IT ISN’T SO SIMPLE: INFRASTRUCTURE CHANGE AT ROYCE CONSULTING
Royce Consulting is considering some changes that the staff seems to like, but that managers areopposed to. One change regards the assignment of offices. Since managers often work at client sites, the proposal is a “hoteling” system in which mangers would schedule an office for when it itsneeded rather than having a permanent office assigned to them. This would take advantage of the fact that offices were frequently vacant, but would require a change in work patterns and would requiremanagers to keep their files in a centralized file room. Another change is to upgrade to state-of-the-art electronic office technology using notebook computers, proprietary software, and an electronicfiling system.
Royce had developed a very stable and well defined culture that was taught to all new hires. The norms included high performance expectations and strong job involvement. Allmanagers were expected to be professionals and behave in a professional manner. The company was very client-oriented and the management style was directive.
As Royce projected further growth andstaffing needs, a need was seen to improve on space unitization and manger productivity. A feasibility study was conducted and it was discovered that the partners generally supported the plans for changeand felt that managers would follow their leadership. Most partners and managers did not want their files centralized, however. The managers also opposed the “hoteling” concept since they hadworked hard to become managers and have an office of their own. An office gave them status and convenience. In survey results the managers revealed the fact that they supported shared offices more thanthe “hoteling” idea. However, they said they would go along with what the partners directed, reflecting the prevailing culture. The managers enthusiastically supported the new productivity tools....