1.   LITERATURE REVIEW

 

From the study of Prahalad and Krishnan (1999), the concept of quality in software and information products is conformance and service views of quality.  Conformance means the software operating specifically according to customers’ expectations and service views of quality is to provide technical support when customers meet there are problems in using the software package. Moreover, software users expect new features are added from time to time on a continuous basis such as a promise of upgrades, high performance and reliability, ease of installation, use and maintenance.  Hence continuous experimentation is important in shaping customer perceptions of quality.

 

There should be a direct link between companies’ IT infrastructures and the quality and speed of managerial decisions in order to reduce the incompatible system doing the same applications.  Moreover, a company should develop a model of quality according to a company’s ability to change to meet the expectation of a diverse customer base and support the innovation through experimentation.

 

The quality of the software should focus on users and its domains are the technologies apply to the software and the function that the software was designed to do. The software’s domain is to identify the users’ needs and expectations for the software applications.

However, the software applications is difficult to define because how people use a software package depends on the skill level of the customers.

 

The three basic characteristics of a software applications’ domain are: specificity, stability and evolvability. 

Specificity: The more specific the domain, the easier it is to measure the performance of the software applications.

Stability: The managers should clarify the specificity of the domain based on their knowledge in order to keep the domain stability.  In an unstable domain, the managers should focus on the speed with which the system can fix problems and adapt to changes.

Evolvability: The flexibility of the software in adopting the change of users’ needs and expectations.

 

The two factors that influence the domain characteristics are customer dialogue and change in technology.  Traditionally, companies are involved in implicit communication with the customers due to the intermediaries.  However, with the Internet nowadays, companies have opportunities to direct access to customers in order to obtain their valuable feedbacks and needs.  Since the customers’ needs are diversed, it is difficult to pin down specifications of the software applications.  So the application must evolve with the two way learning process which is to make domains more specific by learning more about customers’ expectations and capabilities and also the customers must learn about the products and functions that the companies offers.   Therefore, companies and customers will have more understanding with each other which will enhance the stability and specificity of the domain.  On the technology side, technologies force companies to reevaluate quality because the advanced technologies affect the way application software is developed and used.  It also facilitating the emergence of new competitions which will affect our judgments to quality.

 

There are risks for the software such as uncertainty cost and release dates for systems being developed.  Moreover, there is a serious consequence due to the break down system.  Therefore, the level of securities should be carried out and routinely monitored.  Besides, decentralizing information infrastructure that have the interfaces with intranets and the Internet can minimized the risk in avoiding the overall system breakdown without any support.

 

Once identifying the characteristics of the domain and the influential factors, the companies can set the appropriate quality expectation.  First, reducing the variation in the domain characteristics by making explicit statement in clarifying expectations in two ways.  The first way is the higher the level of user and developer knowledge about the applications and the domains, the stronger the information infrastructures.   The second way is to predict the performance of the software under varying conditions in order to achieve a high level of quality.  Second, increase the sophistication of users through the training.   Third, insisting the suppliers to use compatible software system in order to minimize the interface problems. Finally, evaluating the standard of the software package.  

 

From the study of Peskin and Hart (1996), we learn how to measuring the quality of computer system development.  First, when building a quality computer system, quality should be defined at the start of a computer system development projects and quality must be designed into the system.  The typical quality techniques cannot product a quality system such as quality assurance, examining after the fact and post-implementation certification review.  First, recognizing the necessary quality characteristics such as RATER (reliability, assurance, tangible, empathy and responsiveness) at the initial design stage and designing the system for quality will eliminate many of the maintenance, rewrite problems and reduce the overall cost of the system. 

 

Total quality system should be developed in a multi-department and multifunctional. Since developing quality system requires team effort, everyone concerns with producing and implementing a quality system must work together to design and built quality into the entire system.

 

As a conclusion, a high quality information infrastructure lies at the heart of the capability in reacting fast and make decisions in a decentralized mode. The ultimate goal of quality in system development is to deliver quality system and service to the user which fulfill the quality definition “ user satisfaction through fitness for use”.

 

 

 

 

 

 

 

 

 

 

 

 

2.   METHODOLOGY

 

2.1 Survey

Respondents

There are 50 questionnaires were being distributed for this study. As academic staff administrative staff and students are the frequent user of computer related service as well as the main target of CSB, therefore they are chosen to be the target of our interviewer. The age ranges from 18 to 60.

 

Procedure 

As academic staff, administrative staff and students from different year of all faculty in University of Macau are the predominant target of CSB, therefore staff would have more of their own idea of how CSB should provide their service and what kind of adjustments should they adopt in order to continuously improve their service.

Questionnaires are available in both Chinese and English. For better understanding of what users’ needs and expectation, we have designed a questionnaire based on 10 service quality dimensions, the questionnaire is divided by 6 parts. Each of the interviewer received one hard copy of a questionnaire consists of 1 page with question on both sides of paper, they were asked to fill out the questionnaire and were collected within 10 days. Questionnaires were distributed in each office (insert under the door or hand in directly), and distributed to each student, computer room and classroom, etc. Questionnaire that distributed to students will be collected after 20 minutes. After 10 days, questionnaire will be collected and analysis. To prevent any error occur that might take place, a pretest is done before distribution, and there is no error found.

 

Measurement

The questionnaire is divided into 6 parts, all the questions are written on the basis on the dimension of quality services, each part consists average 3 to 5 questions. Some of the questions provide yes and no answers, and other of them provide alternative that interviewers can choose. In order to prevent respondents choose the middle number only, thus to create a respondents error, only a four-point scale from 1 (strongly disagree) to 4(strongly agree). In addition, a column of non-available (N/A) are also included in case if there are any respondents whose actual situations are not regarded to by the questions.  

