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. A PERSPECTIVE FOR THE CHIEF EXECUTIVE OFFICER 77 MIS people can help users sort out alternatives and evaluate the applications. But they should not be given too much authority. Keep the users in charge. Acquisition practices for computers are important, as they are for any expenditure. But the primary responsibility in this area rests with an organization's purchasing staff. They should be looking for equivalent products at lower prices and they should recognize and pursue opportunities for volume discounts. In fact, this is much easier to do for microcomputers than it ever was for data processing equipment. There are many interchangeable products, particularly peripherals like printers and display monitors. Purchasing people also have the responsibility for seeing that license agreements are reasonable. They should be allowed to do their jobs. Similarly, the investment decision should be controlled by traditional financial procedures. Budgets and appropriation procedures are no less applicable to personal computers than to any other equipment bought to run a business. For the most part major investments are not involved. Thus, the risks are minimal. Most personal computers purchased now should have paid for themselves by the time they are clearly obsolete. Savings opportunities shouldn't be missed because it might be possible to make a better decision later. There will continue to be uncertainties. The disparity in the level of user experience between MIS departments and users of personal computers is undeniable. While MIS organizations are busy controlling their resources and tuning their operations, the whole microcomputer marketplace is in the contagion stage. This needn't cause great concern. It should be exploited, not controlled. When data processing activities were in the contagion stage million-dollar investments in equipment and development projects were involved. The risks were high that projects would not meet expectations on time, within budget. This is not the case with personal computers. With small-scope systems the investment is small. The business impact is focused on the job of a single individual. The development investment may be simply one individual's learning curve, not the expenditure of years of effort by full-time technical experts. Finally, auditors should be allowed to do their job. Their responsibility is to assure that good business practices are followed. If 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. A PERSPECTIVE FOR THE CHIEF EXECUTIVE OFFICER 78 there is concern that such practices might be ignored with the use of personal computers, auditors should be called in. When many of the personal computer issues are handled at appropriate, lower organizational levels, the CEO can focus attention on the more critical issues. Data management is one of the most complex of these critical concerns. To understand how the growth of personal computers affects data management it is helpful to identify the functions: • Business processes, particularly those that involve multiple departments, should be streamlined through business systems analysis. • Interdepartmental interfaces must be clearly defined and supported with communications facilities to assure data availability. • Sources of business data must be defined to assure that the proper controls are exercised and necessary records are kept. • Data security must be assured through the identification of risks and the definition of control requirements and precautions. These functions focus primarily on mainstream business systems rather than on personal computing. They involve multiple departments rather than the individual. But there is little doubt that personal computers, like their users, will become participants in these larger systems. Personal computers will be used to process corporate data; they will thus influence the development of larger systems that go beyond the scope of personal computing. The CEO can take three steps to ensure that data management is properly addressed in the area of personal computing as well as in other areas of the organization. The first step is to place organizational responsibility for data management. Data management is a coordination and control function. It requires the participation of all departments, but it also requires a focal point of responsibility. General Motors is encouraging both divisions and corporate staffs to create a department called Business Information Management. Its activities include the MIS functions, but with a new mission. Rather than controlling the use of computer technology, its function is to help other departments exploit the technology while providing the coordination and control necessary for data management. The next step for the CEO is to initiate the definition of appropriate policies and practices, mainly in the area of data security 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 5 and 6:
Page 7 and 8:
Page 9 and 10:
Page 11 and 12:
Page 13 and 14:
Page 15 and 16:
Page 17 and 18:
Page 19 and 20:
Page 21 and 22:
Page 23 and 24:
Page 25 and 26:
Page 27 and 28:
Page 29 and 30:
Page 31 and 32:
Page 33 and 34:
Page 35 and 36: Managing Microcomputers in Large Or
Page 85: Managing Microcomputers in Large Or
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

Create successful ePaper yourself

Delete template?

Save as template?