The Effects of Using Information Technology to Support Evaluation of Feedback and Implementation of Adjustments in an Organization's Strategic Planning Process

• Main Author: Kemm, Elizabeth
• Other Authors: Vanecek, Michael Thomas, 1942-
• Format: Others
• Language: English
• Published: University of North Texas 1997
• Subjects: information technology; management; strategic planning; Strategic planning.; Information technology.; Decision support systems.
• Online Access: https://digital.library.unt.edu/ark:/67531/metadc278410/

Organizations that must respond quickly to environmental pressures look for tools to assist in that response. Information technology may be one tool to facilitate the response. In this study the possible effects of using information technology, specifically a decision support system, in the feedback segment of one organization's strategic management loop were examined. The organization was one region of the Board of Probation and Parole in a central state. Personnel included administrators, parole officers and clerical workers. The information technology was an off-the-shelf software product called PlanRight. This study is significant for two reasons: a new application for information technology was examined and the adequacy of a generic computerized tool designed to be suitable for various operations was explored. This study was a case study. Two months of data were taken prior to the implementation of the decision support system, and four months of data were taken after the system was implemented. Questionnaire data taken before system implementation provided descriptive characteristics of the organization. Follow-up surveys and interviews at the conclusion of the study were used to evaluate employee perceptions. The study was done in three phases. During phase one questionnaires were distributed and returned. During phase two, goals, plans and evaluation criteria were formulated and plans were implemented. Feedback was obtained and evaluated through the use of the decision support system enabling reaction to the feedback data. In phase three perceptions of administrators and parole officers were elicited using follow-up surveys and semi-structured interviews. Three propositions guided the evaluation of the study's outcomes. These propositions dealt with performance toward goal achievement, satisfaction with feedback processes and quality of plans formulated for the project. Performance was moderately successful. Satisfaction with processes was high. Speed of obtaining feedback was considered high by administrators and paroled officers. Quality of processes and outcomes was evaluated to be good.