View Graphs for CIS 679
Set One
Prof. Murray Turoff
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CONTENTS
Management Enviroment
Management Function
Foundation Enviroment
Infomation Systems
Historical IS Background
Computer Mediated Communications
Remote Work
Readings
Miscellaneous
MANAGEMENT ENVIRONMENT View Graphs
* (c) Copyright 1992 Murray Turoff
MANAGEMENT OF I.S. WISDOM
* SCUBA DIVING
* 80% OF THE TRAINING IS WHAT TO DO WHEN SOMETHING GOES WRONG.
* COMPUTER SYSTEMS
* 80% OF BEING AN I.S. MANAGER IS KNOWING WHAT CAN GO WRONG AND HOW TO AVOID IT OR COPE WITH IT.
MANAGEMENT PROBLEMS 1
* NEW GENERATION 3-5 YEARS
* HIGHLY SKILLED PEOPLE
* SHORT SUPPLY
* HIGHLY PRICED
* TOO SPECIALIZED
* TOO MANY UNSKILLED
* RAPID COST CHANGES
* RELATIVE BASES
* DECLINING
MANAGEMENT PROBLEMS 2
* SHIFTING APPLICATIONS
* CLERICAL AUTOMATION
* OFFICE AUTOMATION
* MANAGEMENT INFORMATION
* DECISION SUPPORT
* STRATEGIC RELEVANCE
* FOREIGN VOCABULARY TO USERS
* MIS, GDSS, AI, VR, EXPERT SYSTEMS
* CHANGING MANAGEMENT WISDOM
MANAGEMENT ISSUES FOR I.S.
* MIS QUARTERLY, DECEMBER 1991
* DELPHI STUDY
* EVERY FOUR YEARS
* I.S. EXECUTIVES
* 175 OUT OF 241 PARTICIPATED
RANK ORDER OF ISSUES 1
* DEVELOPING INFORMATION ARCHITECTURE
* EFFECTIVE USE OF DATA RESOURCE
* IMPROVING I.S. STRATEGIC PLANNING
* SPECIFYING, RECRUITING, AND DEVELOPING I.S. HUMAN RESOURCES
* FACILITATING ORGANIZATIONAL LEARNING AND USE OF I.S. TECHNOLOGIES
* BUILDING A RESPONSIVE IT INFRASTRUCTURE
* ALIGNING THE I.S. ORGANIZATION WITH THAT OF THE ENTERPRISE
RANK ORDER OF ISSUES 2
* USING INFORMATION SYSTEMS FOR COMPETITIVE ADVANTAGE
* IMPROVING THE QUALITY OF SOFTWARE DEVELOPMENT
* PLANNING AND IMPLEMENTING A TELECOMMUNICATIONS SYSTEMS
* INCREASING UNDERSTANDING OF ROLE AND CONTRIBUTION OF I.S..
* ENABLING MULTI-VENDOR DATA INTERCHANGE AND INTEGRATION
* DEVELOPING AND MANAGING DISTRIBUTED SYSTEMS
RANK ORDER OF ISSUES 3
* PLANNING & USING CASE TECHNOLOGY
* PLANNING AND MANAGING THE APPLICATIONS PORTFOLIO
* MEASURING THE I.S. EFFECTIVENESS AND PRODUCTIVITY
* FACILITATING AND MANAGING DECISION AND EXECUTIVE SUPPORT SYSTEM
* FACILITATING AND MANAGING END-USER COMPUTING
* IMPROVING INFORMATION SECURITY AND CONTROL
* ESTABLISHING EFFECTIVE DISASTER RECOVERIES CAPABILITIES
1. DATA RESOURCES
* INFORMATION ARCHITECTURE
* DATA RESOURCE
2. COMMUNICATION RESOURCES
* TELECOMMUNICATIONS SYSTEMS
* ELECTRONIC DATA INTERCHANGE
* DISTRIBUTED SYSTEMS
* GLOBAL SYSTEMS
3. DEVELOPMENT MANAGEMENT
* I.S. HUMAN RESOURCES
* SOFTWARE DEVELOPMENT
* CASE TECHNOLOGY
4. PLANNING
* I.S. ROLE AND CONTRIBUTION
* STRATEGIC PLANNING
* I.S. ORGANIZATION ALIGNMENT
* I.S. ASSET ACCOUNTING
* I.S. EFFECTIVENESS MEASUREMENT
5. APPLICATIONS MANAGEMENT
* APPLICATIONS PORTFOLIO
* ORGANIZATIONAL LEARNING
* COMPETITIVE ADVANTAGE
* END-USER COMPUTING
* EXECUTIVE/DECISION SUPPORT
6. COST CONTROL
* SECURITY AND CONTROL
* DISASTER RECOVERY
7. TECHNOLOGY MANAGEMENT
* TECHNOLOGY INFRASTRUCTURE
* IMAGE TECHNOLOGY
* TECHNOLOGY ISLANDS
MAJOR CONSTANT MANAGEMENT CONCERNS
* APPLICATIONS MANAGEMENT
* TECHNOLOGY MANAGEMENT
* DEVELOPMENT MANAGEMENT
* PLANNING
* COST CONTROL
* DATA RESOURCES
* COMMUNICATION RESOURCES
GO TO START
MANAGEMENT FUNCTION View Graphs
* (c) Copyright 1992 Murray Turoff
MAJOR MANAGEMENT FUNCTIONS
* SURVEILLANCE
* EVALUATION
* PLANNING
* FORECASTING & ASSESSMENT
* POLICY FORMULATION & ANALYSES
* DEVELOPMENT & IMPLEMENTATION
* MAINTENANCE & OPERATIONS
* GENERAL MANAGEMENT
SURVEILLANCE 1
* TECHNOLOGY
* MICROS
* MINIS
* MAINFRAMES
* DEDICATED SYSTEMS
* NETWORKS
* DBMS
* GRAPHICS & CAD/CAM
* NEW LANGUAGES
* NEW INTERFACES
* CASE SYSTEMS
* CLIENT/SERVER SYSTEMS
SURVEILLANCE 2
* APPLICATIONS
* OFFICE AUTOMATION
* MANAGEMENT INFORMATION SYSTEMS
* INFORMATION MANAGEMENT SYSTEMS
* DECISION SUPPORT SYSTEMS
* COMPUTER MEDIATED COMMUNICATIONS
* MIS, IMS, DSS, CMC
SURVEILLANCE 3
* APPLICATIONS
* PROCESS CONTROL
* EXPERT SYSTEMS
* HYPERTEXT & MULTIMEDIA
* TRANSACTION SYSTEMS
* TEXT PROCESSING
SURVEILLANCE 4
* PUBLIC
* ACCESS
* LITERACY
* INFORMATION RIGHTS
* COMPLEXITY & CONTROL OF SYSTEMS
* FBI, IRS, CENSUS
* EFT, SOCIAL SECURITY
* CREDIT SYSTEMS
* CAN WE BUILD A SYSTEM WE CAN'T CONTROL??
