&EPA
United States
Environmental Protection
Agency
Information Services
and Library
Washington DC 20460
,
EPA/IMSyD/88-015
December 1988
Selected Management Articles
Office of the Future
The Manager's Role
PEOPLE
-------
OFFICE OF THE FUTURE: THE MANAGER'S ROLE
DECEMBER 1988
HEADQUARTERS LIBRARY
INFORMATION MANAGEMENT AND SERVICES DIVISION
U.S. ENVIRONMENTAL PROTECTION AGENCY
ROOM 2904/PM-211A
401 M STREET, S.W.
WASHINGTON, D.C. 20460
(202) 382-5922
-------
TABLE OF CONTENTS
Introduction
I. THE NEW TECHNOLOGY 1
II. LEARNING TO MANAGE NEW TECHNOLOGY 7
Resistance to new technology
Training for new technology
III. PLANNING AND IMPLEMENTATION 13
IV. IMPACT ON PRODUCTIVITY 16
V. CHANGING ROLES OF THE MANAGER 19
-------
INTRODUCTION
The new technology that is being introduced into the office
environment is beginning to make the "office of the future" a
reality. Managers are finding that as a result their roles, as
well as the roles of those they work with and supervise, are
changing. An understanding of the new technology and how it can
contribute to efficiency through the facilitation of
communications and improvement of procedures previously done
manually is becoming increasingly essential for the modern
manager.
This bibliography, which is divided into five sections,
contains citations to a variety of articles relevant to managers
and their involvement with the new office technology. The first
section discusses the different types of technology. The second
section relates to management interaction with the new
technology, including management resistance and training in the
use of new technology in the office. The third section deals with
policy and planning for the introduction and integration of
technological innovations into the "office of the future," while
the fourth section discusses the effects of the new technology on
productivity. A final section focuses on the changing role of the
manager. Also included is a list of bibliographies prepared by
the EPA Headquarters Library.
Citations were selected for their relevance to the special
interests of EPA program staff. A descriptive abstract is
included with each journal article citation. The majority of the
citations are to journal articles published since 1984, with a
lesser number from earlier years. The bibliography was compiled
using the ABI/INFORM. MANAGEMENT CONTENTS, and COMPUTER DATABASE
online databases from DIALOG.
For additional copies of this bibliography or information on
obtaining the articles or books cited, contact Anne Twitchell,
Head Reference Librarian, EPA Headquarters Library, 382-5922.
-------
THE NEW TECHNOLOGY
0380770
Artificial intelligence: it's time to get ready.
Jarvis, Pamela
Office V108 Aug, 1988, p!5(2)
Applications for artificial intelligence technology are no
longer restricted to large companies in high-technology
industries such as aerospace. But applications are now available
for the financial industry. AI systems encapsulate a body of
knowledge in some field. When asked to make a decision, the
system reviews its options, makes inferences, and explains its
reasoning. The system then communicates in the language of its
user. The purpose of expert systems is to augment, rather than
replace human decision making. The cost of most AI technology is
still beyond the reach of many offices, but managers should begin
to research vendors, industry contacts, and equipment
capabilities so they will be ready when AI technology becomes
more affordable.
87041131
Hypermedia: Finally Here
Perry, Tekla S.
IEEE Spectrum v24nll PP: 38-39 Nov 1987
AVAILABILITY: ABI/INFORM
Recent technological advances now make it possible to create a
practical hypermedia system that incorporates sounds and images
with text. These advances include: 1. the ability to encode
digital information on optical media, 2. the digital storage of
music on compact disks and audiotapes, 3. digitizing cameras, 4.
software for "painting" in full color on a computer screen, and
5. hardware that captures, stores, and manipulates video images
for computer use. In addition, a prototype system—called digital
video interactive—has been developed to overcome limits in disk
capacity, transfer rate, and motion sequences. However, software
programs are needed to exploit and coordinate information from
all these media. One of the most significant hypermedia products
to date is HyperCard, by Apple Computer Inc. Other products, such
as CD interactive (CD-I), soon will be released, with initial
applications expected in entertainment, continuing education,
service manuals, and information systems. References.
-------
88000114
Why the Hype for HyperCard?
Anonymous
Training v24nll PP: 12-17 Nov 1987
AVAILABILITY: ABI/INFORM
Apple Computer's new HyperCard software for the Macintosh
computer is receiving a great deal of attention. Gloria Gery, a
training consultant who specializes in computer issues, says
HyperCard deserves its hype for 2 reasons: 1. The program is so
simple that virtually anyone can use it. 2. It can make computer-
based training more flexible and learner-centered. It is a
database "environment" that allows users considerable flexibility
in retrieving information just the way they need it. HyperCard
can integrate text, graphics, sound, animation, and video.