The questionnaire is intended to explore respondents’ satisfaction regardless to printing service, computer facilitates in the computer room, overall CSB staff service quality, security issue etc. On the other hand, students and staffs are also required to rank the four most important dimensions among the listed out dimensions. Moreover, a section of comments are also incorporated for gathering comments from users.

2.2 Interview

In addition to questionnaire, we also conducted an interviewed with representative of CSB, Ho Wai Io, Jason, Head of Academic Computing Service Bureau, CSB. During our interview, we have asked questions regarding to environmental constraints of CSB, management perception on students’ needs, CSB future plans and ISO certificate etc. (SEE APPENDIX)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

3. CHARACTERISTICS OF CSB

 

Computer Service Bureau (CSB) is the department, which predominantly provide services regarding to computer technology.

CSB aim to grow with the University in stature, academic excellence and international recognition by constantly exploring planning and deploying appropriate and advance information technology and services to improve teaching, learning and research, and to improve teaching, learning and research and to streamline University administration.

CSB will maintain the leadership n information technology in Macau and develop an ubiquitous computing environment on campus that provides intelligent interface to support all related areas of teaching, research and administration.

CSB will provide advanced computing facilitates, professional service and technical support, and quality information system services to our academic and administrative users that will profoundly foster community spirit for scholarly activities leading to academic excellence.  

The general management system

CSB is consisted of three levels; the first level is the head of CSB, who is the highest position in CSB. The second level of CSB is the secretary department that primarily responsible for CSB general operations, incorporated human resources management, arranging meeting and so on. The last level of CSB encompasses ACS and IMS.

 

ACS (Academic Computer Service) is primarily responsible for the development of academic platforms, software, and facilitates, as well as the support of it. This includes: pre-acquisition activities such as determination of requirements and product evaluation, sourcing, together with resource and implementation planning, the implementation itself and as always technical support and maintenance of existing facilitates.

 

IMS (Information Management Service) is predominantly charged technology creation, and implementation of new application designed and produced and implementation of new application designed and produced “in home” with an additional lesser brief and maintain these as well as standards (externally procured) package application.

 

The two units will meet every two weeks or sooner than that whenever problems occur and correspond with each other daily through email. Also they share an internal database which allow each staff of the bureau, whether they are ACS or IMS staff to track work progress.

 

Product delivery channel

Generally, CSB disseminate their latest news through the CSB index, whenever students click Internet Explorer or Netscape, they will read through up-to-date news immediately.  In fact, most of this news is regarding to the new launch of CSB services, amendments of CSB service, and any suspicion of service due to necessity of repair.

 

For service distribution channel, frontline CSB staff including CSB helper desk tended to disseminate their service directly to users. Whenever, a user called out for help during regular service hours, a CSB helper will show up in order to resolve the problem. On the other hand, all issues regardless of software will be responsible by ACS.

 

Customer information system

CSB has developed a website named Information System Web-Service (ISW) that mainly provide both Intranet service and Public Internet Service. In the part of Intranet service, user can inquire any telephone number in UMAC. Also staff can change their oracle password through this service. The Public Internet Service is composted of Sport Complex Facilitates Booking Service System, Course and Staff Web Info Search, On-line Web Survey System, Student Information Web Service for academic staff, Student Information Web Service for students, and Student Information Web Service for students (trial use). Through these parts, students can check their personal information, conduct amendments of their personal information and also booking sport complex facilitates etc.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

4.   DEVELOPMENT OF SERVICE QUALITY IN CSB

 

4.1 User Survey (Since 1998)

CSB has started to conduct user survey since 1998 to find out how its users perceive its service quality in the previous year. The survey is conducted annually and certain changes will be implemented within CSB’s capability and budget. Although there is no guarantee that CSB will take all the actions it needs to increase user satisfaction rating in the coming year, future planning will take into consideration the comments gathered and level of satisfaction reflected in different dimensions of its service on the survey.

 

4.2 Performance Pledge (Since 2001)

The main objective of the performance pledge is to provide fast and effective support service to users. The performance pledge covers areas from printing service, service hours and medium of feedback to reservation of computer rooms and acquisition advice. (SEE APPENDIX) According to CSB, the main function of adopting a performance pledge is to narrow down derivations between current performance and expectations. Together with the user survey and the help of survey committee[1], the performance pledge will be reviewed and revised yearly with the purpose of having a performance pledge that is best-suited for CSB and is best to satisfy its users.

However, in our opinion, the performance is more of a standardization of procedures (how CSB works) for staff and users to refer to rather than a promise of quality service. For Supporting Service Calls 1 and 2, “Further investigation of the problem is needed” is listed for a possible reason for long-term service. This poses a potential problem for users as the one day processing time is already enough to put tight deadlines in jeopardy.  Response to any form of problem should be dealt with as soon as possible to give a more reliable performance pledge, to give users greater trust in CSB and their services. For Processing of Applications for Computer User Accounts, the processing time is particularly long, having to wait 3-5 days after registration for before receiving password to access accounts.  For online availability, this is abnormally slow as access should be immediate upon completion of registration.  This is more of a fundamental purpose to maintain a steady movement in the registration process.  Change of password is more reasonable as a password change can be available with in 5 minutes.

 

4.3 ISO9000 (Since 2002)

CSB is one of the departments in the University of Macau, which passed all the requirements and achieved ISO9000 the soonest. Last year, CSB has achieved ISO certificate. As they are required to conform a list of standards of ISO, they have developed systems that satisfy with students’ needs and wants. On the other hand, they also have conducted focus groups researching technique, which aimed to find out what users needs and wants. Through focus group and survey technique they have developed a series of actions that aimed to meet users requirements accordingly. Indeed, CSB did not informed and educate their employees about ISO standards and performance pledge, as they all need to have a common understanding and clarify terms. 

