FREE ESSAY ON SYSTEM FITS

SYSTEM FITS

Introduction
This paper will discuss two system fit issues at The New York Times Shared Services
Center. A system fit is the examination of how an organization's system elements and
subcomponents fit with one another whether it is a loose or tight fit. Poor system fits
lead to macro-problems with micro-level symptoms. An example of this would be micro-level
symptoms may effect the employee, which in turn effect the employee's performance. 
Two system fit issues are lack of employee space and limited use of copying machine. 
Although there may be several solutions to these, system fit issues, only a few of them
would be effective. Solutions to this fit would mean interruption in work patterns and
could decrease productivity. 
First System Fit
The Shared Services Center (SSC) currently employs 180 employees. The SSC is constantly
growing and changing to meet the needs of The New York Times Company. The SSC was created
to provide financial and benefit support to its 121 business units nationally and
globally. 
The Center's functions have increased greatly over the past three years. The hire rate
has doubled and continues to grow at a rapid rate. This positive growth impact allows the
SSC to manage the changes brought about by the local business units it serves. 
However, the SSC did not take into consideration the number of employees needed to
perform various duties. The SSC now faces overcrowding of employee workspace. 
The information technology department was just moved to a newly renovated area on the 2nd
floor, but now find that the breakroom is being used for employee workspace. In
developing long-range plans, management is now considering expansion of workspace for
employees. Estimates of future workspace demand increased cost and consideration of
organizational culture. Culture is defined by a system of shared meaning held by members
that distinguish the organization from other organizations. Management decisions take
into consideration of the effects of this overcrowding and the outcome on the people
within the organization. Management must also consider maintaining the status quo in
contrast to growth. 
The inputs and resources are directly effect the furniture suppliers and real estate of
possible leasing for additional space. Private investors have a valued interest in
keeping the SSC in the World Trade Center by offering lucrative rewards and incentives
for maintaining a lease. 
The outputs are greatly affected by the Center's ability to produce effective and
efficient ways of providing service. Technology maintains innovative and up-to-date
technology to manage the external environment. The environment is must consider city,
state and federal laws of occupancy. The SSC also must consider how this will affect OSHA
guidelines for the remodeling, such as storage of supplies and construction materials.
Solutions
The two solutions are either to move the SSC to another location or remodel existing
space available to maintain the space needed. 
To move the SSC to another location would be a costly decision. Currently, the data
center is housed at the World Trade Center. Moving this to an another outside source
would cost millions. The data center could remain in the World Trade Center with the
possibility of moving the daily operations to another site, but this could offset another
system fit issue. This would cause departmental division and possible breakdown of
communications. The SSC receives benefits such as a long-term lease agreement with the
benefit of the Town Point Club within the building for business meetings, luncheons, and
seminars. There is a gym also available for employee usage.
Consideration the prospect of remodeling existing space available would mean careful
consideration of employee hire rate and how much space is available. The SSC currently
leases two floors of the World Trade Center. 
System Fit Choice
Remodeling the existing space available would be the best system fit. Ideally, the
Company should consider combining the two floors to just one. This would solve the
division created between departments. Allowing the information technology department to
be combined with the employee services and production would create a seamless
relationship. The center should remain within the World Trade Center due to the cost of
moving the data center. 
System Fit Two
There are only tow photocopy machines available for use by the staff at the SSC. This
resource provides easy, quick, and convenient service to the staff in the reproduction of
materials related to teaching, research, and service activities. In effort to reduce high
copying cost, a new policy was implemented. All copying for small jobs was to be done by
the executive assistant and automatic devices were installed to monitor and count all
copies made. The machine would not operate without one of these devices, preset with a
department charge account, which the executive assistant possessed. Some employees found
that access to copying was considerably less convenient than it had been in the past. 
Last minute service is not easily obtained and strategic planning for copied material was
needed. The executive assistant finds that numerous special trips to the machine are
necessary. These trips to the copying machine have resulted in interruptions of typing
and other office responsibilities by the executive assistant.
Inputs or resources effect the Center's availability of equipment and people. Budgets are
created quarterly to maintain cost effectiveness. The outputs were services are not
efficient. Employees waste valuable time to use the copying machines, which can allow for
unproductive time. The existing technology does not allow for the transforming the
resources into outputs. The environment takes into consideration that SSC must create a
competitive advantage for The New York Times Company. 
Solutions
The two solutions are to purchase additional copying machines with unlimited usage or
provide a mailroom and a position for a mailroom clerk with the responsibility of copying
and mailing documents for the organization.
Providing additional copying machine would elevate the stress of employee finding time to
make copies. The cost for the additional copiers would be justified by the employee's
ability make the necessary copies for job completion. Often deadlines are important in
line of a multi-media company. Changes are always occurring and the company must be
prepared to meet the deadlines. Employees would no longer stress on the long waiting
periods for copying privileges. 
The executive assistant would no longer be required to make copies. Elevating this task
would enable the executive assistant to perform obligations for the company under their
job description. 
The second solution of creating a mailroom, along with a position for a mailroom
specialist to make the copies with the existing machine. The mailroom clerk would be
responsible for the copying of material, mailings and distribution of mail and copied
material. Creating this mailroom and position will still allow for the limited usage of
the copying machine but will ease the waiting period for employees to make copies. The
mailroom clerk would elevate the existing unorganized duties of copying. 
Solution Choice
Creating a mailroom, along with a position for a mailroom specialist, would be the best
system fit. This mailroom would also conquer the problem of packages and mail being
distributed in a timely manner. The copying process would allow employees to receive the
needed material, while the company maintains its cost of limited copies to employees.
Conclusion
Identifying system fit problems within organizations can help decide if the
inconsistencies are harmful. Developing a diagnosis allows organizations to develop and
implement strategies and goals. When diagnosing a system fit problem, organizations must
determine if the organization needs strategic plans, the effects of changes, whether the
system fit will be effective and consequences of the system fit.