HyperCard is used in much the same way a stack of index cards is
used. Any information can be entered on a card, which is then
put back in the "stack." The program allows the user to link any
piece of information on one card to information on any other
card in any stack. Apple is offering the program free to any
Macintosh purchaser.
0371448
Replacing management's crystal ball with a spreadsheet
program.
Janosko, Ann P.; Jensen, Oscar W.
Planning Review (a publication of the Planning Forum) v!5
July-Aug, 1987, p21(4)
Worksheet or spreadsheet software gives management a simple
but powerful tool for enhancing business forecasting efforts. The
typical spreadsheet can incorporate any of four different
forecasting models: average growth, average incremental growth,
average rate of growth, and forecasts for more than one model.
Examples are presented for each of the four models, illustrating
how both simple or sophisticated methods can be easily computed
in the computer spreadsheet format. Spreadsheet program
flexibility and computer attributes combine to permit frequent
updating of information, giving managers a firmer grasp on the
validity of their current assumptions and the decisions which
result.
-------
0365076
CD-ROM: optical storage medium of great impact, (compact disc
read-only memory)
Kuflik, Terry M.
The Office v!05 March, 1987, p74(2)
Compact disc read-only memory (CD-ROM) is an optically based
storage medium that has a large capacity for sound, words, or
graphics. CD-ROM discs have long lives, are easy to use and
store, and allow random access to their contents. Because CD-ROM
disks cannot be altered, their best use is with data which do not
change frequently, as in parts directories or encyclopedias. On-
line systems are useful when data are updated at least monthly.
CD-ROM technology involves generating a master disc and then
copies. The master discs cost up to $10,000 each; consequently,
CD-ROM is not suitable for archive storage. Producers of CD-ROM
discs do not employ a standard format and new formats are under
development.
0378792
The CD-ROM debate: what is its potential value? (compact disk,
read only memory)
Mortensen, Erik
The Office v!07 May, 1988, p71(3)
Questions exist as to the utility and applications of compact
disk, read-only memory (CD-ROM) and write-once, read-many-times
optical storage technologies, but their potential will only be
resolved with more experience in their use. CD-ROM advantages
include storage capacity up to 600 Mbytes on one side of a 4.75-
inch disk, immunity from head crashes, greater reliability, low-
cost replication in large quantities; space savings; and ocal
control and searching when accessed through a personal computer
(PC). Disadvantages include lack of rapid updating, lack of
hardware and software standards, little knowledge of archival
lifetime, and slower data access. Applications include database
publishing, training systems, on-line information, and archiving,
but not applications that must be frequently updated. Accessing
hardware and software for a PC costs $1,000 to $2,000.
-------
87014070
Latest Productivity Buzzword: It's Executive Management System
Menkus, Beldon
Business Month v!29n3 PP: 64-75 Mar 1987
AVAILABILITY: ABI/INFORM
One of the keys to obtaining the corporate competitive edge in
today's international marketplace is executive ability to make
more effective use of office automation technology. A recent
study by Stanford University revealed that most executives use
computers to review information rather than to help forecast and
plan. However, the study also indicated strong executive interest
in improved access to large corporate databases and increased use
of electronic and voice mail systems. One type of software
product in the executive workplace is the ''executive information
system1' (EIS). EIS will enable executives without computer
skills to utilize the resources needed to enhance their daily
work performance. Both desktop and laptop personal computers are
being developed to meet these needs. Other techniques that are
improving and will enhance EIS include: 1. local area networks,
2. electronic mail, 3. facsimile equipment, 4. voice mail, and 5.
audio and video teleconferencing.
86022828
Efficient Document Management Through Local Area Networks
Adams, Robert V.
Words vlSnl PP: 35-37 Jun/Jul 1986
AVAILABILITY: ABI/INFORM
A new approach to managing business documents uses local area
network (LAN) technology in combination with: 1. long-distance
data communications, 2. graphics-oriented professional
workstations, 3. personal computers, 4. electronic file systems,
and 5. electronic printers. Cost reductions have helped make LAN
equipment more popular and increased the versatility of network
systems. Small network laser printers have the same resolution as
larger models and are well-suited for quick production of
reproduction masters. Network systems also offer efficient
document preparation from research through creation and
formatting, to final publication and dissemination. Xerox Corp.
office network systems use the Ethernet local communications
network, which is an open network that allows the use of other
vendors' equipment. The electronic printing system is a key
element for effective local network-based document management.
