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FORCES AGAINST
a Physical BSC With 5 to 12 People
- Requires large investment in R & R.
- Requires major cultural change and level of trust -- Chairs will be dependent on others not under their direct control to accomplish business needs.
- Need to change paradigms -- separate resource ownership from service delivery.
- Perception that strategic business staff needs to be physically present to deliver timely and effective financial analysis and advice.
- Unanswered question: Will level of effort be greater or less with distant BSC?
- Fear of centrally-imposed, mandated details.
- Will remote BSCs become more bureaucratic, or will there be a strong service commitment/attitude?
- Perception that department chairs will lose some control over their budget.
- Could business and administrative consolidations challenge departmental autonomy?
- Divided loyalty(ies) of BSC staff among chairs/faculty may influence service levels.
- Chairs have fought hard for existing resources - don't want to give them up.
- Intense loyalty (familial relationship) and reliance on secretary for continuity/departmental history.
- Perception that unit doesn't value loyalty anymore.
- Some secretaries enjoy current diversity and responsibility of their positions.
- Fear of demotion when responsibilities are removed.
- Fear of loss of job; unionization.
- How to prevent faculty and others from keeping duplicate sets of books?
- Need to prevent chairs, faculty, and others from continuing to use local secretaries and reverting back to old ways.
- Need to provide faculty training and equipment for email, voice mail, etc.
- If no secretarial consolidation, not as much secretary coverage.
- Fear of loss of communication and service.
- Fear of learning something new--the "known" is more comfortable.
| Note: This preliminary list of "Forces Against" was compiled by the UASP Team in a brainstorming session; it reflects comments we've heard from the campus community to date. (See also: "Forces For") |
Last Revised: 23-Sep-1999  Email with comments
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