 

4.4 Continued quality Improvement (Since 2003)

Although CSB has obtained ISO9000 standard, it is only a foundation of systematic management to them. To attain high user satisfaction, continuous improvement is needed. The main purpose of Continued Quality Improvement (CQI) Program is to reduce redundant business procedures and to achieve continuous quality improvement. It includes the following aspects.

Set up CQI teams

Continuous Quality Improvement teams composed of 4 to 5 staff members work closely together to brainstorm and come up with half-year plans about what improvements CSB can make in the future and how. These teams will also work closely in their daily work. The best-performed teams will be rewarded.

 

Encourage staff to speak up and participate

Since frontline staff know user requirement best therefore they are in the position to have a good understanding about users’ requirements and opinions and communicate these to the management. Besides, it cultivates a participative culture and team spirit in the bureau. According to CSB, the implementation of total quality management is not so suitable for them because it requires rigid structurization and standardization of work procedures and it limits CSB staff’s vision to the achievement of short-term goals. Therefore, they chose to implement CQI instead because it can be easily adopted campus-wide. Since the staff need time to adjust to the new CQI strategy, positive reinforcement as well as both intrinsic and extrinsic rewards are used to motivate them. As the article of “A Violation of Assumptions: Why TQM Won’t Work in the Ivory Tower” by Lawrence R. Jauch and Robert A. Orwig stated that the implementation of TQM in academic functions in higher learning institution will not work and will be problematic, however, we should not forget that CSB differs from other academic department in various ways, it may not face the same resistance in TQM implementation like the other departments. First, CSB claimed that they are running Continuous Improvement, they do engage in benchmarking and unlike other departments, if the objective is to produce IT-oriented students, then the input of students may be variable in qualities, however, if its objective is to produce computer service, the input of CSB staff and information and infrastructure whose variability could be reduced by job screening and careful purchasing decisions. Customer focus may be hard to be identified by CSB because it has to commit itself to both user’s wants and the university’s wants. The effectiveness of how effectively CSB has established an IT-culture maybe hard to measure, but if we measure the level of customer satisfaction which is the goal for them to achieve, then we can measure it by listening to the customers (survey, suggestion and feedback systems). Team effort, employee empowerment and performance-based rewards are all existing in CSB, we do not see how it cannot and is not implementing TQM. The important thing is how CSB perceives itself, if it sees itself as a serving body for the university then it is an academic function which could hardly implement TQM, however if its sees itself as a computer service department whose primary customers are the users, then it could implement TQM. And obviously, the continuous improvement program which CSB has been running has included elements of TQM. It just have to move on a bit further to locate its customer focus and improve management focus and quality culture to fully implement a TQM program. And TQM is not a method, it is a customer-driven philosophy that no matter what the nature of the organization is, it has to adopt and that each unit within the organization should institutionalized throughout the organization aiming at continuous improvement.

 

 

 

5.   CHARACTERISTICS OF CUSTOMERS

 

There are three main types of CSB users.  They are:

1.          Students

2.          Academic staffs

3.          Administrative staffs

 

5.1 Students

The overall students in University of Macau which include Pre-university students in CPU, undergraduate and postgraduate students in all faculties such as FBA, FSH, FED, FST, FLL. Most of the student users visit the computer rooms weekly with a substantial number of them doing so monthly. They mostly visit the computer rooms for doing assignments and information search.

The purposes of students in using CSB services are as follow:

-              Use the computers and printers to do projects and even stay overnight in the computer rooms (T107, T120, N102).

-              Use software such as Microsoft Office to do projects and use Internet Explorer to search information.

-              Use WebCT to download lecture notes, course outline, receive announcement of the course, and communicate with the lecturers through chat room or billboard.

-              Use student information system for enrolment, check academic records, timetable and receive academic messages such as enrolment time, deadline of school fee payment, etc.

-              Apply UMAC computer user account so that they can access UMAC account at home to browse UMAC’s intranet.

 

 

5.2 Academic staffs

The overall professors, lecturers and teaching assistants in CPU, FBA, FSH, FED, FST, FLL and teachers who teach courses of center for continuing education and special program at night. Most of them use CSB service daily while some use it weekly, mainly for the purpose of teaching and information search.

 

The purposes of academic staffs in using CSB services are as follow:

-              Use the desktop computer, LCD projectors, visualizes in the classroom to assist the teaching.

-              Each lecturer has his/her own computer in the office for handling his/her teaching materials.  However, their computers are usually the second hand one that has already been used in the computer room. 

-              Book the terminal rooms for conducting their classes that required the use of computing facilities.

-              Book the computer facilities such as LCD projectors because not every classroom has the LCD projectors.

-              Borrow the manual/user guides for the application software available in the various system platforms.

 

5.3 Administrative Staffs

The administrative staffs include office staffs in every faculty and the staff work in administrative building such as staff in personnel department, registry department, human resource department, etc. For academic staff, other usages include email checking, maintaining website or webcourse, and working. For administrative staff, other usages include working and technical staff.

 

The purposes of administrative staffs in using CSB services are as follow:

-              Use the computer to carry out the memo, notice, timetable, messages to students and lecturers.

-              Use the computer to carry out day-to-day operations such as staffs in accounting department to use computers for pay-roll, staffs in CSB to write programs and website for the university, etc.

6. SERVICES AND THEIR DIMENSIONS DESIRED BY CUSTOMERS

 

As of present, CSB computers are used by students primarily for research and class work. This dependency on the computers at CSB also translates to a dependency on CSB's services should problems arise with the computer systems and equipment. In terms of frequency the average user may only use the services of CSB on a weekly basis with 56% of all students using the services at CSB on a weekly basis. (SEE APPENDIX) This dependency on CSB services means that the students place a trust in CSB that if anything should go wrong that CSB will be their to help support their needs.