SURVEILLANCE 5
* EDUCATION & TRAINING
* SYSTEM ACCREDITATION
* USER SELF IMPLEMENTATION APPROACHES
* COMPUTER & INFORMATION INDUSTRY
* INDUSTRIAL V/S GOVERNMENTAL PRACTICES
EVALUATION 1
* USER
* IDENTIFICATION
* REQUIREMENTS
* SATISFACTION
* COSTS
* ALLOCATION
* DETERMINATION
* NON LINEAR RELATIONSHIPS
EVALUATION 2
* ORGANIZATION
* EFFICIENCY
* EFFECTIVENESS
* STRATEGIC RELEVANCE
* GOALS & OBJECTIVES
* LEARNING
* STRUCTURE
* POWER AND AUTHORITY
* CULTURE
EVALUATION 3
* INFORMATION
* FLOW IDENTIFICATION
* VALUE DETERMINATION
* COST DETERMINATION
* LIFE CYCLES
* RELATING TO MISSION EFFECTIVENESS
* EVOLUTION OF ORGANIZATIONAL STRUCTURE
EVALUATION 4
* EVOLUTION OF INDIVIDUAL BEHAVIOUR
* DEPENDENCY
* ACCOUNTABILITY
* CRISIS MANAGEMENT ABILITY
* PUBLIC SERVICES DELIVERY
* SOCIAL RESPONSIBILITY
* USER AND MANAGEMENT INVOLVEMENT
PLANNING
* I.S. AND ORGANIZATIONAL OBJECTIVES
* LONG RANGE APPROACHES
* MEASURES OF PLANNING EFFECTIVENESS
* SYSTEM OBSOLESCENCE
* SYSTEM EVOLUTION
* ACQUISITIONS
* HARDWARE
* SOFTWARE
* CONTRACTING
* UNIFORM PROCUREMENT
* SYSTEMS INTERCONNECTION
* MANPOWER NEEDS
FORECASTING & ASSESSMENT 1
* HARDWARE AND SOFTWARE PERFORMANCE
* VENDOR OFFERINGS
* NETWORKS
* REGULATION AND LIABILITY
* APPLICATIONS
FORECASTING & ASSESSMENT 2
* INDUSTRY CHANGE & OVERLAP
* COMPUTER & COMMUNICATIONS
* PUBLISHING
* FINANCIAL
* RETAIL
* ELECTRONIC FUNDS TRANSFER
* ELECTRONIC YELLOW PAGES
* ELECTRONIC MARKETPLACES
* COMPUTER MEDIATED COMMUNICATIONS
* VIDEO TEXT LIKE SYSTEMS
FORECASTING & ASSESSMENT 3
* COMPUTER CRIME
* EXPORTS & IMPORTS
* EMPLOYMENT DEMANDS
* TECHNOLOGY PERFORMANCE
* COMPUTER LITERACY AND TRAINING
* PUBLIC
* MANAGEMENT
* PROFESSIONAL
* VENDOR EVALUATION
FORECASTING & ASSESSMENT 4
* ELECTRONIC MARKETPLACE
* ADVERTISE SALE: PUBLISHERS
* NEGOTIATE: COMMUNICATIONS
* TRANSACT: BANKING
* FINANCIAL: ACCOUNTING
POLICY FORMULATION & ANALYSES 1
* STANDARDS
* FORECASTING
* DETERMINATION
* ENFORCEMENT
* PRIVACY & INFORMATION RIGHTS
* TRACKING & MONITORING
* DETECTION OF VALUES
* VALUE IN A NAME
* PAPERWORK REDUCTION
POLICY FORMULATION & ANALYSES 2
* DATABASE QUALITY AND DUPLICATION
* RECORDS AND PERFORMANCE COMPLIANCE
* LIABILITY
* OWNERSHIP
* COPYRIGHTS & PATENTS
* PROTECTIONISM
* PROPRIETARY MATERIAL
* COLLABORATIVE DOCUMENTS
* REMOTE WORK
* IMPACT OF METAPHORS
* e.g., PUBLISH OR COMMUNICATE
POLICY FORMULATION & ANALYSES 3
* TECHNOLOGY TRANSFER
* PUBLIC ACCESS TO INFORMATION SYSTEMS
* SUNSET REVIEW OF SYSTEMS
* TOP MANAGEMENT INVOLVEMENT
* MANAGEMENT OBSOLESCENCE
* PROFESSIONAL OBSOLESCENCE
* ORGANIZATIONAL STRUCTURE
* CENTRALIZED VS. DECENTRALIZED
* END USER COMPUTING
* STEERING COMMITTEES
POLICY FORMULATION & ANALYSES 3
* ACQUISITION POLICIES
* MAKE OR BUY
* LIFE CYCLE ANALYSIS
* ZBB ANALYSIS
* SUNSET ANALYSIS
* STRATEGIC RELEVANCE
* LABOUR & JOB IMPACTS
* PRODUCTIVITY
DEVELOPMENT & IMPLEMENTATION 1
* USERS
* INVOLVEMENT
* EXPECTATIONS
* PRODUCTIVITY
* ACCEPTANCE
* PROTOTYPING SYSTEMS
* EVOLUTIONARY & MODULAR APPROACHES
DEVELOPMENT & IMPLEMENTATION 2
* ESTIMATIONS & OVERRUNS
* PROGRAMMING PRODUCTIVITY
* REQUIREMENTS DEFINITION
* VALIDATION & VERIFICATION
* CONVERSION
* AUDITING
* OFF THE SHELVE SOFTWARE
* ROLE OF RESEARCH & DEVELOPMENT
MAINTENANCE & OPERATIONS 1
* SOFTWARE PERFORMANCE MEASUREMENT
* STRUCTURED DESIGN & PROGRAMMING
* BENCHMARKS
* QUALITY & DATA ASSURANCE
* SECURITY & DISASTER RECOVERY
* RELIABILITY
MAINTENANCE & OPERATIONS 2
* OBSOLESCENCE DETECTION
* SATURATION DETECTION
* CONVERSION
* AUDITING
* SERVICES CONTRACTING
* SYSTEM ACCEPTANCE TESTING
* OPERATIONAL USER FEEDBACK
MANAGEMENT 1
* PERSONNEL
* JOB CLASSIFICATION
* PAY
* MORAL
* CERTIFICATION
* CAREER LADDERS
* TRAINING & CONTINUING EDUCATION
* ADEQUACY & DEMAND
* TURNOVER
* UNIONIZATION
* DECENTRALIZATION
* LIFE CYCLE COSTING
MANAGEMENT 2
* PRODUCTIVITY MEASUREMENT
* SOFTWARE ENGINEERING & STANDARDS
* INTERFACE SYSTEMS DESIGN & STANDARD
* PROGRAMMING SUPPORT TECHNOLOGY
* MULTIPLE VENDOR SYSTEMS
* MANAGEMENT
* SPAN
* EFFECTIVENESS
* ACCOUNTABILITY
* CONTROL STRUCTURES
* REVIEW
GO TO START
FOUNDATION ENVIRONMENT View Graphs
* (c) Copyright 1992 Murray Turoff
CLASSIFICATION SUMMARY
* METHOD OF EVIDENCE GENERATION
* PSYCHOLOGICAL TYPE
* CLASS OF PROBLEM
* ORGANIZATIONAL CONTEXT
* INDIVIDUAL STYLES
* PSYCHOLOGICAL TYPES AND DIMENSIONS
* ORGANIZATIONAL STRUCTURES
* ORGANIZATIONAL OBJECTIVES AND GOALS
* INFORMATION VALUE AND UTILITY
* MULTIPLE PERSPECTIVE
* OTHER SIGNIFICANT FACTORS
METHOD OF EVIDENCE GENERATION
* LEIBNITZIAN
* LOCKEAN
* KANTIAN
* HEGELIAN
* SINGARIAN
* REALITY CONSTRUCTION
LEIBNITIZIAN INQUIRY
* TRUTH IN STRUCTURE OF MODEL
* INDEPENDENT OF DATA
* DEDUCTIVE IN NATURE
LOCKEAN INQUIRY
* TRUTH IN THE DATA
* CONSENSUS TRUTH
* DEDUCTIVE TRUTH
* INDEPENDENT OF MODEL
KANTIAN INQUIRY
* TRUTH RELATIVE
* DIFFERENT INQUIRIES
* BEST UTILIZES DATA
* BEST SERVES OBJECTIVES