Use of an integrated network system provides each team member
immediate access to the others' ideas, text, and suggestions.
-------
0353152
Expert systems: the next challenge for managers.
Luconi, Fred L.; Malone, Thomas W.; Morton, Michael S. Scott
Sloan Management Review v27 Summ, 1986, p3(l2)
In this age of the 'microchip revolution,' effective managers
are finding ways to learn and profitably use myriad applications
of the new microprocessors. The most intriguing application to
emerge is expert systems. The authors discuss how these systems
can be used in a broad range of business applications. They argue
that the knowledge that can be feasibly encoded in an expert
system is not sufficient by itself as a basis for making
satisfactory decisions. Rather, they believe the focus should be
on designing expert support systems that will aid, rather than
replace, human decision makers.
85034084
Executive Workstations: Issues and Requirements
Power, Daniel J.; Hevner, Alan R.
Information & Mgmt (Netherlands) v8n4 PP: 213-220 Apr 1985
AVAILABILITY: ABI/INFORM
One of the fifth-generation computer products under
development is a powerful executive workstation that is an
integrated hardware/software system able to provide business
executives with powerful capabilities to use for making and
implementing decisions. Relevant and sometimes controversial
issues and workstation requirements are reviewed in the context
of a scenario portraying the executive using the workstation. The
executive workstation should include a variety of classes of
software: 1. an integrated operating environment, 2. office
management software, 3. operational status and scheduling
software, 4. graphics software, 5. communication and networking
software, and 6. expert systems for planning and decision
making. Hardware specifications include user interfaces, a
display screen, a user recognition unit, a video input camera,
and sufficient storage. References.
-------
0339203
Micrographics And Records Management:.
Williams, R.F.
Cohasset Associates Inc. , Chicago, IL
Office Vol.101, NO.4, April 1985, P. 160,162-163.
Documents can be retained in their original format using
modern facsimile technology. Optical discs are more dense than
hard discs and consequently, are a less expensive storage medium.
Fiber optic communiction lines speed documents communications.
The combination of scanning, optical storage and fiber optic
local area network will add capabilities to records management
systems. New electronics technology for records managemet offers
instant communication, random access, simultaneous access, same
screen access and display, document annotation, mutiple display
and management control. A chart shows the complementary
relationship of various records management mediums.
-------
II. T.BAPMTMG TO MANAGE NEW TECHNOLCX
87006800
Apprentices of Technology
Bernstein, William L.
Management World v!6nl PP: 22-23 Jan 1987
AVAILABILITY: ABI/INFORM
As office automation increases, the demand for middle managers
without technological skills is decreasing. In order for middle
managers to enhance their value and potential for their company,
they must become experienced in utilizing office automation (OA).
With corporations becoming more dependent on electronic
information transmission, those unable to employ the technology
will find themselves left out. The first step for managers is to
determine the intentions of their organization regarding OA. If
the company offers training, they should take advantage of it. If
not, the choices are to move to an organization that provides
training or to train themselves. Before obtaining a personal
computer, managers should determine their job requirements in
order to select the proper software. After obtaining compatible
hardware with which the manager is comfortable, managers should
begin the process of self-training. They should start with simple
procedures, learning commands building into more intricate
processing.
86027898
Managers Need Office Automation
Butler, Gary
Computing Canada (Canada) v!2n!5 PP: 9 Jul 24, 1986
AVAILABILITY: ABI/INFORM
A survey by Woods Gordon of office automation (OA) acceptance
showed that, while overall acceptance of OA increased from 60% in
1984 to 81% in 1985, manager response was 22%, the lowest
acceptance level of any group of employees. The 3 fundamental
reasons managers resist OA are: 1. inaccurate or insufficient
needs definition, 2. ineffective training and support, and 3.
insufficient attention to technology concerns. The analysis of
needs must be the first step in any automation of office
operations. Tools available for managers do not seem to match
their needs. Those that could be matched to managers' needs are:
1. electronic mail, 2. telephone messaging, and 3. computerized
time management. A necessity is good training programs.
-------
86024460
Overcoming the Executive Fear Factor in Office Technology
Anonymous
Modern Office (Australia) v25n2 PP: 20-21 Mar 1986
AVAILABILITY: ABI/INFORM
Executives starting out with personal computers (PC) find that
fear is the biggest problem. Once that is overcome,
incompatibility becomes the major issue. A completely integrated
and coherent information system is needed, but incompatible
hardware, software, and systems make this difficult to achieve.