 

Presently, users of CSB’s are expecting physical facilities and equipments, reliability of performance, promptness and willingness to serve as for services provide.  However in the future this may change as more is expected of CSB. (SEE APPENDIX) In the future, potential services users may expect could include and not limited too, Competence of staff, Courtesy of staff, Security of data, Access of service (e.g. distributions of computer rooms), and Communication and understanding of users’ needs.  With technology continuing to advance and dependency on technology to facilitate classes, projects, and presentations continues to grow, much more will be expected of CSB.  As a result these services will come of more importance to CSB users, students and faculty alike.

7. SUPPLIERS

 

The kind of supplies CSB obtains from its suppliers are mainly categorized into three main areas: Hardware, Software and Network.

7.1 The kind of products delivered by the suppliers

There are three major kinds of CSB suppliers. They are:

1. Hardware suppliers
2. Software suppliers
3. Internet service providers  

1. Hardware suppliers
• Personal computers (PCs) /Workstation ~ Dell, Sun & iMac
• Printers ~ HP, Espon
• Network equipment such as cables, servers (various suppliers)  

2. Software suppliers

Software that are installed in the computer of UMAC such as Microsoft Office, Internet Explorer, Netscape, etc. are cheaply available from the respective companies.  

3. Internet service providers

Modem and telephone line, together with broadband service are provided by CTM. Originally, CSB had their own modem and network facilities, and the management and technical support of them are also the responsibility of CSB. However, since the major upgrading of its network capacity from 120 dial-up lines to 240 dial-up lines which has been a double of its original capacity, a feasibility study suggested that it was more cost effective to outsource to CTM which now provides all the equipment and network service at a cost of lower than half the investment which CSB would have had to make if it did the upgrading itself. And most importantly, the scope of improvement has been much bigger than what CSB could do alone.

7.2 Dimensions Currently Delivered By Suppliers

 

1.          Hardware

Ø          Performance

The computer components’ primary operating characteristics, including its processing speed, functionality and so on.

Ø          Features

Computer components’ secondary performance aspects, for example, ease of installing new drives, and adding CPU and ram cards with higher capacity in the future.

Ø          Reliability

The efficient use of the hardware in a specific period of time.

Ø          Durability

The life span of the hardware and the amount of data in the case of computers or printing as in the case of printers to be processed before they break down.

Ø          Serviceability

The speed, courtesy, competence and ease of repair. Whether special parts from the original supplier are only compatible with the computers and other hardware. If so, whether these repair parts can be easily obtained and whether CSB staff have the knowledge to repair them quickly and easily.

 

2.     Software

Ø          Performance

The software’s primary functions. Whether they are performing well in what they are supposed to do, for example, Photoshop program should perform well in they primary function of image processing.

Ø          Feature

The software’s secondary aspects of performance. Whether they can be integrated and work together with other programs to do a particular task. Whether they allow easy online updates, Whether they include any additional features.

Ø          Serviceability

Because software malfunctions mainly because of errors in program codes, therefore, maintenance is usually left in the hands of CSB staff rather than the suppliers. Therefore the serviceability dimension is relatively less important. However, it is also essential that the program code of the software is easy to be interpreted and corrected in times of troubles and re-installation is easy and quick. Frequent errors occurring are not preferred because that will take CSB staff lots of chaos to get things fixed and they will mean annoyance and inconvenience to the users.

 

3.     Network

Ø          Reliability

The ability to perform the promised service dependably and accurately. For example, the network can be easily access by CSB without any network jam or break down.

Ø          Responsiveness

The willingness to help CSB and provide prompt service.  For example, when there is any problems exist in the UMAC Internet, modem or telephone line, will CTM immediately aware and detect the problems as soon as possible.

Ø          Competence

The possession of the required skills and knowledge to perform the service. For example, the CTM employees have the sufficient skills in detecting and solve the network problems when the break down or network jam exist.

Ø          Security

The freedom from danger, risk or doubt.  For example, whether CTM have sufficient ability to handle the problems of hackers, virus and un-authority use.

Ø          Communication

Whether CTM have a close contact and interaction with CSB in order to understand their problems and their requirement related to the network.

Ø          Understanding the customers

Whether CTM put the effort to know CSB and their needs. For example, whether CTM do the survey in evaluating the use of CSB to its network services and also receiving the feedback from CSB.

 

 

 

 

 

8.   LEVEL OF USER SATISFACTION & THE CAPACITY OF CSB SERVICE DELIVERY SYSTEM

8.1 Level Of User Satisfaction

To examine the level of user satisfaction and to determine areas of improvement, analysis has been made mainly based on the result of user survey conducted by CSB back in 2002 (SEE APPENDIX) and our small user satisfaction survey. (SEE APPENDIX) Users are divided into student users and staff users because they have different ratings in respect to different aspects of performance and different user requirements.

 

For students, as shown in the 2002 survey by CSB[2], the overall satisfaction level has increased from 5.66 in 2001 using a 10-point scale (which is equivalent to 2.26 using a 4-point scale) in 2002. Rating in the attitude of staff has increased slightly by 0.03 and responsiveness to requests has increased by 0.39. The increases in ratings are not much compared to all the efforts CSB has input into the various quality improvement programs. Even the home access intranet service rating has just increased by 0.03 despite all the investment CSB has put to double the number of dial-up lines. As indicated by the survey we have conducted, most ratings fall in the poor and good categories.

Fig. Summary of Student User Survey Results (by CSB) in 2002

Description	Rating
Overall satisfaction	3.02 (5.66/10 in 2001)
Attitude of Staff	2.99 (Professionalism of service – 2.96 in 2001)
Responsiveness to your request	2.96 (Easiness of seeking support – 2.57 in 2001)
Computer room opening hours	3.59
Computer speed	2.76
Quantity of computers	2.32 (2.26 in 2001)
Application software provided	2.9
Computer room management and discipline	2.87
Intranet accessibility off-campus	2.41 (Remote access – 2.38 in 2001)

 

 

For both academic and administrative staff, the level of satisfaction is obviously higher mainly due to the swift response and assistance of CSB staff whenever the staff need help. The ratings all has increased in 2002 compared to 2001. The major dissatisfactory areas lay in computer speed greatly due to the fact that staffs are using second-hand and outdated computers which are no longer used in the computer labs, and quantity of computers especially the number of computers in computer labs for the purpose of lecture.