HEGELIAN INQUIRY
* TRUTH CONFLICTUAL
* BEST INQUIRY TO SUPPORT OPPOSING ALTERNATIVES
SINGARIAN INQUIRY
* TRUTH PRAGMATIC
* EXAMINE HISTORY AND OBJECTIVES
* FEEDBACK TO FORMULATION OF INQUIRY
REALITY CONSTRUCTION
* TRUTH VIRTUAL
* TRIBE NEGOTIATES TRUTH
* RELIGIOUS TRUTHS
PSYCHOLOGICAL TYPES AND DIMENSIONS
* THINKING
* FEELING
* SENSATION
* INTUITION
* OTHER DIMENSIONS
* DOGMATISM
* LOCUS OF CONTROL
* EXTROVERSION/INTROVERSION
* ABSTRACTION
* STRATEGY SEARCH
MYERS-BRIGGS PERSONALITY TYPES
* JUDGING/PERCEIVING
* JUDGING
* MAKES DECISIONS AS SOON AS POSSIBLE
* JUDGING TYPE LOOKS FOR GOALS
* PERCEIVING
* PUTS IT OFF UNTIL ALL INFORMATION IN
* INTERESTED IN PROCESS
MYERS-BRIGGS PERSONALITY TYPES
* SENSING/INTUITING
* SENSING
* RELY ON EXTERNAL STIMULI
* NEED TO INTERACT
* WANTS EVERYTHING EXPLICIT
* INTUITING
* MAKE DECISIONS WITHOUT EXTERNAL STIMULI
* LIKE TO SEND WORK TO BE BATCHED
* LIKES TO USE IMAGINATION
MYERS-BRIGGS PERSONALITY TYPES
* THINKING/FEELING
* THINKING
* NEEDS EXPLICIT LOGIC FOR DOING SOMETHING
* READS HELPS AND DOCUMENTATION BEFORE DOING
* FEELING
* USE INTUITION
* MORE INCLINED TO TRIAL AND ERROR
CLASS OF PROBLEMS 1
* PROGRAMMED
* STRUCTURED
* DECISIONS UNDER CERTAINTY
* DECISIONS UNDER RISK
* DECISIONS UNDER UNCERTAINTY
* SEMI-STRUCTURED
* MUCH SUBJECTIVE DATA
CLASS OF PROBLEMS 2
* UNSTRUCTURED
* CONFLICTS
* UNKNOWN RELATIONSHIPS
* WICKED
* VALUE DIFFERENCES
* UNKS UNKS
ORGANIZATIONAL CONTEXT 1
* STRATEGIC AND/OR EXECUTIVE MANAGEMENT
* OBJECT AND GOAL SETTING
* MANAGEMENT PLANNING
* RESOURCE DETERMINATION
* RESOURCE ALLOCATION
ORGANIZATIONAL CONTEXT 2
* MANAGEMENT CONTROL, TACTICAL MANAGEMENT
* PRIORITY SETTING
* TASK ASSIGNMENT
* RESOURCE UTILIZATION
* OPERATIONAL CONTROL, ADMINISTRATIVE
* LINE DECISIONS
* TASK ACCOMPLISHMENT
* MONITORING
INDIVIDUAL STYLES
* ANALYTICAL
* REALISTS
* IDEALISTS
* PRAGMATISTS
* CONSENSUAL
* CONFLICTUAL
ORGANIZATIONAL STRUCTURES
* TRADITIONAL
* BUREAUCRATIC
* HUMAN
* SYSTEM
* NETWORKED (?)
* MARKETPLACE (?)
TRADITIONAL
* FEUDALISM
* AUTHORITY AND LOYALTY
* TOP DOWN DECISION MAKING
* PEOPLE GOOD OR BAD, NO IN-BETWEEN
* HIERARCHY ABSOLUTE
* NO INFORMAL STRUCTURE
BUREAUCRATIC
* RULES AND PROCEDURES
* NO HUMAN AUTHORITY
* HIERARCHY RATIONALIZED
* THEORY X VIEW OF PEOPLE
* EFFICIENCY
* INFORMAL STRUCTURE TOLERATED
HUMAN
* INFORMATION IS POWER
* BASED UPON GROUPS
* MORE DECENTRALIZATION
* THEORY Y VIEW OF PEOPLE
* INFORMAL STRUCTURE IMPORTANT
* INDIVIDUAL PERFORMANCES
SYSTEM
* GOAL AND OBJECTIVE ORIENTED
* PEOPLE INFLUENCE BY ENVIRONMENT
* INFORMATION FLOW
* PROCESS UNDERSTANDING
* OPEN SYSTEM VIEW
* FEEDBACK THEORY
NETWORKED
* DECENTRALIZED
* INDEPENDENT VALUE CENTERS
* ACCOUNTABILITY
* ORGANIZATIONAL UNIT
* THEORY Y AND Z OF PEOPLE
* DISPERSED GEOGRAPHICAL TEAMS
MARKETPLACE
* DECENTRALIZED
* CONTRACTUAL TASKS
* EARNINGS DETERMINE MANAGEMENT
* FREE ENTERPRISE INCENTIVES
* PEOPLE AS ECONOMIC ENTITIES
* KNOWLEDGE BASED
ORGANIZATIONAL COORDINATION
* PARALLEL
* POOLED
* CONCURRENT
* SEQUENTIAL
* REACTIVE
ORGANIZATIONAL OBJECTIVES & GOALS
* MATERIAL RESOURCES
* COST MINIMIZING
* PERFORMANCE MAXIMIZING
* SALES MAXIMIZING
* SERVICES
* PHYSICAL
* MENTAL
ORGANIZATIONAL OBJECTIVES & GOALS
* SOCIAL BETTERMENT
* CAPITAL GOODS
* DISTRIBUTION
* FINANCE
* INFORMATION
* PROTECTION
* ADMINISTRATION
INFORMATION VALUE AND UTILITY
* CLASSICAL SCHOOL
* INHERENT IN CONTENT
* INFORMATION CODING
* BEHAVIOURAL SCHOOL
* DIFFERS FROM RECEIVER TO SENDER
* TRANSACTIONAL UNDERSTANDING
* DISCOURSE ANALYSIS
* DECISION THEORY SCHOOL
* VALUE RELATIVE TO ENVIRONMENT
* OPPORTUNITY COSTS & REGRET
MULTIPLE PERSPECTIVES
* INDIVIDUAL VIEW
* ACTORS, STAKEHOLDERS
* ORGANIZATIONAL VIEW
* TASKS, OBJECTIVES, GOALS
* TECHNOLOGICAL VIEW
* SOCIAL, SCIENTIFIC, ENGINEERING
OTHER SIGNIFICANT FACTORS
* THEORY X, Y, OR Z
* QUANTITATIVE OR QUALITATIVE CONSIDERATIONS
* CENTRALIZED OR DECENTRALIZED CONTROL
* EXTRAPOLATIVE OR NORMATIVE ANALYSES
* EFFECTIVENESS AND/OR EFFICIENCY
* POWER AND AUTHORITY
* INDIVIDUAL OR ORGANIZATIONAL GOALS
GO TO START
INFORMATION SYSTEMS View Graphs
* (c) Copyright 1992 Murray Turoff
NEGATIVE IMPACTS OF COMPUTERS 1
* JOB DISPLACEMENT
* JOB DESKILLING
* INCREASED SPECIALIZATION
* DECREASE MOBILITY
* DECREASED AUTHORITY
* INCREASED CENTRALIZATION
* RIGIDITY (LACK OF RESILIENCY)
* SCAPEGOATING
NEGATIVE IMPACTS OF COMPUTERS 2
* EFFICIENCY RATHER THAN EFFECTIVENESS
* ENDS RATHER THAN MEANS
* UNANTICIPATED CONSEQUENCES
* INVENTORY & MESSAGE SYSTEMS
* OVER STRUCTURING AND OVER QUALIFYING
* OVER EXPECTATION
* PRIVACY, MONITORING AND MORAL
* NOT MEANT FOR MORTALS, GODHOOD
NEGATIVE IMPACTS OF COMPUTERS 3
* ESCAPE (DRUNKARD'S PARADOX)
* CREATING TEMPLATES (PRESCRIPTIVE)
* SUBSTITUTION OF UNREAL FOR REAL
* SUB-OPTIMIZATION
* PRIOR BAD DECISIONS & EXPERIENCES
* STATUS SYMBOLS
* UNFRIENDLY
* COLD
TYPICAL CONFLICTS IN I.S.