As users switch between different terminals, workstations, and
PCs, the variety of keyboard layouts is counterproductive and
frustrating. Even on the same hardware, different systems having
different commands can be confusing. Interconnection between
different hardware is a major concern, as well as the problem of
differing protocols. In spite of the existence of some standards,
manufacturers have created variances. The popular technical image
of an office automation system is a building that is wired and
connected to various hardware devices. While current problems are
serious, there are solutions. The primary need is for a
conceptual plan that oversees the entire office and information
system reguirements. Tables. Charts.
85033456
Managers Rate OA Concerns
Brereton, Stan
Management World v!4n9 PP: 26-27 Oct 1985
AVAILABILITY: ABI/INFORM
A guestionnaire was sent to a sample of administrative
managers across the US to ascertain their primary concerns about
office automation (OA). The leading area of concern was
effectiveness and efficiency, (how OA will help workers do their
jobs better). Other areas of concern cited were: I. management
decision making, 2. electronic mail, 3. working at home, 4.
managerial Qualifications, 5. implementing new technologies, 6.
staffing the automated office, 7. job tenure, 8.
teleconferencing, 9. implementing decisions, and 10. safety. In
the area of safety concerns, for example, managers displayed
interest in how to find out whether video display terminals and
other OA eguipment can damage employees' health. In the
electronic mail area, one concern was whether the reduction in
correspondence costs might also be associated with an increase in
the flow of unnecessary information.
8
-------
85020130
Getting Comfortable with Your Computer
Margarita, Peter
Management World v!4n5 PP: 18-19 May 1985
AVAILABILITY: ABI/INFORM
Many managers do not feel comfortable with their personal
computers (PC) despite some experience with them. However, most
are able to overcome old habits. A common misconception persists
that a person must be a typist in order to use a PC. However,
most managers do not input large quantities of typed data. An
alternative to the usual keyboard, the ''mouse,'' has been
introduced to avoid typing altogether. For some managers,
computerization is synonymous with losing control of their
records. Computers make data more accessible rather than less,
and back-up copies safeguard against losing quantities of data.
As more people become familiar with the PC, there will be less
dependence on a few people to operate the equipment. In addition,
temporary services are training employees to fill in at
computerized offices. A key to being comfortable with computers
is realizing that they are efficient at manipulating data, but
people are required for planning and creating. Charts.
85010581
Pacifying High-Level Resisters
Beaver, Jennifer E.
Computer Decisions v!7n3 PP: 136-139 Feb 12, 1985
AVAILABILITY: ABI/INFORM
Managers often feel threatened by office automation (OA). They
can use inter-departmental politics to resist OA or refuse to use
the equipment. To ensure a successful implementation, OA
strategists should recognize this resistance and try to respond
to managers' fears and complaints. Group training sessions can
reduce OA failures. Another approach, the pilot project,
predicts the best way to implement OA. It also reduces resistance
by involving a small group of managers who can serve as ''opinion
leaders11 to support the concept. Pilot projects have been used
by CIT Financial (Livingston, New Jersey) and at AT&T offices in
Basking Ridge, New Jersey. To reduce one of the main causes of
resistance, OA implementers should understand what managers do.
This allows them to predict how management will respond.
-------
85008268
Aiming OA Towards the Top
Goldfield, Randy J.
Modern Office Technology v30n2 PP: 55-68 Feb 1985
AVAILABILITY: ABI/INFORM
The concept of office automation (OA) started with little more
than the installation of word processors for clerical workers.
Today it represents an integrated system of microcomputers for
every staff level. OA improves the quality and timeliness of
decision-making and makes shared information more readily
available, enabling executives, whose product is knowledge, to
perform their jobs more effectively. However, management has been
resistant to use computers because they have traditionally gained
information from a network of people. Since managers are people-
oriented, they view interaction with a computer as an isolating
experience; they are also the least likely group of workers to
have been exposed to computers. In order to overcome management's
resistance to OA, the computer must seem more human. Interfaces
which appeal to managers include speech recognition, touch-
sensitive screens, and pointing devices such as the mouse.
Diagrams.
82029514
What Managers Really Do All Day
Tisdall, Patricia
International Mgmt (UK) v37nlO PP: 48,51,53 Oct 1982
New electronic-based research experiments studying advanced
office systems can now achieve precise measurements of activities
in real working environments. The UK subsidiary of International
Business Machines Corp. (IBM) tested how managers and other
professionals were reacting to work in an electronic
1'paperless1' office. The study found that executives spent much
less time creating documents than they thought they did.