 

 

 

 

Fig. Summary of Staff User Survey Results (by CSB) in 2002

Description	Rating
Overall satisfaction	3.71 (5.66/10 in 2001)
Attitude of Staff	3.84 (Professionalism of service – 2.96 in 2001)
Responsiveness to your request	3.71 (Easiness of seeking support – 2.57 in 2001)
Competence of staff	3.75 (Effectiveness of solution – 3.56 in 2001)
Computer facilities maintenance and support	3.57 (Support service for computing facilities in officer – 3.71 in 2001)
Computer Speed	3.2
Quantity of computers	3.46 (3.59 in 2001)

 

 

Combining the survey conducted by CSB last year and our group, conclusions can be made that the major problem areas lie in the human aspects of service, i.e. the promptness and courtesy of CSB helpers to serve are not so satisfactory to users, as well as the quantity and functionality of computers in the computer rooms. These dimensions are currently most desired by student users. Improvement plans have been made by CSB to tackle these problems, such as requesting for additional computer rooms and increasing the number of dial-up lines. However, the addition of computer rooms and dial-up lines is largely restricted by the regulation and the budgeting decentralized from the management board of the University. CSB has no control of such capacity to act to improve these problem areas. Yet, there is something that they can do about the human resource aspect, to improve promptness and courtesy to serve, but they do not do so. It is largely because of the philosophy of many people engaging in computer science that technical skills are more important to solve problems related to computer service than human skills. Many staffs believe that as long as they can answer or solve problems raised by the users, that is enough, they have satisfied them. Moreover, many CSB helpers are hired on a part-time basis so it is predictable that all they want is “to get the job done”. They do not have the enthusiasm to serve users.

 

Same with the survey result conducted by CSB, our survey shows that staff are most dissatisfied with the quantity of computers in computer rooms and computer speed. Our survey also discovers that staffs are not satisfied with the cleanliness of computer rooms also. The channels for suggestions and feedbacks are also inadequate. To tackle with the problem of insufficiency of computers, as what is the case with student users, CSB will request for additional computer rooms. CSB has derived various means to communicate with users by 1) bulletin board notice, 2) message alert on SI web, 3) pop-up messages on CSBINFO website and 4) emails only for important notice. CSB is also extending its communication channel with users through SMS phone message but it is so costly ($0.3 per message) that CSB plan to only use this means for urgent and important notice. We can see that such communication channels are just one-way for giving information to users, it has relatively few means to listen to users. It is not practicing any relationship management with users.

 

The capacity of CSB’s service delivery is limited mainly due to its limitation in budget and scope of operation to fulfill the University’s objective and budget constraints. For example, when users complained that the number of computers are not enough, CSB could not do anything. All it can do is to request from the University’s management board for more computer rooms. However, due to the increasing number of areas and the limited availability of space on campus for additional computer rooms, the possibility of having additional computer rooms will be low, at least not until new academic buildings are constructed and permission from the management board is obtained, which may take years. The allowance for students to purchase IBM laptop computers at a discount and providing them conveniently distributed portals to enjoy wireless internet/ intranet service campus-wide is a way for CSB to cope with this problem within its limited capacity.

 

The upgrading of dial-up lines to a double is already a big leap for CSB. However, as the new survey result implies, users are still not satisfied with the speed of Net-Home service and computers on campus.

 

Additional budget will have to be allocated to CSB for new computer purchase and installation. The promptness to react to users’ needs is restricted in manners like the above examples, not to mention reacting to users’ future needs proactively, which is almost impossible, unless what the customers want and will want are also what the University’s strategic objective wants CSB to achieve.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

9. QUALITY GAPS

 

9.1 Identification Of Quality Gaps

Gap1: Management perception of customer expectations and expected service

CSB has offence performance gap 1, which means that there is gap between management perceptions of customers’ expectations and what customers expected on the service. With holding aim to nourish an E-environment within the campus, CSB has started with E purse service. However, since the E-service does not carry out what they committed previously such as payment in bookstore, canteen, library (for funds) etc, there is a misunderstanding between expectation from students and top management grasp of those expectations. On the other hand, it is also a wasting of resources of setting up other machine as they don’t provide too much usage on helping out students as well as bringing convenience as they should does. For example, firstly students have to place money in the E purse account within regular office. Secondly E-purse service can only be used for printing quota, students cannot use it in bookshop or other service. Finally, students think there is no very much difference compare with previous adopted method since it is still not convenience to use E-purse service.

 

Gap 2: Service quality specification and Management perceptions of customer expectation

There is no presence of any performance standards that can measure or mirror management’s perception of customers’ expectations, since there is some practical constraints existed while management level try to translate their understanding of customers’ expectation into service-quality specifications. In our case, CSB understood that students really need more computers to accomplish with their needs. Nevertheless, CSB has encountered several hurdles while they were trying to add more computers for students. For instance, there is no more space that they can place for any extra computers any more. As they also wish to upgrade academic staff and administrative staff, due to the same reason, they just can do it gradually. Prior to this year, what they can do is just to remove the obsolete computers from computer room to staff in order to place those outdated computer that staff were using. 
 

Gap 3: Service-Quality Specifications-Service-Delivery Gap

Since CSB does not have any clear guideline for fail-safe and contingency plan for performing their service, once a emergency situation occurred there is no alternatives of actions can be take for solving the problem. On the one hand, even they do have clear guideline for non-emergency things such as answering questions from users, quality of such service is not guaranteed. As a proportion of them lack of training and professional knowledge, they are not able to do so. As a result, users do not like to ask questions or even propose their comments, because they lost confidence to CSB staff, as they are not able to answer them. On the other hand, due to environmental constraints, most of their commitments cannot be carried out even they promised to do so. 

