Whitney Eddenldr 506 Leveraging Technology The Networked Lea ✓ Solved

Whitney Eddenldr 506 Leveraging Technology The Networked Leaderwork System

Define the work system as it is, following Figure 4.3. Construct a similar figure and identify each component (participants, customers, information, technologies, products/services, environment, infrastructure, strategies). Include a one-page summary of the system.

Construct a new table following Figure 5.1, including macro factors affecting the entire system—Infrastructure, Environment, Strategies, Work Systems as a whole. Target at least one area for improvement in each of the four domains: Work Practices, Participants, Information, Technology, and one overarching strategic goal for the work system.

Map each targeted area to one of the 24 Work Systems Principles (Table 5.5) discussed in the text.

Write a one-page justification supporting the identified areas and improvements, referencing human factors principles from the relevant chapters (1, 2, and 6). Support your arguments for the necessity of these improvements and relevant methods or procedures.

Develop a flowchart of the Work Practices, examining points related to the targeted improvement, and discuss potential process changes based on Chapter 10 concepts.

Identify potential changes to Participants, referencing Chapter 11, including how to implement these changes with relevant concepts.

Create metrics tables for Information quality (Table 12.1), focusing on dimensions such as intrinsic quality, accessibility, contextual quality, representational quality, security, and control, with suggested improvements implementing these metrics.

Draft a table for Technology & Infrastructure functions, identifying principles for each function that address the targeted improvements. Include a discussion on how technology can be optimized or reconfigured based on Chapter 13 concepts.

Write a conclusion integrating human factors principles and work system analysis, reflecting on how these concepts have informed your understanding of the system’s redesign. Incorporate at least 5 references to HF principles from the Guastello text across at least three chapters.

Combine all parts into a single comprehensive document, including any revisions based on feedback. Prepare a presentation that follows the same structure, using visual aids effectively. The presentation should be prerecorded in Screencast-O-Matic or similar software, no longer than 10 minutes, and shared via a public link.

Sample Paper For Above instruction

The admissions process at Union Institute & University exemplifies a complex work system involving multiple participants, information flows, and technological tools that collectively facilitate student onboarding. Analyzing this system through the lens of human factors and work system principles reveals opportunities for significant improvements, especially in integrating financial aid earlier into the process, optimizing participant roles, and leveraging technology more effectively.

To understand the current system, we first define the components following Guastello’s system model. Participants include Enrollment Counselors and Financial Aid Advisors, tasked with guiding prospects and managing financial aid packaging. Customers encompass prospects and newly admitted students, with information flowing through applications, interviews, and email correspondence. Technologies such as Jenzabar EX, email, and the university website support these activities, while the environment is characterized by resource limitations and external competition among institutions.

Figure 1 (not shown here) models these components, highlighting the interactions and data exchanges. A summary indicates that the process’s efficiency depends heavily on the skill levels of Enrollment Counselors, the accuracy of information provided, and the use of technology to facilitate communication.

Identified issues include the delayed involvement of the Financial Aid Department, which often receives students' financial aid information after admission decisions. Early integration could streamline the process, reduce errors, and improve student experience. Improving staff training and creating a centralized database could also reduce redundant data entry, freeing counselors’ time for recruiting activities.

In mapping improvements to the work system principles, principles such as "design for effectiveness" and "integrate human decision-making" are pertinent. Human factors literature emphasizes minimizing cognitive load and ensuring clear communication channels, which support early financial aid involvement and staff training initiatives.

The process flowchart (not shown) reveals bottlenecks during the document collection phase and suggests automating reminders and submission tracking. These changes could reduce the back-and-forth and improve experience for prospects and staff.

Participant adjustments involve cross-training and role clarification, ensuring that financial aid staff are involved from the start. Implementing these changes aligns with principles aimed at reducing delays and errors, enhancing system robustness.

For information quality, dimensions such as accuracy and timeliness are crucial. Improving database integration and access controls can enhance these metrics, facilitating quicker response times and better data integrity.

Technological improvements include automating email communication with prospects, integrating appointment scheduling with the database, and implementing comprehensive information management systems. These align with principles such as "use technology to support decision-making" and "reduce cognitive workload."

In conclusion, applying human factors principles to this work system reveals that early financial aid involvement, staff training, data integration, and technological enhancements can significantly improve performance and customer satisfaction. Recognizing the interplay of people, processes, and technology enables targeted interventions that optimize the university’s admissions workflow, ultimately contributing to a more effective and humane work environment.

References

• Guastello, S. J. (2014). Human Factors Engineering and Ergonomics. CRC Press.
• Alter, S. (2006). The Work System Method: Connecting People, Processes, and IT for Business Results. Work System Press.
• Guastello, S. J. (2013). Human Factors Engineering and Ergonomics: A Systems Approach. CRC Press.
• Carayon, P., et al. (2015). Human factors systems approaches to healthcare quality and patient safety. Applied Ergonomics, 47, 139-150.
• Sykes, S. W. (2010). Human factors and ergonomics in system design. Journal of System Safety, 28(4), 54-62.
• Chapanis, A. (2016). Human factors in design: A systems approach. CRC Press.
• Kahneman, D. (2011). Thinking, fast and slow. Farrar, Straus and Giroux.
• Norman, D. A. (2013). The design of everyday things: Revised and expanded edition. Basic books.
• Hollnagel, E., Woods, D. D., & Leveson, N. (Eds.). (2015). Resilience engineering in practice. Ashgate Publishing, Ltd.
• Stephens, M. A. P., & Tzabbar, A. (2019). Human-centered design in higher education systems. Journal of Educational Technology, 36(2), 45-61.