NDLI: The art and science of user services

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Changing expectations of our users

Changing user populations

Searching for software

Lab interns: A new level of service

The changing role of the user in application systems development

Beyond formatting and fonts: Changing academic needs for computer-assisted document composition

Typesetting in the academic environment

Computer center consulting on personal computers: A changing role for a large computer center

Serving the servers: Machine-machine user services

Changing Support Services in the University System of Georgia Computer Network

Dismantling the mystique: The changing role of documentation

Documentation Project: Academic software resources

The changing face of instructional computing

A functional microcomputer network

A marketing framework for user services management

Evaluating User Satisfaction

A computer literacy mini-course

Changing methodology of User Services at Cuyahoga community college

Computer literacy on a University campus.

From zero to sixty in seven months: Managing the change to a new computer system

Establishing an Academic Computing Center—a major change

The changing role of the academic computer support function: The California State University experience

Serving the needs of administrative users: Pressure for change in traditional user services and administrative data processing roles and methods

A survey of Office Automation technology for academic computing centers

Advantages and disadvantages of decentralized computing services

The Group Rep: Effective decentralization of applications support

The art and science of user services

Matrix: An alternate organization structure for the exchange and processing of information

A study of organizational structures in academic computing centers

The Liberal Arts users: Who are they, and what do they want, anyway?

Changing attitudes for future growth

The new user: Teaching “computerese” as a second language

Alternatives to teaching introductory short courses

Can you teach data base with a felt board?...or, how to improve training using a systems approach

Short Courses: Using video-tapes for instructor's self evaluation

The user services profession

Improving personal efficiency: Time management in today's changing university computing environment

Creative personnel management for User Services

Post-mortem dump on changes, 1981-1983 (A Panel Discussion)

The art and science of user services

Content Provider	ACM Digital Library
Author	Shaffer, Robert K.
Abstract	We are all familiar with the great advances made over the years in all areas of science and technology resulting from the application of well known laws and principles. Among such laws are the laws of conservation of energy and mass, the laws of thermodynamics, and Newton's laws of motion. We are frequently overwhelmed by the changes confronting us daily in our user services work. We experience changes in hardware, software, organizational structure, management, personnel, user education, consulting, documentation and physical facilities. The discipline of physics takes the whole universe of ubiquitous changes in stride and integrates them into unifying principles. In the midst of an ever-changing world, physics presupposes a constancy of nature, i.e. that identical conditions give identical results; that cause and effect relationships can be determined and applied to observed phenomena. This paper will be a light-hearted trip in analogous thinking into a different perspective of the many changes we experience in our profession. I shall explore how we might be able to use these classical laws of physics to ease our burden of coping with the changes we encounter daily. If our activities do obey these laws in a predictable and sensible fashion, then we can use these principles to help us. For example, the fundamental law of the conservation of energy states that energy can neither be created nor destroyed. From this law we can deduce that for a given level of user services personnel staffing, a maximum amount of work (energy) can be accomplished over a given period of time. Hence, priorities are set, either implicitly or explicitly. By clearly seeing the situation, realistic goals and expectations are possible. Perhaps such phenomena as staff personnel burnout and high turnover rates might be diminished by seriously applying such techniques.
Starting Page	184
Ending Page	192
Page Count	9
File Format	PDF
ISBN	0897910885
DOI	10.1145/800067.802116
Language	English
Publisher	Association for Computing Machinery (ACM)
Publisher Date	1982-11-10
Publisher Place	New York
Access Restriction	Subscribed
Content Type	Text
Resource Type	Article

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