 

Gap 4: Service Delivery-External Communication Gap

“We will provide professional and reliable IT resources and services to promote full use of our facilities.” “We will nurture CSB staff in latest advances and open standards in all related areas of information technology to assist in the further development of the University.” Base on these things, there is a discrepancy between the actual service and their proposed strategies that they are going to carry out their service. As the opening statements stated that CSB promised to provide professional and reliable IT resources and services, however, there is case that students’ remote access account was hacked by another unauthorized users. In fact, they seldom provide any activities to educate their users to be better users of the service, for instance, how to deal burn out a CD with use CD RW. On the other hand, they seldom explained to customers what to do when they see toner low message in printer.

 

Gap 5: Expected Service and Perceived service

Since CSB does not carry out their service expectation well, therefore, it has profoundly affected the assessment from users side on the quality of service. As resulting from gap 4, users are started losing their confidence to CSB and its performance pledge.  

 

9.2 Root Causes of Quality Gaps

Ø          CSB does not view users as their ultimate customers

CSB does not view users as their customers, rather they view the university management as their customers, they have to fulfill their objectives (achieve fame, cultivate IT atmosphere etc.) Even the implementation of quality programs is done to please the university management team, satisfying the users is just a means to do so. As CSB is trying to meet budget requirement, further developments are forced to be postponed as well. For instance, due to the budget requirement, they cannot place as many computers as the users require.  

 

Ø          Discrepancy between users’ needs and environmental needs

The discrepancy between users’ needs and environmental needs is another factor, which has widen the gap between what users’ expectation and CSB ’s performance. The global trend of using certain technology has been emerging throughout these many years, thus it creates a need to accustom such trend. On the other hand, CSB will like to nourish an e-culture on campus so that students can get used to such systems early, thus they will not be obsolete when they go to work. To achieve this goal, they have to start action to keep up with technology as promptly as possible. Take smart card for example, compare the previous service and the smart card service, it did not bring out more convenience to users compared with the previous “buying printing quota at Treasury” practice. Apart from that, the underlying reason for CSB to performing such task is that they wish to achieve fame for university. Since University of Macau is only twenty years of history, it is an excellent promotion task that can achieve fame for university. From the user point of view, they need something else, like they may not really want smart card, would prefer more computers or printing quota. Furthermore, CSB has to struggle, decide whether to meet users’ need or environmental needs, which hinder its “route” to quality.

 

 

Ø          Lack of fail safe and contingency plans

CSB has not developed any fail-safe system or any contingency plans in order to deal with occurrence of emergency. For instance, the server once went down in Saturday during non-regular office hours last semester. Since CSB did have any fail safe system or contingency plans for such incidents at that time, they was informed on the coming Monday. During the occurrence of server broke down, many students could not retrieve their file from their H:/drive, and they could not continue with their work. Meanwhile, they could not save anything in their H:/drive, which was perceived as the safest place for storage documents. This incident had caused a lot of inconvenience to students. Break down of printing service is also one of the daunting problems that students are afraid of. There were many times that printer went out of service due to following reason (1) toner low (2) paper jam (3) run out of paper. Although such incidents frequently happen, there are not many actions to cope with it.

 

Ø          Limited Knowledge About Customer Relationship And Quality

Traditionally, information technology staff focused on their technical skills. They believed as long as they wrote good programs, observed good hardware and software maintenance, the users would be satisfied. As quality management becomes more and more important, we know that no matter what industry we are in, we have to understand the customers and put us in their place and treat them like our family. This concept is not easily accepted by technical staff like the CSB staff because they think that if a user has problem with the program, they just have to answer or show them what to do; if a computer breaks down, they just have to fix it quickly; if the server breaks down and the users cannot use the network, they have to get things fixed and the users will be satisfied. They have no knowledge about customer relationship management, they will not take the time to care about the needs of the customers, what they want beyond what CSB could provide to them, and even when they answer users’ inquiries they do not do it in a friendly manner to make sure they get the message across. They answer the questions and fix the machines just because they are part of their jobs. Even now CSB has obtained ISO certificate and performance pledge many of the staff may not know the real meaning behind them, they follow the “rules” just because their bosses tell them to. Then they think it is quality, the bosses are happy and they get their pay.

 

 

 

 

 

 

 

 

 

 

 

 

 

10. RECOMMENDATIONS TO IMPROVE QUALITY OF CSB SERVICES

 

Before we discuss the alternatives we can use to improve the quality of CSB services, we would like to stress that “product leadership, operational excellence and customer intimacy are the keys to high service quality of any technology-oriented companies or organizations”, as what Mr. Andre Lau, general manager of JVC Ltd once said in a seminar. It is essential for CSB to understand the interrelation of them and how these three factors contribute to the overall quality management implementation in an organization.

 

Product Leadership

CSB should maintain technology leadership in selected strategic areas or areas where CSB is most confident in or strongest in. Further investigations will be needed to identify those areas. If fulfilling the university’s objective of helping it achieve local and international fame by cultivating advanced IT environment for academic, administrative and research purposes, then it is essential for CSB to be ahead of the game and to advance its use of technology in its services as the information technology field evolve with users’ wants over time, which leads us to pay attention to customer intimacy.

 

Customer Intimacy

Customer segments and characteristics evolve and changes over time, it is especially true for CSB because new students and staff are admitted into the university every year, and new policies of the university means that CSB will have to be flexible enough to adjust itself quickly due to environmental changes. CSB should find out where and why users feel dissatisfied and upgrade that portion through survey and focus groups. However, survey and focus groups are not enough as they only find out from customers their opinions only from time to time, it is not continuous. Therefore the best way is to get close to customers and have close daily contact with them.