Perceived time was 6 times longer than actual time. A study by
Booz Allen & Hamilton also found wide discrepancies between how
executives thought they spent their time and how they actually
spent it. If the IBM study is correct, how does office
automation increase productivity? A Bell Canada study showed that
executives tend to use their computer terminals mostly to send
short informal messages, and IBM found that managers send an
average of 18 messages a week as opposed to only one finished
document. Sending these messages facilitates the work process by
keeping people informed simply and quickly. Executives in
general, however, have resisted using new forms of office
equipment personally—even the dictating machine—for fear of
being unable to learn to use the new equipment. Graphs.
10
-------
82024072
Training at the Management Level
Kirk, John
Computer Decisions v!4n9 PP: 74-77,228 Sep 1982
AVAILABILITY: ABI/INFORM
The office of the future may not come about unless middle
managers and senior-level executives learn to use computer
workstations as an everyday managerial tool. So far, not many
managers are using computer workstations. Workstations cost
$15,000-$20,000 each, and training such a diverse group is a
complicated task. Further, state-of-the-art systems simply cannot
do enough to interest management. Training may be the biggest
problem. Time is a major factor in training and usually, enough
management time is not available for training. Training must be
done quickly and on a workstation that is easy to understand.
Executives should be trained without using computer jargon.
Training should not take place in the executive's office where
frequent interruptions can occur. It may be easier for an outside
instructor to train an executive than it would be for a
subordinate.
225750
New Training, Work Analysis Methods Needed to Manage Office of
Future.
Young, R.T.
Industrial Engineering, Vol.14, No.7, July 1982, P. 66-68.
The office of the future will tend to use less paper in favor
of electronic communication. It will also provide better access
to computers to more employees and increasingly develop shared
information networks. Using computers for training personnel will
reduce management's training responsibilities, but will also take
longer. Data processing personnel must improve their
communications skills in order for the office of the future to
function effectively. There will be structural changes in the
office, and data security will become a much more important
problem. Managers and work analysts will have to learn how to
monitor office productivity without affecting employee relations.
11
-------
81001202
The Office of the Future: Coping with the People Factor
Hayman, Carolyn
Management Today (UK) PP: 131-136 Nov 1980
AVAILABILITY: ABI/INFORM
Office personnel, including managers, need not be an obstacle
to office automation, provided that its introduction is handled
sensibly. Any analysis of the scope for productive investment in
automated equipment must look beyond the task to be performed and
concentrate on the extent to which better performance of that
function will improve overall organizational performance. The
first step in successful automation is the identification of
applications that will significantly help employees to do the
jobs they consider to be important. Although personnel are
generally in favor of new systems, goodwill can be dissipated by
inept handling of implementation. Staff must be carefully
selected for word processor training, and it appears that the
staff levels likely to benefit most from office technology are
junior to middle managers and professionals. Whatever equipment
is installed, the existing level of service should be at least
maintained and, preferably, improved. The extent to which
investment in office technology can be justified depends on
whether output of individuals and groups can be identified and
measured. Chart.
12
-------
III. PLANNING AND TMPT.KMENTATTQW
86030795
The Technological Imperative
Schlegel, Rob
Jrnl of Accounting & EDP v2n2 PP: 66-69 Summer 1986
AVAILABILITY: ABI/INFORM
In the computer technology area, some machines are obsolete
before they are purchased. The key question is how to employ all
this new technology cost-effectively. To provide the necessary
leadership, managers must know how to institute policies,
standards, and procedures that support daily work practices and
when to adopt computer assists that will improve service or
profit. Another danger is trying to tackle complex problems with
simple tools where errors can creep in and be transmitted
throughout a firm's database. The influx of the personal computer
has created a new backlog of design tasks. Other problems that
should be addressed are: 1. data integrity, 2. the maintenance
and continuity of end-user software, and 3. the inaccessibility
of data. Charts.
85038972
Implementing New Technology
Leonard-Barton, Dorothy; Kraus, William A.
Harvard Business Review v63n6 PP: 102-110 Nov/Dec 1985
AVAILABILITY: ABI/INFORM
US companies spend a great deal on research and development
(R&D), but there often remains a gap between the inherent value
of the new technology and the ability to put it to work
effectively. Those managing technological change must act in a
difficult dual role as both technological developers and
implementers. A number of key challenges face managers charged
with implementing new technology: 1. A marketing perspective
should be assumed in order to involve users in a new technology's
design phase and prepare the organization to receive the new
technology. 2. Implementation managers must develop internal
marketing plans in light of the multiple internal markets. 3.