* CENTRALIZATION OR DECENTRALIZATION
* PRESCRIPTIVE OR DESCRIPTIVE
* EFFECTIVENESS OR EFFICIENCY
* PROCESS OR GOALS
* QUALITATIVE OR QUANTITATIVE
* SPECIALIZATION OR GENERALIZATION
* EXTRAPOLATIVE OR NORMATIVE
* IMS or MIS
* MIS or DSS
PERFORMANCE SPECIFICATIONS
* IBM & BALTIMORE SCHOOL SYSTEM
* 2.9 MILLION FOR PC's & SOFTWARE
* IF AFTER 2 YEARS:
* FIRST GRADERS MEET NATIONAL AVERAGE READING SCORES
* IBM GETS PAYMENT
* IF NOT SALE NEGATED
CENTRALIZATION PROPERTIES 1
* OVERHEAD MORE OBVIOUS
* DISTRIBUTE TO USERS
* SUBSIDIZE APPLICATION DEVELOPMENT
* SUBSIDIZE TECHNOLOGY ACQUISITION
* SHARE EXPENSIVE RESOURCES
* PEOPLE, SOFTWARE
* EQUIPMENT, NETWORK
* DATA MODELS
CENTRALIZATION PROPERTIES 2
* MORE TALENT & SOPHISTICATION
* VULNERABLE TO BUDGET LIMITS
* CONCENTRATE AUTHORITY & ACCOUNTABILITY
* MAINTAINING STANDARDS & GUIDELINES
* JOB SECURITY AND ADVANCEMENT
* RECOGNITION OF NEED FOR INNOVATION
* COMMUNICATION PROBLEMS WITH USERS
* CONFLICTING OBJECTIVES WITH USERS
STATISTICAL STUDY
* HUNDRED OF COMPANIES
* 20 YEARS
* FOR SAME INDUSTRY
* LOW PROFITABILITY COMPANIES
* HIGH INVESTMENT IN COMPUTERS
* LOWER PROFITABILITY
* HIGH PROFITABLITY COMPANIES
* HIGH INVESTMENT IN COMPUTERS
* HIGHER PROFITABILITY
* SOLVE PEOPLE PROBLEMS FIRST
* CONTRARY TO VENDOR TACTICS
SUCCESSFUL I.S. POLICIES 1
* LINK I.S. WITH BUSINESS STRATEGY
* VISIBLE & ACTIVE SUPPORT FROM SENIOR MANAGEMENT
* CHANGE CULTURE & STRUCTURE OF ORGANIZATION
* INVEST IN PEOPLE AND THEIR DEVELOPMENTS
SUCCESSFUL I.S. POLICIES 2
* DISCIPLINED PROJECT MANAGEMENT & ACCOUNTABILITY
* MULTI DISCIPLINARY DESIGN TEAMS
* SOUND METHODS FOR MONITORING AND REVIEWING PROGRESS
* EMPHASIS ON SPREADING BENEFITS THROUGH ORGANIZATION
* UNIFORM METHODS FOR REVIEW & EVALUATION
COUNTER PRODUCTIVE EFFECTS
* INVASION OF PERSONAL PRIVACY
* MONITORING OF WORK.
* USUALLY DRUNKER'S PARADOX
* QUALITY NOT QUANTITY
* ERGONOMICS IGNORED
* TRAINING AND GUIDANCE IGNORED
FARMER'S HORSE & TRACTOR METHOD 1
* NEW TRACTOR: $50,000
* 450 HP FOR 10,000 HOURS
* RUNNING COST $20/HOUR
* HORSE : $2000
* RUNNING COST $1/HOURS
* PRODUCTIVITY RATIO: 450:1
* TRACTOR IS WORTH:
* 449 HP x 2,000 HORSES = $898,000
FARMER'S HORSE & TRACTOR METHOD 2
* OPERATING ADVANTAGE:
* 450 HORSES x 10,000 HOURS x $1/HOUR MINUS
* 10,000 HOURS z $20/HOUR EQUAL $4,300,000
* TOTAL: $5,198,000 GAIN FOR ONLY $50,000
* WHEN CAN YOU DEPOSIT THE FIVE MILLION TO PAY OFF THE LOAN.
* NOTE LACK OF RELATIONSHIP TO SIZE AND NATURE OF FARM
* CORRECT VIEW:
* VALUE OF COMPUTER IS WHAT YOU ARE WILLING TO PAY FOR THE RESULTS.
I.S. OBSERVATIONS
* I.S. SUBJECT TO OVERALL SITUATION
* PROFITS, PLANS, ATMOSPHERE
* CULTURE, MANAGEMENT STYLE, MORAL
* NO RELATIONSHIP BETWEEN I.S. INVESTMENT AND BUSINESS SUCCESS
* NO EASY, STANDARD WAY TO MEASURE PAYOFF OF I.S.
* EASY TO MANIPULATE RESULTS OF I.S.
* I.S. COSTS MIGRATE TO HIDDEN AREAS
COST OF WORKSTATION EXAMPLE
* HARDWARE COST $10,000
* TOTAL YEARLY COST $23,500
* 4 YEAR LIFE 10.3%
* TIME TO LEARN 27.4% *
* INFO SUPPORT FROM OTHERS 18.3% *
* SOFTWARE 7.6%
* FORMAL TRAINING 5.3%
* MAINFRAME USE 1.5%
* CORPORATE SUPPORT 29.7% *
* 75% MAY BE HIDDEN COST
HISTORICAL CYCLE 1
* NEW TECHNOLOGY INVESTMENT
* ENCOURAGE APPLICATIONS
* EFFECTIVE EMPHASIS
* COST GROWTH
* POWER ACQUISITION
* FIRE CIO
HISTORICAL CYCLE 2
* COST CONTROL
* EFFICIENCY APPROACH
* INHIBIT INNOVATION
* LIMIT NEW APPLICATIONS/TECHNOLOGY
* LOSS OF COMPETITIVE EDGE
* FIRE CIO
* PRAGMATIC VIEW OF MANAGEMENT
* NO EXCUSE
GO TO START
HISTORICAL I.S. BACKGROUND View Graphs
* (c) Copyright 1992 Murray Turoff
EARLY I.S. IMAGES
* PRIEST & WISDOM
* RITUAL & LANGUAGE
* SHRINES & TEMPLES
* CURES & SALVATION
* OMNIPOTENT
* BEYOND MORTAL UNDERSTANDING
COMPUTER SYSTEM FALLACIES
* USAGE AS ACCEPTANCE
* AUTOMATION
* BLACK BOXING
* CENTRALIZATION
* PERFORMANCE MAXIMIZATION
* COST MINIMIZATION
* EFFICIENCY
* REDUCTIONISM
* SCIENTIFIC & LOGICAL
SOME INTERESTING FORECASTS
* 1953 IBM ESTIMATES MARKET FOR ONLY 50 COMPUTERS IN US.
