Information Systems Challenges and Recommendations for Universities
This paper examines the information systems (IS) challenges faced by a university's Milwaukee Division, drawing on a 2005 internal evaluation conducted by external consultants and staff interviews. The paper explores key obstacles to effective IS adoption, including staff resistance stemming from exclusion during the initial implementation decision, inadequate formal training on specialized software, computer access conflicts among staff, and reliance on legacy practices. Based on these findings, the paper offers targeted recommendations: prioritizing staff training on applied software, rationalizing the software portfolio to reflect actual operational needs, and shifting away from expensive proprietary solutions toward cost-effective alternatives where appropriate.
- Introduction: Information Systems at the University: Background on IS investment philosophy and history
- Staff Resistance and Adoption Challenges: Why staff resisted adopting the new system
- Training Gaps and Software Usability: Lack of formal training limiting effective software use
- Access Conflicts and Legacy Practices: Overlapping computer use and preference for old methods
- Recommendations for Improving the Information System: Actionable steps to improve IS strategy and efficiency
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What makes this paper effective
- The paper moves logically from problem identification to concrete recommendations, maintaining a clear cause-and-effect structure throughout.
- It grounds its analysis in evidence from the 2005 institutional evaluation — both external consultant findings and staff interview data — lending credibility to each claim.
- Recommendations are proportionate and practical, explicitly acknowledging budget constraints rather than proposing idealized solutions, which strengthens their real-world applicability.
Key academic technique demonstrated
The paper demonstrates applied case-study analysis: it identifies a specific organizational context, synthesizes multiple sources of diagnostic evidence (consultants, interviews, usage patterns), and derives actionable recommendations directly tied to identified problems. This approach models how IS management theory translates into institutional practice.
Structure breakdown
The paper opens with background on the university's IS history and investment philosophy, then systematically examines four problem areas — psychological resistance, training deficits, access conflicts, and misaligned software use. The final section pivots to recommendations that directly address each identified problem, creating a tightly closed analytical loop. The paper is appropriately concise for an undergraduate case-study analysis.
Introduction: Information Systems at the University
Before examining the issues described in this case study, it is useful to consider the broader role of information systems at the university's Milwaukee Division. Information systems are viewed there as a means of maximizing workforce productivity and efficiency. However, improving the information system infrastructure required investments in both software and hardware — investments that decision makers were reluctant to approve unless they were clearly associated with measurable revenue outcomes.
Nevertheless, a new computer and accompanying software were purchased in 1998 with the purpose of increasing staff efficiency through electronic communications and document storage. Subsequently, 60 personal computers were added, and several further changes were undertaken, including the purchase of laptops and the introduction of Internet access. A formal evaluation was conducted in 2005 to better understand staff needs and requirements through structured interviews. This evaluation involved both external consultants and direct staff interviews.
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