Legitimate resistance to the changes that new technology will
bring must be anticipated. 4. The proper degree of promotion must
be determined so that effective promotion does not take a back
seat to pure ''hype.'' 5. A pilot operation should be conducted
before total introduction of the innovation. 6. An
13
-------
implementation team under the leadership of an individual of
executive status should also be assembled. References.
83001951
A Socio-Technical Approach to Planning and Implementing New
Technology
Margulies, Newton; Colflesh, Lora
Training & Development Jrnl v36n!2 PP: 16-29 Dec 1982
AVAILABILITY: ABI/INFORM
Two basic models can be used to guide and direct the
implementation of technological change: 1. the socio-technical
systems model, and 2. the life-cycle planning model. This
approach to formulation of change strategies supplements existing
theory and supports the basic principles of implementing change.
Important aspects are: 1. ongoing communication, 2. involvement,
and 3. careful planning. The socio-technical system of
organizations comprises the interrelated technological, human,
and managerial subsystems. Steps to integrating transitional
planning are: 1. initial scanning, 2. analysis of the human
system, 3. development of the integrated plan, and 4. proposals
for change. A generic 6-step implementation plan has been
developed. It involves: 1. new technical system design, 2. new
human system design, 3. human system change plan, 4. new
technical system change plan, 5. development of the integrated
plan, and 6. implementation of plan. Chart. References.
80002937
The 'People Factor1 in the Office of the Future
Connell, John J.
Administrative Mgmt v41nl PP: 36-37,74,76 Jan 1980
AVAILABILITY: ABI/INFORM
The core of the Office of the Future, from a technological
perspective, is an integrated telecommunications network which
interconnects a variety of office machines. Further,
introduction of Office of the Future technologies necessitates
planning on an unimagined scale if the results are to be
effective. The first problem is that many concerned individuals
are neither organized nor trained nor ready to tackle such an
assignment. Second, experience has illustrated that office
personnel resist technology, especially at the middle management
level, because they believe technology tends to be inflexible and
unresponsive to specific user needs, unforgiving of errors, and
a constraint on personal creativity. What is needed is a strategy
for planning which includes 6 important steps: 1. learning about
14
-------
the Office of the Future, its ramifications, potentials, and
problems, 2. developing an overview of office operations, 3.
identifying high potential opportunities for applying new
technologies, 4. determining what functions should be
represented on a planning team, 5. developing a charter for the
proposed planning team, and 6. obtaining senior management
approval.
79019930
Office of the Future: More Than New Technology?
Carlisle, James
Computerworld v!3n45 PP: 38 Nov. 5, 1979
AVAILABILITY: ABI/INFORM
The office of the future involves much more than the
"convergence of computer and communications technologies." Many
"strange encounters" can be anticipated as new technologies are
refined and introduced to all levels of management and
professionals. Real automation in the office of the future
requires careful examination and revision of policy geared toward
management communication and control. Office of the Future, Inc.,
Guttenberg, New Jersey, has come up with an approach for office
automation focusing on support for the manager and his
responsibilities rather than on the new technologies per se. It
builds ownership and commitment by users. The first phase
involves analysis of existing work processes. The second phase
involves development of a number of prototypes utilizing
capabilities such as electronic mail, text editing, etc. Each
suggested application must result in improved productivity.
15
-------
IV. IMPACT OF PRODUCTIVITY
88023075
The Dark Side of Computing
Spain, Tom
D&B Reports v36n3 PP: 54-56 May/Jun 1988
AVAILABILITY: ABI/INFORM
Barbara Garson has written The Electronic Sweatshop, which may
be the most provocative study of office computing to come along
since personal computers became standard office equipment. Her
point of view is summed up in the book's subtitle: How Computers
Are Transforming the Office of the Future into the Factory of the
Past. In the last few years, computers have altered significantly
the degree to which workers call their own shots on a job. At the
same time, computers have been used to measure performance.
Garson is convinced that a substantial portion of office workers
are being monitored, probably as many as 50%, and she is
surprised at the speed with which the monitoring capability is
penetrating the workplace. Also, she was enlightened by how far
up into management such tracking had moved. Other corporations
examined for the book used the computer's ability to make a
variety of instant calculations to provide instant evaluations
of a worker's daily performance. Garson reports that, when people
are under constant electronic surveillance, they indicate a
constant state of tension at work, the potential human costs of
which are obvious.