* 1969 GE MANAGEMENT CLAIMS BASIC I.S. USELESS
* 1975 HP REJECTS IDEA OF APPLE
* 1979 TANDY EXPECTS TO SELL ONLY 4,000 COMPUTERS
COMMON FALLACIES
* WHAT THE COMPUTER SAYS IS ALWAYS TRUE
* GARBAGE IN I.S. GARBAGE OUT
* THE COMPUTER IS TOO COMPLICATED TO UNDERSTAND
* WE ARE ONLY AUTOMATING WHAT YOU ARE DOING NOW
* WE CANNOT CHANGE THE WAY THE COMPUTER DOES IT
* IT IS THE COMPUTERS FAULT NOT OURS
I.S. PRIOR DETERMINANTS
* STRUCTURED TASKS
* HANDLING "NECESSARY" DATA
* COST MINIMIZING
* EXPENSIVE HARDWARE
* AUTOMATING
* ORGANIZATIONAL FUNCTIONS
I.S. NEW DETERMINANTS
* EXPENSIVE PEOPLE
* PERFORMANCE MAXIMIZATION
* NEW USES
* HANDLING "VALUE" DATA
* INDIVIDUAL FUNCTIONS
* UNSTRUCTURED TASKS
* COMMUNICATIONS
DISTRIBUTED PROCESSING
* HIGHER COSTS:
* HARDWARE
* DP PERSONAL
* SOFTWARE
* LOWER COSTS:
* COMMUNICATIONS
* USERS
EQUIVALENT COMPUTER COSTS
* Year Dollars
* 1955 10,000,000
* 1965 1,000,000
* 1975 100,000
* 1985 10,000
* 1995 1,000
INCREASED END USER COMPUTING
* 1960 1 - 3 %
* 1970 5 - 7 %
* 1980 15 - 20 %
* 1985 45 - 50 %
* 1990 50 - 75 %
KNOWLEDGE AREAS RELATED TO I.S. 1
* COMPUTER SCIENCE
* INFORMATION SCIENCE
* MANAGEMENT SCIENCE
* OPERATIONS RESEARCH
* INDUSTRIAL ENGINEERING
* COMMUNICATION SCIENCE
* ELECTRICAL ENGINEERING
KNOWLEDGE AREAS RELATED TO I.S. 2
* ECONOMICS
* PSYCHOLOGY
* SOCIOLOGY
* ANTHROPOLOGY
* CYBERNETICS
* SYSTEMS SCIENCE
* SYSTEMS ENGINEERING
* MATHEMATICS
WOULD YOU LIKE TO SEE:
* WORK IN A HOME OFFICE
* ROBOTS TO DO HOUSEWORK
* ROBOTS TO ELIMINATE ASSEMBLY LINE JOBS
* TAKE A COLLEGE COURSE THROUGH A TERMINAL
* HAVING A COMPUTER DIAGNOSE YOUR ILLNESS
IMPRESSIONS OF COMPUTERS
* SMART STUPID
* FRIENDLY UNFRIENDLY
* FORGIVING UNFORGIVING
* CONTROLLED UNCONTROLLED
* EASY TO USE HARD TO USE
* EASY TO CHANGE HARD TO CHANGE
ATMOSPHERE
* HUMAN COMPUTER
* SLOW RAPID
* SLOPPY RIGOROUS
* FORGETFUL PRECISE
* BRILLIANT STUPID
* HOW TO DESIGN A COMMUNICATION BETWEEN THE TWO?
INDUSTRY SHIFTS 1
* INFORMATION & PUBLISHING GOING ELECTRONIC
* COMPUTERS DOING & OFFERING COMMUNICATIONS
* COMMUNICATIONS & BROADCASTING OFFERING COMPUTER & INFORMATION SERVICES
* FINANCIAL INSTITUTIONS OFFERING COMPUTER AND COMMUNICATION SERVICE
INDUSTRY SHIFTS 2
* COMMUNICATIONS OFFERING FINANCIAL SERVICES
* EDUCATION INCREASINGLY OFFERED BY INDUSTRY
* LINES BETWEEN INFORMATION, PUBLISHING, COMPUTERS, COMMUNICATIONS, BROADCASTING, FINANCE AND EDUCATION BECOMING INCREASINGLY BLURRED
LINES BLURRING BETWEEN
* INFORMATION
* PUBLISHING
* COMPUTERS
* COMMUNICATIONS
* BROADCASTING
* FINANCE
* EDUCATION
ELECTRONIC FUNDS TRANSFER 1
* OFFER OPPORTUNITIES
* CLASSIFIED ADS
* NEWSPAPERS
* BROADCASTERS
* PUBLISHERS
* NEGOTIATE EXCHANGES
* COMMUNICATIONS
* PHONE COMPANIES
* MAILS
* CONTRACT & LIABILITY
* LEGAL SERVICES
ELECTRONIC FUNDS TRANSFER 2
* CLEAR FUNDS
* BANKING
* TAX ANALYSIS
* ACCOUNTING
* CPA FIRMS
* REGULATORY FACTORS:
* FEDERAL RESERVE BOARD
* FEDERAL COMMUNICATIONS COMMISSION
* CONGRESS, STATE LEGISLATOR
* STATE REGULATORY BODIES, COURTS
RELATIVE COST CHANGES
* PEOPLE MORE THAN HARDWARE
* PAPER MORE THAN ELECTRONIC STORAGE
* COMMUNICATIONS MORE THAN COMPUTERS
TECHNOLOGY EVOLUTION 1
* LARGE MACHINES
* BATCH OPERATION
* MULTI-PROGRAMMING
* LANGUAGE DEVELOPMENT
* TIME SHARING
* MINI-COMPUTERS
* USER ORIENTED LANGUAGES
* COMPUTER NETWORKS
TECHNOLOGY EVOLUTION 2
* DISTRIBUTED SYSTEMS
* PERSONAL COMPUTERS
* USER DEVELOPED SYSTEMS
* EXPERT SYSTEMS
* CASE METHODOLOGY
* NETWORKING USERS & SYSTEMS
* WORKSTATION TECHNOLOGY
* MULTI-MEDIA
APPLICATION EVOLUTION
* ADMINISTRATIVE APPLICATIONS
* REPORT SYSTEMS
* DATA BASES
* MIS & DSS
* SIMULATION & MODELING
* AI & EXPERT SYSTEMS
* OFFICE AUTOMATION
* NETWORKS
* GROUPWARE
* TOOLKITS
* OPERATING SYSTEM INTERFACES (GUI)
* STRUCTURAL MODELING
MAJOR APPLICATION EXAMPLES
* PAYROLE SYSTEMS
* INVENTORY SYSTEMS
* LINEAR PROGRAMMING
* CRITICAL PATH SCHEDULING
* MANUFACTURING PROCESSING & CONTROL
* STATISTICAL ANALYSIS (E.G. MARKETING)
* TRANSACTION PROCESSING SYSTEMS
CLASSIC MANAGEMENT PROBLEMS
* CHANGING TECHNOLOGY
* 3-7 YEAR LIFETIMES
* HARDWARE & SOFTWARE
* MULTIPLE OBJECTIVES
* TRADEOFFS (NOT OPTIONAL)
* COMPUTER PROFESSIONALS
* MAVERICKS
* RAPID OBSOLESCENCE
* REDUCTIONISM
* DIFFICULT TO DEAL WITH FOREST
* NO RECIPES
* MANAGEMENT RULE CHANGE
COSTS 1
* 1960's
* HARDWARE 90%
* PEOPLE 10%
* MAKE SOFTWARE
* FREE SYSTEMS
* CENTRALIZATIONS
* UTILITIES
