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JUNE 2011<br />

INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 3, NO 2<br />

5-facilitating the complicated organizational 2.53 3.93 1.4<br />

methods in educational affairs<br />

6-increase in sense of affiliation and assurance of 2.53 3.95 1.42<br />

imparting new services<br />

7-accessibility of required information and 2.39 4.14 1.75<br />

services<br />

8-full-time service offer in responding the 2.49 4.14 1.65<br />

students<br />

9-increase of quality level of services offered to 2.56 4.23 1.67<br />

the students<br />

10- increase of quantity level of services offered 2.49 3.89 1.4<br />

to the students<br />

According to table (5), it is seen that mean disparity of 7 th index is more than other ones.<br />

Hence, it can be resulted that Golestan system has had the most effect on this index. It<br />

was also observed that the least difference was related to the first index. Thus, Golestan<br />

educational system has had the least effect on this one. Finally it can be said that based on<br />

this aspect, Golestan system has been effective on all indicators.<br />

Conclusion:<br />

The organizational processes of educational services in University of Sistan and<br />

Baluchestan are very much and complicated. Golestan educational automation software<br />

has been employed for almost 6 years in the university. In order to evaluate the<br />

productivity of this system, this survey research emphases to the hypothesis that IT<br />

application has led to increase in productivity in educational affairs. The study focuses on<br />

financial, customer, growth and learning and internal processes aspects. Analysis of the<br />

questionnaire indicated that the implementation of Golestan educational system has been<br />

effective on improving in performance of educational processes of this university based<br />

on so-called aspects. But it was shown that the least effect has been on internal process<br />

and the most effect has been on financial aspect.<br />

COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 1893

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