The Electronic Supervisor: New Technology, New Tensions
Washington, DC: Congress of the United States, office of
Technology Assessment, 1987. HF 5549.12.E44
This book deals with the use of computer-based technologies to
measure how fast or how accurately employees work. New computer-
based office systems are giving employees new ways to supervise
job performance and control employees' use of telephones. A broad
range of questions related to the use of new technology in the
workplace and its effects on privacy, civil liberties, and
quality of working life are discussed.
16
-------
86007156
Augmented Meeting Support: Increasing Executive Effectiveness
Meyer, N. Dean; Bulyk, John C.
Information Strategy: The Executive's Journal v2n2 PP: 24-29
Winter 1986 AVAILABILITY: ABI/INFORM
Managers are frustrated at spending too much time at meetings
that are often unproductive. However, the use of augmented
program support, a blending of office automation (OA) tools and
organizational development (OD) skills, offers a solution to the
problem. By using a microcomputer attached to a video projector,
participants can view their input on the screen and can see the
relationship between ideas, altering the outline and agenda as
they go. The tools allow the participants to actively work with
their ideas. A process analyst, using OD skills, observes the
group, providing feedback. The process analyst: 1. keeps the
discussion on track, 2. points out actions that exclude relevant
ideas, 3. encourages the expression of minority opinions, 4.
keeps track of time, and 5. reminds the group of the remaining
agenda. With recent experimental groups, augmented program
support: 1. increased task orientation, 2. enhanced
participation, 3. favored those who were concept-oriented, 4.
permitted real-time automatic recording, and 5. allowed
participants to alter thought structure and content.
86016033
The Impact of Computers on the Employment of Clerks and Managers
Osterman, Paul
Industrial & Labor Relations Review v39n2 PP: 175-186 Jan
1986 AVAILABILITY: ABI/INFORM
The rapidly increasing use of computers in organizations has
led to concern that computers will undermine employment of clerks
and managers. In the present paper, a bureaucratic reorganization
hypothesis is developed which proposes that computer usage will
be accompanied by some employment stimulation effects that will
partially offset displacement of clerks and managers. Clerical
staff to support computerized operations will increase. In
addition, by increasing productivity and lowering unit costs,
computers may enable organizations to expand output, thus
increasing demand for clerical and managerial employment.
Finally, the coordination function provided by clerks and
managers will become more important as computer usage increases
its efficiency. The bureaucratic reorganization hypothesis is
supported by an empirical analysis of national data on computer
usage by industry for 1972-78. It is shown that, while computer
usage is associated initially with a significant employment drop
for clerks and managers, employment subsequently increases.
17
-------
Information Payoff: The Transformation of Work in the Electronic
Age
Strassman, Paul A.
Free Press, 1985. 234p.
HF 5547.5.S79
This book explains the emerging role of information technology
and its influence on productivity. Discussed are efficiency and
effectiveness approaches to productivity and how they are viewed
from the perspectives of the employee, the organization and the
executive. There is particular emphasis on the role of the
decision makers who will influence investments in the new
technology.
85039372
Office Automation and Executive Productivity
Goldstein, Mitchell H.
National Productivity Review v4n4 PP: 416-418 Autumn 1985
AVAILABILITY: ABI/INFORM
Managers and executives are generally the last within their
companies to have computer terminals on their desks. Many
executives have been put off from using office automation (OA)
tools by the difficulty in learning to use the computers and
associated software and incompatibility of many microcomputers
with corporate databases. Recently, Environetics International
(New York) implemented OA systems in the legal department of a
large corporation. Everyone in the firm, from attorneys to
clerks, has a terminal and uses text processing systems to draft
and edit documents. The organization is pleased with the
advantages of its new system, which permits all staff members to
use such tools as electronic research and electronic mail.
Productivity has improved at all levels, and acceptance has been
100%. Users have become proficient in using the system in ways
that go beyond the usual scope of their jobs.
18
-------
80016566
Now It Is The Manager's Turn to Increase Productivity
Anonymous
Modern Office & Data Mgmt (Australia) v!9n4 PP: 4-6,10 May
1980 AVAILABILITY: Rydge Publications Pty Ltd., P.O. Box
2540 G.P.O., Sydney 2001, New South Wales, Australia
Increasing the productivity of the manager will provide more
long-term benefits than increasing clerical productivity.