* APPLICATION DEVELOPMENT
COSTS 2
* 1970's
* COST MINIMIZATIONS
* APPLICATION JUSTIFICATION
* CENTRALIZATION DATA COLLECTION
* TOP DOWN SYSTEM DESIGN
* PROMISE OF I.S. TO CONTROL OPERATIONS
COSTS 3
* 1980's
* HARDWARE 10%
* PEOPLE 90%
* BUY SOFTWARE
* OFFICE AUTOMATION
* DECENTRALIZATION
* END USER COMPUTING
* GET RID OF I.S. EMPIRE
* REDUCE EXPLICIT COSTS
COSTS 4
* 1990's
* HARDWARE AND SOFTWARE 20%
* PEOPLE 40%
* INFORMATION 40%
* TAILOR SOFTWARE
* VALUE OF INFORMATION
* BALANCE OF FUNCTIONS
* DATA & COMMUNICATIONS
* COGNITIVE VARIABILITY
ROOTS OF MIS AND DSS 1
* MIS
* WELL STRUCTURED PROBLEMS
* CENTRAL DATABASE
* MODEL OF THE FIRM
* COMPUTER SCIENCE
* INFORMATION SCIENCE
* OPERATIONS RESEARCH
* GENERAL APPROACH
ROOTS OF MIS & DSS 2
* DSS
* UNSTRUCTURED PROBLEMS
* TAILORED DATA AND MODELS
* MANAGEMENT SCIENCE
* INDUSTRIAL ENGINEERING
* EACH PROBLEM UNIQUE
* USER CENTERED APPROACH
* TOOLKITS
TYPICAL EVOLUTION 1
* EXPANSION
* UNDER UTILIZATION
* DO EVERYTHING
* COST CUTTING
* CONTROL
* POLITICAL REACTIONS
* MATURITY
* END USER COMPUTING
* STEERING COMMITTEES
TYPICAL EVOLUTION 2
* STRATEGIC
* TOOLBOXES
* TIED TO CORPORATE GOALS
* DISTRIBUTED SYSTEMS
* COMMUNICATIONS
I.S. MANAGEMENT ISSUES 1
* REMOTE WORK
* WORK AT HOME
* LATERAL PROJECT GROUPS
* MULTIPLE WORK ROLES
* STANDARDS & POLICIES
I.S. MANAGEMENT ISSUES 2
* QUALITY MEASUREMENT
* PROTOTYPING
* EVALUATION
* EVOLUTION
* USER INVOLVEMENT
FACTORS GENERATING I.S. DEMAND 1
* RAPID EVOLUTION OF TECHNOLOGY
* PENETRATION TO END USERS
* MULTITUDE OF ALTERNATIVES
* CHANGING SKILL LEVELS
* QUANTIFICATION OF OFFICE FUNCTIONS
* FRAGMENTED ORGANIZATIONAL RESPONSIBILITIES
* PSYCHOLOGICAL AND SOCIAL IMPACTS
FACTORS GENERATING I.S. DEMAND 2
* ENVIRONMENTAL CONSTRAINTS
* TIME, TRAVEL, COSTS
* INFORMATION AS A COMMODITY
* MORE COMPLEXITY
* DISPERSION OF OPERATIONS
* SOCIAL PRESSURES
INDIVIDUAL LEVEL CONSIDERATIONS
* DECISION ACCOUNTABILITY
* REMOTE WORK
* SPECIALIZATION/GENERALIZATION
* SKILLS
* ALIENATION/CONNECTIVENESS
PROBLEM AREAS 1
* PRIVACY
* TRACKING OF INDIVIDUALS
* DIVERSE SOURCES OF DATA
* DETECTION OF VALUES
* VALUE OF A NAME
* JOB DISPLACEMENT
* SPECIALIZATION
* OWNERSHIP OF INFORMATION
* COPYRIGHTS
* PROTECTIONISM
* PROPRIETARY
PROBLEM AREAS 2
* OVERLAPPING INDUSTRIES
* COMPUTERS
* INFORMATION (PUBLISHING)
* COMMUNICATION
* FINANCIAL
* COMPLEXITY OF SYSTEMS
* EFT, SOCIAL SECURITY
* IRS, FBI, CENSUS
* AUTOMATION
* TRAINING
AREAS OF CONCERN
* PUBLIC UNDERSTANDING
* EDUCATION
* INFORMATION RIGHTS
* INDUSTRY STRUCTURE
* RATE OF CHANGE
TRENDS OF CONCERN
* SPECIALIZATION
* CENTRALIZATION
* MEASUREMENT
* MOBILITY
* REDUCTIONISM
* SUB-OPTIMIZATION
UNDERSTANDING THE ART OF COMPUTING
* REDUCING A SINGLE COMPLEX PROBLEM TO A LARGE NUMBER OF SIMPLE PROBLEMS
ENVIRONMENTAL FACTORS 1
* FUTURE TRENDS IN COMPUTER & COMMUNICATIONS TECHNOLOGY
* SHORTENING TIME INTERVALS FOR CHANGE
* COMPLEXITY OF PROBLEMS
* INCREASING INFORMATION BASED WORK FORCE
* ATTITUDE OF YOUNGER GENERATIONS
ENVIRONMENTAL FACTORS 2
* COSTS OF PEOPLE & SERVICES
* INCREASING RELATIVE COSTS OF ENERGY
* NETWORKING AS A SOCIAL TECHNOLOGY
* THE UNDERGROUND ECONOMY
* PERSONAL COMPUTING AND BULLETIN BOARD SYSTEMS
CURRENT MANAGEMENT WISDOM 1
* CENTRALIZED CORE DP STAFF
* SEPARATE SYSTEMS ANALYSES
* SEPARATE MAINTENANCE
* USER GROUPS & INVOLVEMENT
* APPLICATION PROGRAMMERS
* EVOLUTIONARY DESIGN
CURRENT MANAGEMENT WISDOM 2
* DISTRIBUTED EQUIPMENT
* FEEDBACK APPROACHES
* STEERING COMMITTEES
* MICROS, MINIS, NETWORKS
* STRATEGIC & OPERATIONAL SYSTEMS
* STANDARDS & INTEGRATION
* EVALUATION & EVOLUTION
GO TO START
COMPUTER MEDIATED COMMUNICATIONS VIEW GRAPHS
* (c) Copyright 1992 Murray Turoff
CMC SYSTEM NAMES
* MESSAGE SYSTEMS
* BULLETIN BOARDS
* COMPUTER CONFERENCING
* INFORMATION EXCHANGE SYSTEMS
* GROUPWARE, TEAMWARE
* ELECTRONIC MEETING SYSTEMS (EMS)
* ELECTRONIC MAIL SYSTEMS (EMS)
* GROUP DECISION SUPPORT SYSTEMS (GDSS)
* COORDINATION SYSTEMS
* COLLABORATIVE SYSTEMS
CMC PROPERTIES 1
* WRITTEN FORM
* TEXT AND GRAPHICS
* ASYNCHRONOUS
* SIGNALING AND CUEING
* SHARED "GROUP" MEMORY
CMC PROPERTIES 2
* STRUCTURING
* ORGANIZATION OF MATERIAL
* COMMUNICATION PROTOCOLS
* HUMAN ROLES
* FACILITATOR, EDITOR, INDEXER
* IMMEDIACY AND SELF ACTIVATION
* INTEGRATION
CMC COMMUNICATION PROPERTIES
* SEGMENTATION OF ITEMS
* SINGLE THOUGHT COMMENTS
* EXPLICIT FEEDBACK
* AGREEMENT, ETC.
