Running Head: WORKSHEETS 1-6
Worksheets 1-6
by
Anthony P. Niemann
ELFH 664-50
Spring, 2006
(Agenda-Setting)
My change initiative
involves the way contracts are bid and implemented by state government in the
CHFS employees
make up 40% of state employees who use Information Technology Services. It is
probable that the present printer maintenance contract with IBM covers all
state organizations. Assuming this is true, the contract IBM has been awarded covers
an estimated 9500 printers and could be worth $1,250,000.00 or more annually. It
is difficult to determine who had the responsibility for writing the contract unless
you are at the top echelon in the chain-of-command. I examine this problem from
a perspective of a network analyst in CHFS-OIT. Critical problems have been
noticed at the L&N building in
The external
environment of the organization includes the overall structure of state
government for
Meaningful change initiatives are harder to implement in bureaucratic organizations than in many corporate organizations. The state printer maintenance contract bid was won by IBM. Previous to this, Pomroy held the contract. There are only a few companies that are large enough to accept printer maintenance contracts on a statewide basis. IBM probably knew what the amount of the previous printer maintenance contract won by Pomroy and decided to undercut that bid. When IBM won the contract, they successfully offered Pomroy a sub-contract to provide printer service. IBM and Pomroy could be expected to offer resistance and explanations to any proposed changes that implied that printer service is unsatisfactory. As records are not maintained by the state, it is difficult to respond to resistance and excuses offered by IBM and Pomroy.
State government is a bureaucratic and hierarchically structured organization. Input from the workforce is welcomed in verbiage, but not in fact. State government tries to respond to the will of its citizens in response to the political process. The typical way that problems of this type would be dealt with would be in response to a budget-crunch, or a result of executive branch administration changes. From my limited perspective of nine months as a CHFS employee, it seems to me that state government management personnel have not received directives to insure that printer service contracts are being fulfilled. Consequently, there is no oversight of whether IBM is fulfilling the terms of their contract. I believe that IBM has become complacent in insuring that these terms are being fulfilled.
All 50 states have
a department similar to CHFS-OIT. All 50 states also contract some computer
services out to private corporations. Most major businesses also contract some
computer services out to outside vendors. In the majority of cases, internal
employees will examine the problem to determine the scope. In the case of
printers, if the problem requires extensive maintenance activities, outside
vendors are contracted, or a new printer is purchased. For example, the
CHFS-OIT provides
services for CHFS computer users, who in turn provide services for
(Matching)
The
It is difficult to determine the extent of control that various organizations have over maintenance contracts in state government. For example, CHFS has an internal organization called “Office of Contract Oversight” (OCO), which consists of the divisions of “Contracting Services and Procurement Services” (CSPS). This is a service-oriented office created to centralize and oversee CHFS contracting and procurement processes. Open communication among all internal organizations is essential in order to resolve problems. Given the cultural history and the ever-changing structure of government bureaucracy, it is hard to determine if anyone fully understands the scope of this printer service problem.
There are many questions on how the contract with IBM is presently being carried out. The blame for any problems with how the contract is being fulfilled should possibly be shared by numerous organizations such as IBM, Pomroy, CHFS-OIT, CHFS-OCO, CHFS, CFA-COT, and the executive branch. The issues could be readily solved by communication between the associated organizations. Let’s look at the stakeholders:
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Stakeholder |
Relationship to the company |
Why they are a stakeholder |
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The Public |
State government works for them |
It is their tax dollars involved. They have the final say in how government is run. |
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IBM |
Contractor |
They won the bid for this contract and sub-contracted it out to Pomroy. They receive $300 for each service call they take on a CHFS printer. The contract can be expected to be valued at $1,250,000 annually |
|
Pomroy |
Sub-contractor |
Perform printer service as sub-contractor for IBM. IBM won this contract from Pomroy, who held the contract until about a year ago. Problems most likely still existed. In the past 18 months, several problems have been noticed. |
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CFA-COT |
Provider of IT services to state employees. An office of the Cabinet for Finance and Administration |
They provide services to state employees. My thought is that they have an obligation to verify proper billing of printer services from a financial point of view, as they work under CFA. There is a gray area as this group has not been specifically assigned responsibility to insure proper billing. Management does not see this as a specific obligation and does not delve into this question. |
|
CHFS-OIT |
Provider of IT services to state employees. An office of the Cabinet for Health and Family Services |
They provide services to state employees. My thought is that they have an obligation to insure proper billing and delivery of printer services to CHFS employees from a financial and an operational point of view, as they work for CHFS. There is a gray area as this group has not been specifically assigned responsibility to insure proper billing. Management does not see this as a specific obligation and does not delve into this question. |
Worksheet
Three
(Matching)
Changing current printer maintenance practices are very difficult. Numerous change initiatives used in the corporate environment have been suggested that could improve operations. Change, even when it would improve the organization, must conform to regimented procedures in many organizations. However, change is often viewed from how it affects a departmental, rather than the benefits that could be derived from said change.
