Managing Computers in Large Organizations

Managing Microcomputers in Large Organizations
http://www.nap.edu/catalog/167.html
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INTRODUCTION 44
by the secretary not only for word processing but for functions related to
spreadsheets, data management, and even graphics. Some may respond
enthusiastically to learning new skills; others may be intimidated.
• Different loci of power are being created in the organization, and turf issues
abound.
• Motivated by their own productivity needs, people outside the data
processing field, such as financial analysts, are to some extent directing the
use of micros. This can pose a threat to the control that DP management
has regarded as its right and responsibility. A whole range of societal
implications and concerns are inevitable as microcomputers become a part
of our everyday lives:
• Unlike the mainframe and the minicomputer, whose use was confined to a
professional class with specialized skills, the microcomputer is infiltrating
the lives of a great many people. It is accessible and usable at some level of
complexity by virtually everyone. On the job this will increase the demand
for micros, for training, and for mobility. It also means that some computer
literacy will in all likelihood be acquired at home.
• The microcomputer adds fuel to the flames over “homework,” an emotional
issue for women and minorities. Homework has positive benefits for
women with children who do not want to leave home for a full working
day; for the disabled who cannot leave home; and for individuals with
many interests who wish to work only part time. Posed against these
benefits are the opportunities for employee exploitation on the part of the
employers. The cost and transportability of the micro magnify the
possibilities.
The next three chapters offer a closer look at some of the specific problems
that are arising as microcomputers become accepted tools in large organizations.
John Bennett, of United Technologies Corporation, considers the
implications of microcomputer growth for both systems departments and
general management. Ray Kline, of the General Services Administration,
explains some of the problems the federal government faces and the steps it is
taking to respond to technological change while maintaining management
control. Finally, James H. Bair, of Hewlett-Packard, explores the evolution of
microcomputers and their potential roles in the office of the future.
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