 

Operational Excellence

Maximize empowerment to enable real time solution. Work procedures should be changed and improved regularly on a continuous basis even before you have to. This will give the organization the much needed competitive edge over other organizations in the same field. Also an organization should not be satisfied with minor improvements. Look for breakthroughs.

 

Taking into according the three “golden rules” we have come up with the following recommendations or actions which CSB have to take into considering to upgrade its quality level.

 

Ø          Development of fail safe and contingency plan

In the section of root causes, we have mentioned that CSB does not have any failsafe plan or contingency plan in order to deal with emergency plans. At first CSB should divide its member into two shifts:  both day shift and night shift. The main task for night shift is that they have to trace if all system operate well. For instance they should check if any computer go out of service, if it so, they should record it and report to the day shift on the next day through their working dairy. In case of technical error take place, for example, server or network breaks down. This should be performed as a one hour routine check every night. They should take emergency repair in order to minimize its affect to users. We have found out that CSB is not familiar with the current status of their computer facilitates. In case of any computer break down, they do not have a record and follow up work. They do not remove or even post a notice on the computer for informing user that the computer is out of service. For failsafe system, they should adopt a complete system and list out a series of actions that should be taken in case that any emergency situation occurred. Although documentation of fail safe tend is to be inflexible, however, it can serve a guideline that CSB staff can follow. Also, CSB should adjust their action in each particular case. It is not only about operational excellence, it is also a means to achieve customer intimacy and satisfaction.

 

Ø          Provision of rigorous and professional training

According to our questionnaire, we have found out that many CSB helpers are lack of professional knowledge while resolving academic staff’s problem. Thus it indicated that it is essential and must that, all CSB staff should accept a set of rigorous and professional training before they are certified as CSB helper. This set of comprehensive training should include marketing training, interpersonal skill training, and computer related knowledge training. For the top management level, they should perform themselves with leadership training as well as to provide education to employees with ISO knowledge. In addition, prior to the recruitment, a set of test should be conducted as well, all the candidates of any available job vacancies should do personality test, ability test, and an interview session should be held. With additional professionalism and multi-dimensional training, it allows staff empowerment which means giving them the resources, power, knowledge and skills for making decisions themselves and better serve the customers.

 

Ø          Empowerment

CSB top management level should empower CSB staff to make decision on purchasing up-to-date teaching software. Previously, whenever academic staff need to purchase any updated version of software, they need to go through a thousands of layers of examination. Therefore, when they finally decide to buy it a more updated version has come out. In some cases, the target software is replaced by another completely different set of software after a six-month or longer discussion or meeting. As all CSB staffs have received continuous training on modern software, they are robust enough to make this kind of decision without holding numerous meeting.    

 

Ø          Conducting rigorous pretest

Students have reflected difficulties of using Windows XP while doing their homework assignment on our questionnaires. After CSB has upgraded its system into XP, but many students can not operate their some regarding programs for doing their assignment. As they already lost confidence to the competence of CSB staff they simply not raising any questions. Consequently, CSB will not able to know what problems that have been raised after their upgrading, thus affected their performance. We suggested them should conduct a rigorous pretest before adopting any new implementation, particularly to those frequently used software or programs. Again it has to do with operational excellence.

 

Ø          Monitoring system

In fact, during non-rush hours, many computers have been abused for war game purpose, thus accelerating the level of computers being damaged, it also wasted university resources as well. We suggested that ACS (responsible for development of software) should develop systems that monitoring this illegal behavior. Once the system detects the occurrence of the incident, the system should automatically terminated the connection from computers within computer room and the website. Even users do not play war game through website, the system should also detect it as well. The major reason we suggest is that, although security guard-check if any abusing behavior occurred, but since there are so many computers are being used at night, it is hard for them to catch one by one. Furthermore, some of students are in groups and are rude in words, it hard for them to deal with such situations.

 

In addition to abusing computer facilitates, students also reflected that their remote access account were hacked by other unauthorized users. Hence, this phenomenon has decreased students’ desire of using CSB service, and this has obeyed the aim of CSB. From this point, we suggested that CSB should educate users to change their password every month, pairing with their own security systems they should alert with all kinds of break-in into computer systems by any unauthorized users.

 

Ø          Extensive Use of Smart Card

Regarding technology leadership, we think that the use of smart card (known as campus card in the university) could be a potential strategic area. Although the University of Macau is the only university in Macau to use smart card as student card and staff card, CSB should not be contented. Indeed, many universities in Hong Kong have been using smart cards for a long time. Students in Hong Kong could just their student card as their E-purse, buy things on credit, buy food at canteens, borrow books, and so on. To be a competitive computer service provider in academic field, CSB should compare itself with similar departments in other universities in the Pearl River Delta region. Use of smart card at the University of Macau still has a lot of room for further development, not only could this enhance the University’s objective in nourishing an e-culture and uphold its local and international fame, students and staff will be able to use the cards as more than a computer room access card or a card for storing printing quota, as the use of it as an E-purse is not so common yet. Some examples of areas where the campus card could extend its usage to include the canteen, library café, payment of expiratory, penalty and other kinds of fees at library, registry, treasury, printing house, bookstore and so on for petty payments. Ideally it can be used for buying drinks and snacks from vending machines like the use of Octopus stored-value card in Hong Kong.

 

 

 

 

 

11. FEASIBILITY ANALYSIS OF RECOMMENDED ACTIONS

 

Ø          Development of fail safe and contingency plan

In fact, development of fail-safe and contingency plan is a must of CSB. With increasing complaint towards server break down, network break down and printing service break down, it is essential that management level of CSB should list out a guideline whenever any technical issued take place. On the one hand, CSB can use the saved budget from hiring student helper to night shift helper, thus to accelerate their pace in dealing with issues that frequently take place at night or non regular service hours. On the other hand, they do not need to hire too many staff as day shift just 2 people with relevant experience is enough. The cost of hiring additional worker will be closed to hiring those inexperience students helper as they will not provide too much help.