* PARALINGUISTIC CUES
* LEADERSHIP AND FACILITATION
* CONCISENESS
CMC IMPLEMENTATION FACTORS 1
* 1. HAVE AN IMPORTANT TASK
* 2. GEOGRAPHICALLY DISPERSED GROUP
* 3. "BUSY" PEOPLE
* 4. SUFFICIENT CRITICAL MASS (>10)
* 5. WANT TO COOPERATE OR COMMUNICATE
* 6. CONVENIENT TERMINAL ACCESS
CMC IMPLEMENTATION FACTORS 2
* 7. ORIENTATION: AFFECTING EXPECTATIONS
* A. GOOD ADVERTISING
* B. PARTICIPATION IN DECISION TO USE IT
* 8. GOOD TRAINING AND SUPPORT
* 9. CONTENT LEADERSHIP WITHIN GROUP
* 10. FACILITATION OF PROCESS
* 11. "SYSTEM EVOLUTION"
CMC PHILOSOPHY OF UTILIZATION
* EVOLUTION OF
* USERS
* SYSTEM
* EVALUATION
* FEEDBACK
* REDESIGN
* USER PARTICIPATION
CMC TYPICAL FEATURES 1
* MESSAGES
* CONFERENCES
* NOTEBOOKS
* BULLETIN BOARDS
* DIRECTORY
* HUMAN ROLES
CMC TYPICAL FEATURES 2
* VOTING
* MEMBERS AND ROLES
* GROUPS
* FORMS
* ANONYMITY AND PEN-NAMES
* INDEXES AND KEYS
* FILTERS
CMC USER & ORGANIZATIONAL POTENTIALS 1
* GEOGRAPHICALLY DISPERSED WORK GROUPS
* MULTIPLE PROFESSIONAL & MANAGEMENT ROLES
* MULTITASKING OF EFFORTS
* MATRIX MANAGEMENT
* REMOTE WORK
* DELEGATION OF AUTHORITY
CMC USER & ORGANIZATIONAL POTENTIALS 2
* ACCOUNTABILITY
* FLATTER ORGANIZATIONS
* NETWORKED ORGANIZATIONS
* DECENTRALIZATION
* MORE GENERALIZED WORK FORCE
* ACCUMULATION OF LORE
FACTORS RELATED TO CMC
* EVOLUTION OF UTILIZATION
* EXPECTATIONS
* TASK TYPES
* GROUP SIZE & ACTIVITY
* PRODUCTIVITY
* SUPERCONNECTIVITY
* COLLECTIVE INTELLIGENCE
CMC SPECIAL APPLICATIONS
* UNPREDICTABLE INFORMATION EXCHANGE
* SHARING WISDOM & EXPERIENCE
* PEER REINFORCEMENT
* MULTIPLICATION OF PRODUCTIVITY
* CONTINUING EDUCATION
PROJECT MANAGEMENT COMMUNICATIONS
* INTEGRATION OF I.S.
* SUBJECTIVE JUDGMENTS
* LATERAL INPUT
* USE OF EXPERTS
* GEOGRAPHICAL DISPERSION
* CONTINUITY OVER TIME
* LORE CAPTURE
* MULTI-TASKING
* MULTIPLE ROLES
* TRACKING AND STATUS
PROJECT MANAGEMENT REQUIREMENTS
* TASK TRACKING
* SUGGESTIONS AND MODIFICATIONS
* PROJECT HISTORY
* CHANGING STAFF
* COORDINATION
* EVOLVING REQUIREMENTS
* CLIENT COMMUNICATIONS
COMMITTEE COMMUNICATIONS
* AGENDA SETTING
* DISCOVERY OF AGREEMENTS
* DISCOVERY OF DISAGREEMENTS
* VOTING
* ANONYMITY
* COORDINATION
* COLLABORATIVE COMPOSITION
CMC PRODUCTIVITY
* MORE IDEAS
* FEEDBACK
* INCREASED CONTACTS
* AWARENESS
* "SUPERCONNECTIVITY"
* "COLLABORATIVE INTELLIGENCE"
CMC ACCEPTANCE FACTORS
* MOTIVATION
* EXPECTATIONS
* GROUP SIZE & ACTIVITY
* AVAILABLE HELP
* TERMINAL AND SYSTEM ACCESS
* PRIOR EXPERIENCE
* PRIOR COMMUNICATION
* GROUP OBJECTIVES
* GROUP ATMOSPHERE
* TRUST
* DESIRE TO COMMUNICATE
* PEER RELATIONSHIP
CMC SUCCESS PROPERTIES
* PEER GROUP
* WANT TO COMMUNICATION
* WANT TO ACCOMPLISH
* WANT TO IMPROVE
* HAVE OBJECTIVE
* ESTABLISH SOCIAL NORMS
* TRUST ONE ANOTHER
* SOCIAL EMOTIONAL COMMUNICATION
CMC UNPREDICTABLE INFORMATION EXCHANGE
* LIMITED SIZE INQUIRY
* BROADCAST INQUIRY
* LIMITED RESPONSES
* SELECTION & TRACKING
* DATA BASE AND BRIEFS
* INDEXER
* BRIEFER
CMC SPECIALIZED STRUCTURES 1
* GROUP COMPOSITION
* DATA VALIDATION
* BUDGET PLANNING
* PROJECT MANAGEMENT
* INFORMATION EXCHANGE
* STANDARD SETTING
* DICTATORSHIP DESIGNS
CMC SPECIALIZED STRUCTURES 2
* DELPHI STRUCTURES
* SOFTWARE MAINTENANCE
* COLLABORATIVE LEARNING
* MARKETPLACES
* CONSENSUS EXPLORATION
* ROLE GAMES
* GROUP THERAPY
VIRTUAL CLASSROOM
* SELF PACING
* COLLABORATIVE LEARNING
* CONVENIENCE OF ACCESS
* ACTIVE PARTICIPATION
CMC VIRTUAL CLASSROOM APPROACHES
* COLLECTIVE LEARNING
* PARTICIPATION
* GROUP ACTIVITIES
* VISITING EXPERTS
* GROUP GRAPHICS
* SELF PACING
* ACTIVE LEARNING
CMC VIRTUAL CLASSROOM FEATURES
* QUESTIONS
* DOCUMENTS
* SELECTIONS
* ASSIGNMENTS
* GRADE BOOK
* EXAMS
* GROUP GRAPHICS
* GROUP CONFERENCES
CRISIS MANAGEMENT FUNCTIONS
* MONITORING
* UNPREDICTABLE RESPONSIBILITIES
* INCREASED LEAD TIME
* TIME PRESSURES
* COORDINATION
* OVERSIGHT
* DELEGATION & ACCOUNTABILITY
* CONTENT AS ADDRESS
CRISES MANAGEMENT FUNCTIONS
* OBTAIN VIEWS AND DATA
* MONITOR CONDITIONS
* OBTAIN EXPERTISE
* DRAFT CONTINGENCIES
* VALIDATE OPTIONS
* OBTAIN APPROVALS
* DELEGATE AUTHORITY
* ESTABLISH ACCOUNTABILITY
* ELIMINATE DUPLICATION
* COORDINATE
* INFORM
* TAKE ACTIONS
CRISIS MANAGEMENT CHARACTERISTICS
* UNPREDICTABLE EVENTS
* RESPONSIBILITY BY NECESSITY
* LACK OF TIME FOR TRAINING
* OVERLOAD CONDITIONS
* SYNCHRONOUS COMMUNICATIONS DIFFICULT
* UNKNOWN MANPOWER NEEDS
CMC CRISIS MANAGEMENT
* CMC PROPERTIES
* ADDRESS BY TOPIC
* SHARED SPACES
* STRUCTURED STATUS REPORTS
* STRUCTURED TASK TRACKING
* INTERPRETIVE INFORMATION
* ACCOUNTABILITY AND STATUS
GO TO START
REMOTE WORK View Graphs
* (c) Copyright 1992 Murray Turoff
