rer 6 times
10. How many times did you communicate when the main purpose of the
contact was system implementation? (Implementation is used to
mean the activities such as designing report formats, creating
and testing program and procedures, training necessary personnel
and converting to the new system.)
Minimum Average Maximum
none
1 or 2 times
3 or 4 times
5 or 6 times
over 6 times
11, How many times did you communicate when the main purpose of the
contact was system modification and maintenance? (Modification
is used to mean changes to an existing system which are not part
of the original plan or planned changes of a major significance.
Maintenance is used to mean periodic changes to a system on a
planned basis, but not of major significance.) (Check one in
each column.)
Minimum Average Maximum
ncm e
1 or 2 times
3 or 4 times
5 or 6 times
OS;-er 6 times
170
12. I feel that contact with managers during the overall development
of a system is:
important unimportant
THE QUESTIONS BELOW DEAL WITH YOUR CONTACT WITH MANAGERS AND THE
INFORMATION WHICH MANAGERS RECEIVE FROM YOUR FIRM'S COMPUTERIZED BUSI-
NESS SYSTEM. PLEASE KEEP THIS IN MIND WHILE ANSWERING THE FOLLOWING
QUESTIONS.
13. During the development of a system for the manager's use, contact
with the manager was generally: (Check one in each category.)
by committee, group on a one-to-one basis
on "as needed" basis on a regular basis
initiated by me initiated by the manager
oral written
by standard forms by letters or notes
or reports
frustrating not frustrating
time consuming not time consuming
costly relative to inexpensive relative to
benefits benefits
21. How long do you feel it should take for the manager to receive
the first production of a report once the initial request has
been made?
Minimum Average Maximum
1 week or less
1 to 2 weeks
2 weeks to 1 month
1 to 3 months
3 to 6 months
6 months to 1 year
over 1 year
30. When I ask managers for information and I do not get the informa-
tion, it is because the specifications were unclear:
rarely often
31. When I ask managers for information and I do not get the informa-
tion, it is because the manager could not provide the information;
rarely often
32. During the development of a system for the managers* use, how
often do you have contact with a data administrator or data
librarian (an individual or group in your company who is respon-
sible for maintaining, controlling and granting access to data)?
Never rarely often
THANK YOU FOR YOUR HELP. PLEASE INSERT THE QUESTIONNAIRE IN THE
ENCLOSED ENVELOPE AND PLACE IT IN THE MAIL AS SOON AS POSSIBLE.
173
MIS RESEARCH QUESTIONNAIRE
(MANAGEMENT RESPONDENT)
3. How long have you worked for your present employer? (Check one)
5 years or less 15 to 20 years
5 to 10 years over 20 years
10 to 15 years
4. How long have you held your present position? (Check one)
1 year or less 3 to 4 years
1 to 2 years 4 to 5 years
2 to 3 years over 5 years
MANY OF THE FOLLOWING QUESTIONS DEAL WITH CONTACT BETWEEN YOU AND THE
PERSONNEL IN THE INFORMATION SERVICES DEPARTMENT (ISD). THIS IS THE
DEPARTMENT IN YOUR COMPANY CONTAINING THE "COMPUTER SYSTEMS ANALYST"
FUNCTION. PLEASE KEEP THIS IN MIND WHILE ANSWERING THE QUESTIONS
WHICH FOLLOW.
6. From your perspective, what level within the ISD is the person(s)
with whom you work most closely? (Check one)
Top level Middle level Lower level
174
7. How much organizational status do you feel is attached to the
position of the ISD personnel with whom you work most closely?
(Check the position which most closely represents your feelings.)
A Lot Little
8. How many times did you communicate with ISD personnel (in either
a written or oral form) when the main purpose of the contact was
t(D determine the feasibility of a particular system to provide you
with information? (Feasibility is used to mean an assessment of
the need, cost, benefits and impact on existing personnel of a
tentative or proposed system.) (Check one in each column.)
Minimum Average Maximum
none
1 to 5 times
6 to 10 times
11 to 15 times
over 15 times
9. How many times did you communicate when the main purpose of the
contact was systems analysis, design and planning? (Analysis,
design and planning are used to mean the determination of specific
information needs, selecting a procedure to meet those needs and
scheduling resources to create the procedure.) (Check one in
each column.)
Minimum Average Maximum
none
1 to 5 times
6 to 10 times
11 to 15 times
over 15 times
10. How many times did you communicate when the main purpose of the
contact was system implementation? (Implementation is used to mean
the activities such as designing report formats, creating and test-
ing programs and procedures, training necessary personnel and
converting to the new system.) (Check one in each column.)
Minimum Average Maximum
none
' 1 to 5 times
6 to 10 times
11 to 15 times
over 15 times
11. How many times did you communicate when the main purpose of the
contact was system modification and maintenance? (Modification
is used to mean changes to an existing system which are not part
of the original plan or planned changes of a major significance.
175
11. Continued. Maintenance is used to mean periodic changes to a
system on a planned basis, but not of a major significance.)
(Check one in each column.)
Minimum Average Maximum
none
I to 5 times
6 to 10 times
II to 15 times
over 15 times
12. I feel that contact with ISD personnel during the feasibility
study and system analysis, planning and design is: (Check
one position.)
important unimportant
THE QUESTIONS BELOW DEAL WITH YOUR CONTACT WITH ISD PERSONNEL AND THE
INFORMATION WHICH YOU RECEIVE FROM YOUR FIRM'S COMPUTERIZED BUSINESS
SYSTEM. PLEASE KEEP THIS IN MIND WHILE ANSWERING THE QUESTIONS.
21. I feel that the ISD's communication of what they can do to satisfy
my information needs is:
adequate inadequate
22. How long do you feel it should take to receive the first production
of a report, once the initial request has been made? (Check one
in each column.)
Minimum Average Maximum
1 week or less
1 to 2 weeks
2 weeks to 1 month
1 to 3 months
3 to 6 months
6 months to 1 year
over 1 year
28. Communications breakdown between the ISD and myself occur because
I have overstepped my authority:
rarely often
32. When I ask the ISD for information and I do not get the informa-
tion, it is because the ISD could not provide the information:
rarely often
33. When I ask the ISD for information and I do not get the infor-
mation, it is because the specifications were unclear:
rarely often
THANK YOU FOR YOUR HELP. PLEASE INSERT THE QUESTIONNAIRE IN THE
ENCLOSED ENVELOPE AND PLACE IT IN THE MAIL AS SOON AS POSSIBLE.
APPENDIX G
179
180
Computational Procedures
For Question Indexes*
I3 = .703Q^^^ + .722Q^g^
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181
182
Management Indexes
ISD Indexes
Analysis of Hypotheses
183
184
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187
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media selection. However, the model does not recognize the presence
M-3.) The first of Schramm's models. Figure M-3a, provides the same
however, this model does not recognize either the channel or filter
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attitudes, knowledge, and the impact of both the social and cultural
The Berlo model was selected for use in this study because of
several factors. First, the Berlo model contains five of the six
components of the model used in the study (more than any other
it is this writer's opinion that the Berlo model offers the best
211
212
called for the participation of nine managers and six ISD personnel
the ISD and the writer. The questionnaires were returned by mail
to schedule an interview.
The questionnaire was broken down into sections, and each section
of the questionnaire was read to the respondent with his oral response