According to a survey conducted by the management consulting firm
of Booz-Allen & Hamilton, 84% of respondents achieved office
automation objectives except in the areas of cost reduction and
productivity improvement of the professional. Managers initiate
automation, according to the survey, with data processing
managers and administrative department managers generally playing
a leading role. The major benefits expected from automation were:
1. service, 2. quality, and 3. clerical productivity. The most
important and also most difficult step in automation is planning
the systems. The future automated office with integrated systems
requires extensive planning, but managers currently have neither
the training nor organization to undertake such planning.
Managers must also overcome a resistance to technology,
especially on the middle manager level. They need to develop a
strategy for planning through steps such as identifying high
potential opportunities for new technology and must also
determine how to measure productivity.
19
-------
CHANGING ROLES OF THE MANAGER
88006587
The Impact of Automated Office Systems on Middle Managers and
Their Work
Millman, Zeeva; Hartwick, Jon
MIS Qtrly vlln4 PP: 479-491 Dec 1987
AVAILABILITY: ABI/INFORM
Middle managers' perceptions of the impact of automated office
systems on their jobs and work were investigated using a survey
of 75 Montreal middle managers. The results indicate that the
managers perceived that a variety of changes had taken place but
that these changes had made their jobs more enriching and
satisfying. More demands were placed on the managers, who were
required to develop additional individual skills and to increase
the accuracy of their work. The managers indicated that the
changes had given them more autonomy and that their jobs had
become more important and interesting. Their relationships with
coworkers had not been affected or had improved, according to the
managers. Instances in which automation had a negative impact on
jobs and work apparently were infrequent. It also was found
that managers who had had first-hand experience with automated
systems were more likely to be enthusiastic about their impact.
Tables. References.
86019208
Office Systems: New Managers for New Technologies
O'Connor, Bridget
Administrative Mgmt v47n5 PP: 13 May 1986
AVAILABILITY: ABI/INFORM
New office technologies are changing office systems, leading
to the need for a new type of manager. In most large companies,
the management information systems (MIS) department is
responsible for the office systems function. In other
corporations, telecommunications personnel or the word processing
department control that function. However,MIS and
telecommunications executives often have no background in end-
user computing or management of the implementation of new
technologies. Word processing managers may possess the needed
human relations skills but are technically limited to word
processing applications. The solution is managers who understand
both the technology and the way to manage the people involved.
20
-------
These new managers should be able to train and retrain users in
new technologies and new applications. In addition, they should
be sensitive to the ergonomic requirements.
85011455
Renaissance Managers: A New Breed for Tomorrow's Electronic
Office
Mueller, Robert K.
Today's Office v!9nlO PP: 32-36 Mar 1985
AVAILABILITY: ABI/INFORM
The survival of today's corporations depends on having
managers who show the same kind of creative thinking that
characterized the leaders of the European Renaissance, a period
exemplified by a new spirit of individuality and glorified
intellectualism. There is now a trend toward new thinking,
evidenced by some progressive companies that have reduced their
management hierarchies. Events responsible for these changes
include: 1. the failure of rigid hierarchies to act rapidly and
decisively in complex situations, 2. increased use of
computerized telecommunications networks, and 3. the decline of
the large conglomerate. Effective managers of the future will: 1.
demand a free and participative environment, 2. prefer
intellectual over programmed activity, and 3. operate in an open
and enterpreneurial system. The driving force behind the manager
of the future is a deep belief that self-expression is
preferable to cold efficiency and order, and that self-
actualization is a better motivator than fear.
21
-------
EPA HEADQUARTERS LIBRARY MANAGEMENT COLLECTION
LIST OF MANAGEMENT BIBLIOGRAPHIES
NOVEMBER 1988
1. TECHNICAL EXPERT TURNED MANAGER
by Mary Hoffman, March 1987
SUPERVISORS AND HUMAN RESOURCES MANAGEMENT
by Mary Hoffman, June 1987
EPA/IMSD-87-006
INTRAPRENEURSHIP: THE EMERGING FORCE
by Mary Hoffman, September 1987
EPA/IMSD-87-009
RESISTANCE TO CHANGE
by Mary Hoffman, December 1987
EPA/IMSD-87-011
MANAGING IN THE PUBLIC SECTOR
by Mary Hoffman, March 1988
EPA/IMSD-88-003
MANAGEMENT TRANSITION
by Mary Hoffman and Anne Twitchell, September 1988
EPA/IMSD-88-007
OFFICE OF THE FUTURE: THE CHANGING ROLE OF SECRETARIES
by Mary Hoffman
OFFICE OF THE FUTURE: THE MANAGER'S ROLE
by Anne Twitchell, December 1988
EPA/IMSD-88-013
------- |