Examples of change initiatives that have been implemented in corporate organizations have been difficult to discuss in this CHFS-OIT. Examples of these change initiatives include specifications on how to track printer maintenance calls, how to handle Microsoft Outlook Personal Folders, changing target locations for the “My Documents” folder on the Microsoft XP desktop, and statewide education for employees that covers basic tasks, such as logon procedures. A discussion of change initiatives are difficult to discuss because of the cultural structure of government organization known as CHFS-OIT.
OPEN SYSTEM (1 = VERY OPEN) CLOSED SYSTEM (10 = VERY CLOSED)
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Government organizations expect employees to follow regimented procedures. Although employees can take steps to work around faulty procedures, changing the procedures can be difficult. Only certain managerial level people in the hierarchical structure can cause procedures to be changed, and it is often very difficult to get them to act. For example, if a new employee must fill out a form in order to receive a computer account and the process or the form is flawed, getting the problem corrected can be difficult. Many workers may know ways to get around the problem. It is easier to take steps that bypass a faulty form than to contact someone and convince them to change the form.
MECHANISTIC ORGANIC
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Government workers are treated very well in many respects. There are flexible schedules, generous benefits, and a reasonable workload. Quality of service is not as important as quantity of service, to a certain extent. Part of the reason for this is a result of pay structures, while part is a result of indoctrination into government workplace culture. As a government employee, you are expected to follow procedures. There is little concern for whether there is a better way to do things and the likelihood of meaningful change can be discouraging. Employees are quickly indoctrinated into organizational culture of government employees. Although some employees resist, most either accept the organizational culture or find employment elsewhere. Effecting change in government workers’ behavior may also be difficult. It is often easier to offer employees promotions that will put them in a different department, rather than to try to change the employee’s behavior. Policy and politics dictate what will happen in the workplace. Change initiatives typically must come from the top in order to gain acceptance, rather from the workforce. Administrative procedures must be followed, regardless of whether they work. Change, if not frowned upon, is very difficult to enact in any significant way. Even those that desire change are often reluctant to take steps necessary to truly correct the problems. In order to create meaningful change, you must have direct responsibility, rather than a desire to make improvements.
My change initiative is not likely to go anywhere unless I can convince my supervisor into accepting the change on a basis of ethics. It is unethical to allow IBM to charge multiple times for the same printer issue that was not corrected on previous calls. I am told that we are not sure that IBM is charging twice, although it is probable that they are doing so. If I insist that this is a question of ethics I can persuade my supervisor too pursue the issues, although it could create much difficulty in the future, including reduced possibility for promotion.
No one in CHFS-OIT has responsibility for writing the contract for printer maintenance, or of awarding this contract to IBM. Rather than anyone in the CHFS-OIT organization trying to address an issue that they have no direct responsibility for, managerial personnel often choose to address the problem in an inconsequential way. They will not take risks involved with implementing change initiatives if this could jeopardize their careers.
Worksheet
Four
(Matching)
Bureaucratic:
CHFS-OIT is a bureaucratic state agency. There is a strict chain-of-command that is seldom violated. Those in higher level positions will seldom seek input from those who are not close to them in the hierarchy of authority. Employees tend to have a fixed position in the Cabinet, with tasks and functions strictly divided.
Bureaucratic Traditional
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Quality
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Additional
Response
The likelihood that CHFS-OIT will take the steps
necessary to make changes that will be effective in the long run is very small.
Changes need to be instigated by the top administrative positions in CHFS-OIT
and above in order to assure best chances of success. Changes suggested by
employees from the bottom up do not seem to work in organizations with this
type of cultural background. There are many caring people in state employment
who have become indoctrinated into the culture of a government organization. If
they have worked as a state employee for a long time, they know what must be
done to survive and advance. The cliché “You can’t fight city hall” is a belief
system for many government employees. There are some state workers who would
definitely go through “culture shock” if they accepted a job in the corporate
world. In the final analysis, change is next to impossible. Most people who
have worked for a state agency realize that change is difficult in all but a
few isolated state agencies.
Worksheet Five
(Matching)
CHFS_OIT provides computer services to 35,000 CHFS employees
CHFS-OIT provides
these services for the Cabinet for Health and Family Services (CHFS) who, in
turn, provides services for the citizens of
CHFS-OIT fulfills
this function by insuring that computer equipment used by 35,000 employees is
in proper operating condition. These employees provide services to all
The real business
of the organization is to see that CHFS employees receive services in
accordance with bureaucratic demands of various organizations. This means that
computers, servers, printers, and other equipment must be maintained and in
operational order.
Worksheet Six
(Matching)
Strengths
Weaknesses
Opportunities
Threats
Center for Digital Government. (2005).
2006, from http://www.centerdigitalgov.com/center/04sustained.php
Government Performance Project.
(2005). State Report Cards:
Government Performance 2005. Retrieved on March 4, 2005, from http://
results.gpponline.org/StateOverview.aspx?id=109