 

Ø          Provision of Rigorous And Professional Training

In order to improve overall CSB staff knowledge from all aspects, rigorous and professional training is a must. In fact, there is an opinion from an anonymous academic staff proposed that all staff need training because they are not able to provide useful solution to their problem or answers. Each new recruited will accept a training program which last for three months, they will be divided into groups, each group will be direct by one senior supervisors. If there is not any emergency situation take place, they can simply be with their supervisors in learning their regular job such as perform a routine check in each of computer room. Since there are no many accidents take each day, there will be adequate time for new comers to accustom their environment. Furthermore, they can study how to deal with unexpected situation occurred, therefore, they can know things in a quickest, hardest but most effective way as there is a practical environment provided.

 

Ø          Empowerment

Keeping the organizational structure flat in such a way that at least a top manager from each department should be in contact with customers at the front line to oversee issues that would otherwise be unknown to them. The advantage is that the top managers will be able to make decisions according to customers’ needs more quickly taking into account what their day-to-day encounter while working at the frontline. Such decisions will take into account needs of users as well as frontline staff, who will then be more committed to the decision.

Empowerment involves prevention costs, for example planning, research and analysis work which radical redesign of the organization structure and work procedures for power to be decentralized. Also training costs are involved in training workers to make sure they have all the skills needed to make decisions on their own.

 

Ø          Conducting Rigorous Pretest

Base on their current pretest, CSB should selected those frequently used programs then test and see if these programs can use in their new installed program. This is easy and a just a step more process which is easy task for them.

 

Ø          Monitoring system

Since CSB has its own department (ACS) for technical development. It is very possible that they can develop their own monitoring system their own. With aids from professional technical staff, it should not be a daunting task in developing such program. Because of there are no many courses will be held on summer, ACS can develop the monitoring system during the summer holiday when there are no many users stay in the campus. During this period of time, they can try to do it with their fullest capacity without worrying too much on the influences on users.

 

Ø          Extensive Use of Campus Card

By extending the use of campus card to other areas such as vending machines and payment at canteen, library and so involves substantial amount of investment in installing software in computers already used in canteen, registry and other administrative departments. A scanner will just have to be installed so that when a student wants to pay a sum of money, he will need to scan the barcode on the back of the student card into the computer and that sum will be deducted from his balance account. Other costs include the purchase of special vending machines, the time and effort in modifying the existing systems and undertaking security measure to improve transaction security and accuracy. Receipts will be given to students for a double check immediately after each transaction and refunds could be given should errors occur. The benefits from the extensive use of campus card are not measurable and are rather intangible. As CSB has to commit to the university’s objective, this recommendation will help to upgrade the university’s image and arouse awareness of the development of technology on campus. This is mainly done to please the University’s management board. Even though pleasing the users is more important, CSB should also prevail according to the University’s objective to get the necessary recognition for future resources and budget bargaining.

 

We think that each of the above recommendations will play a role in enhancing how users and stakeholders perceive CSB’s computer service and should be taken into consideration when CSB does its next annual planning. It is obvious that something needs to be done to the cultivate a ‘strive for quality’ philosophy in the bureau and communicate the meaning behind ‘quality’ to all the staff. Therefore we think that empowerment is a very core issue to introduce quality customer service in CSB. Keep flat organization structure with extensive empowerment to respond to customer needs real time and provide total solution, when senior management stays close to the customers, CSB will be able to become more sensitive to changes among customers and continuous deliver what is best for them, not from CSB’s point of view, but what the customers really want.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

12. CONCLUSION

 

This analysis has depended on a survey of users including students and staff from University of Macau along with a user survey conducted by CSB back in 2002.  The surveys have been used as a fundamental base to determine the overall quality along with the quality of various services provided by CSB.  It is determined that user satisfaction of services rendered by CSB can determine the quality and effectiveness of services they do provide.

 

It is important to understand that the three user groups: Students, Academic Staff, and Administration Stall, do not use CSB services for all the same reasons.  Neither do they use CSB in the same time frames.  Through the surveys it’s been determined that staff at University of Macau are more likely to make use of CSB’s services more than students. 

 

Satisfaction has had a unique trend in comparison from past surveys to current reactions.  Most services that were rated high in 2002 have seen a slight but insignificant increase in current reactions. Services that had good to poor reactions in 2002 saw a decrease in satisfaction in current reactions. However, we do think that CSB has been doing quite well in doing all it could to enhance its service quality despite all the restrictions it faces from budget limitation to policy implementation due to confrontation to the university’s strategic requirements.

 

In our investigation, we have found out that the five quality gaps are all existed in CSB, incorporated gaps between:

1)      Management perception of customer expectations and expected service

2)      Service quality specification and Management perceptions of customer expectation

3)      Service-Quality Specifications and Service-Delivery

4)      Service Delivery and External Communication

5)      Expected Service and Perceived service.

 

Hence, we have come up with 6 solutions and their feasibility evaluation. We have decided to use all of the recommendations. However, among the pool of conclusions we think that empowerment is the most imperative one since it is the key to ‘quality’. Full commitment of the ‘quality’ and ‘customer comes first’ philosophy by all staff in CSB could be achieved with the development of capability, alignment and trust between staff and management. As what the book Quality Management: 100 Questions And Answers says ‘they will have a sense of ownership and commitment and be counted on always doing things in synchronization with the direction of the organization’, and in CSB’s case, it is continuous quality improvement and user delight. All these recommendations should be planned ahead quickly and implement on a continuous basis, a heavy emphasize should be users’ level of satisfaction. By using customer satisfaction as key guideline, CSB should always in progress of continues their improvement on service quality.