Managing Computers in Large Organizations

More documents

Recommendations

Info

Managing Microcomputers in Large Organizations http://www.nap.edu/catalog/167.html About this PDF file: This new digital representation of the original work has been recomposed from XML files created from the original paper book, not from the original typesetting files. Page breaks are true to the original; line lengths, word breaks, heading styles, and other typesetting-specific formatting, however, cannot be retained, and some typographic errors may have been accidentally inserted. Please use the print version of this publication as the authoritative version for attribution. THE ORGANIZATIONAL ISSUES 13 about microcomputers are the third key point I would emphasize. One of these loose pieces is the traditionally managed data processing activity. This activity normally reports at a middle-to-high-level management structure and has a quite highly developed methodology and control mechanism. The second loose piece is the communications function, which normally has reported at a lower level because there haven't been very many options. Now, however, the communications area is experiencing what some are calling “option shock” in response to the vast number of communications options available. As a result, an enormous burden of network design, previously borne by the principal outside supplier, AT&T, has been placed on the large user. The entire communications function is changing very rapidly. The third piece on the board is the office automation function. This area has typically reported at a lower level than the data processing activity and has been oriented towards clerical savings. In reality, however, office automation should support professional activities. This is beginning to occur. A fourth piece is the area of manufacturing systems, where major changes in the whole approach to manufacturing are occurring as a result of information technology. Although several organizational models exist in this area, Diebold Research Program studies have shown that it has normally reported separately. Now, however, manufacturing systems are starting to be consolidated with other information processing functions. The fifth piece is the largest and most important—the end user. The enduser level is the point at which many microcomputers are now being acquired. For example, one of our clients recently bought 10,000 PCs, with an escalator clause to go to 30,000. In fact, most large organizations are purchasing micros by the thousands, but they are doing so in smaller increments. Until now only 3 percent of the data processing education budget has been spent on end users. As a result, employees are currently spending a lot of time educating themselves. Obviously this situation must change dramatically. Enduser education is where the bulk of the future data processing (DP) training budget will have to be spent. All of the traditional statistics on DP spending ignore this end-user area. Thus, the actual level of investment of an organization for data processing is quite different than the Copyright © National Academy of Sciences. All rights reserved.
Managing Microcomputers in Large Organizations http://www.nap.edu/catalog/167.html About this PDF file: This new digital representation of the original work has been recomposed from XML files created from the original paper book, not from the original typesetting files. Page breaks are true to the original; line lengths, word breaks, heading styles, and other typesetting-specific formatting, however, cannot be retained, and some typographic errors may have been accidentally inserted. Please use the print version of this publication as the authoritative version for attribution. THE ORGANIZATIONAL ISSUES 14 traditional budget figures might show, because it is with the end user that developments are occurring. These five organizational pieces have been floating, and organizations have tried to deal with them in different ways. Although the right approach depends on the organization and its mission the role of information technology in that mission is itself changing because the parameters of competition are changing. Industry lines are shifting. These shifts are most apparent in the financial service fields, in publishing and broadcasting, and now in retailing as computers move into the home. Changes are also beginning to occur in the parameters of competition within individual industries. This means that management must think less about management information systems and more about business information systems. As information flows from the raw data stage through all the stages to the end user, previously discrete activities become intertwined. What I mean to suggest is that today, all is in flux, and it is against this changing and developing background that management must think about the role of microcomputers. Copyright © National Academy of Sciences. All rights reserved.
Page 1 and 2: http://www.nap.edu/catalog/167.html
Page 3 and 4: Managing Microcomputers in Large Or
Page 21: Managing Microcomputers in Large Or
Page 73 and 74:
Managing Microcomputers in Large Or
Page 75 and 76:
Page 77 and 78:
Page 79 and 80:
Page 81 and 82:
Page 83 and 84:
Page 85 and 86:
Page 87 and 88:
Page 89 and 90:
Page 91 and 92:
Page 93 and 94:
Page 95 and 96:
Page 97 and 98:
Page 99 and 100:
Page 101 and 102:
Page 103 and 104:
Page 105 and 106:
Page 107 and 108:
Page 109 and 110:
Page 111 and 112:
Page 113 and 114:
Page 115 and 116:
Page 117 and 118:
Page 119 and 120:
Page 121 and 122:
Page 123 and 124:
Page 125 and 126:
Page 127 and 128:
Page 129 and 130:
Page 131 and 132:
Page 133 and 134:
Page 135 and 136:
Page 137 and 138:
Page 139 and 140:
Page 141 and 142:
Page 143 and 144:
Page 145 and 146:
Page 147 and 148:
Page 149 and 150:
Page 151 and 152:
Page 153 and 154:
Page 155 and 156:
Page 157 and 158:
Page 159 and 160:
show all

Managing Computers in Large Organizations

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?