REMOTE WORK HOME REQUIREMENTS
* WORKSTATION SPACE
* ADDED PHONE LINES
* VISITOR SPACE
* FILING SPACE
* SOFTWARE
* MANUALS
* DOCUMENTS
* REFERENCE MATERIAL
* ISOLATION
* CHILDREN
* SPOUSES
* NEIGHBOURS
REMOTE WORK TIME AT HOME
* 28% > 50% OF TIME
* 11% > 25% OF TIME
* MORE PRODUCTIVE = 60%
* MORE HOURS = 78%
* N=62
REMOTE WORK PROPERTIES
* MANAGEMENT BY EXCEPTION
* OBSERVATION
* STEP IN WHEN NEEDED
* JUDGED BY TALENTS OF THOSE MANAGED
* QUALITY OF WORK
* PERFORMANCE OF TEAM
* CHANGES
* SUGGESTIONS
* COORDINATION
* RATIONALE
* HELP
REMOTE WORK TECHNOLOGY REQUIREMENTS 1
* INDIVIDUAL
* ELECTRONIC MAIL
* FILES & INDEXING
* TEXT PROCESSING
* I.S. INTERFACES
* INTEGRATION
REMOTE WORK TECHNOLOGY REQUIREMENTS 2
* TEAM
* COMPUTERIZED CONFERENCING
* ROLES
* GROUP COMPOSITION
* DATA BASES/FORMS
* TRACKING
* TRANSACTIONS
* MILESTONES
* EVENTS
REMOTE WORK VIEWPOINT
* MANAGERS & PROFESSIONALS
* NOT TOTAL
* SOPHISTICATED COMMUNICATIONS
* TEAM ORIENTATION
* MOTIVATION & DISCIPLINE
REMOTE WORK EXECUTIVE USE
* 40 HOURS IN 3 MONTHS
* 55% NEVER BEFORE
* 22% OCCASIONAL
* 45% HUNT & PECK
* 50% 100% AT HOME
* 25% 90% AT HOME
* 85% OWN KEYBOARDING
REMOTE WORK IMPACTS
* NETWORK ORGANIZATION
* MULTI-ROLE ENVIRONMENT
* MULTI-PROJECT ENVIRONMENT
* TEAM ORIENTATION
* MORE PROJECTS
* FLATTER STRUCTURE
* MORE SOCIALIZATION
* MULTI-TASKING
* OVERLOADING
* MORE CRITICISM (FLAMING)
REMOTE WORK DANGERS
* EXPLOITATION
* PIECE WORK & SWEAT SHOPS
* MIGRANT WORKERS
* SHIFTING CAPITAL COSTS
* EQUIPMENT
* SPACE
* VIRTUAL WORKERS
* INVISIBLE WORKERS
* DILUTE UNIONS
* EQUIPMENT ADVANTAGES
* CONTRACT EMPLOYEES
REMOTE WORK APPEAL
* FLEX-TIME
* HEAP HOURS
* LESS TRAVEL TIME & COST
* FAMILY INVOLVEMENT
* WORKAHOLIC DREAM/NIGHTMARE
* BETTER QUALITY
* INCREASED CONTROL
REMOTE WORK INDIVIDUAL IMPACTS 1
* LESS SPECIALIZATION
* MORE DIVERSITY
* MORE MOBILITY
* MORE CONTROL
* MORE RESPONSIBILITY
* MORE CONTACTS
* INFORMATION OVERLOAD
REMOTE WORK INDIVIDUAL IMPACTS 2
* TOO MANY ACTIVITIES
* MORE HOURS
* INTENSIVE ESCAPES
* RAPID FIRE PROJECTS
* ADDICTION
* COLLECTING
* JUNKYARDS
* HERMITING
REMOTE WORK MANAGEMENT IMPACTS 1
* LOSS OF CONTROL
* EMOTIONAL DEALINGS
* FACILITATION
* MEASUREMENT OF
* QUALITY
* QUANTITY
* FLUIDITY
* NEGOTIATION
* TRUST & RESPECT
REMOTE WORK MANAGEMENT IMPACTS 2
* EXCEPTION MANAGEMENT
* DELEGATION OF AUTHORITY
* INCREASED ACCOUNTABILITY
* MATRIX MANAGEMENT
* LORE CAPTURE
* CHANGES
* RATIONAL
* TASK SWITCHING
* EXPERT USE
REMOTE WORK MISCONCEPTIONS
* COMMON MISCONCEPTIONS
* LOWER LEVEL WORKERS
* COMPUTERIZED TASKS
* INCREASED SPECIALIZATION
GO TO START
MATERIAL FROM PAPERS View Graphs
* (c) Copyright 1992 Murray Turoff
POSITIONS IN THE INDUSTRY I
* TECHNICISM
* INSTRUMENT OF PROGRESS
* SOLUTIONS CHASING PROBLEMS
* PROMOTION & BELIEF
* CONVERSION OF MASSES
POSITIONS IN THE INDUSTRY II
* PROGRESS INDIVIDUALISM
* FAITH IN PROGRESS
* IMPERFECTIONS IN HUMANS
* REFORMISM & PRAGMATISM
* INFLUENCE SOCIAL CHANGE
* NEAR TERM CONCERNS
POSITIONS IN THE INDUSTRY III
* ELITISM
* EXPERT GUIDANCE
* SOCIAL ENGINEERING
* PLANNED CHANGE
* PROGRESS BY TECHNICAL & SOCIAL INNOVATION
POSITIONS IN THE INDUSTRY IV
* PLURALISM
* INFORMATION AS POWER
* A DEMOCRATIC PROCESS
* ALL CONCERNED PARTIES
* NEED FOR POLICIES
* SOCIAL INFLUENCES TECHNOLOGY
POSITIONS IN THE INDUSTRY V
* DETERMINISM
* NO HUMAN CONTROL OVER
* TECHNOLOGY
* DRIVING FORCE IS TECHNOLOGY
* TOO COMPLEX TO UNDERSTAND
POSITIONS IN THE INDUSTRY VI
* RADICAL CRITICISM
* DEVOLUTIONISM
* NEED FOR COUNTERING
* SOCIAL FORCES
* NEW SOCIAL INSTITUTIONS
INFORMATION SYSTEM WARGAMES 1
* WHO OWNS THE DATA?
* WHO WILL SHARE IT?
* WHO WILL SUPPLY IT?
* WHO GAINS THE BENEFITS?
* WHO GAINS THE COSTS?
INFORMATION SYSTEM WARGAMES 2
* WHAT WILL BE THE "PERCEIVED" IMPACT OF REDISTRIBUTION ON:
* 1. EVALUATION
* 2. INFLUENCE
* 3. AUTHORITY
* 4. COMMUNICATIONS
* INTRODUCTION OF A NEW INFORMATION SYSTEMS:
* "DECLARATION OF WAR"
COUNTERIMPLEMENTATION STRATEGIES 1
* DIVERTING RESOURCES
* EASY MONEY: TAKE RESOURCES
* EASY LIFE: TAKE CHARGE
* PORK BARREL: TAKE PIECE
* DEFLECTING GOALS
* PILE ON: DO IT RIGHT
* KEEP THE PEACE: INVOLVE ALL
* UP FOR GRABS: SHIFT IT AROUND
COUNTERIMPLEMENTATION STRATEGIES 2
* DISSIPATING ENERGIES
* TENACITY: DO IT OVER
* TENACITY: DO IT OVER
* TERRITORY: THAT IS OUR JOB
* NOT OUR PROBLEM: PASS IT
* ODD MAN OUT: DROP OUT AFTER
* REPUTATION: LATEST & SEXIEST
COUNTERIMPLEMENTATION STRATEGIES 3
* CONTRACT FOR CHANGE
* HAVE A FIXER(GODFATHER)
* SEEK OUT RESISTANCE & RESPOND TO IT
* BECOME AN INSIDER
* BUILD CREDIBILITY
* BUILD COALITIONS
* INTRODUCE INCREMENTALLY
* CO-OP USERS EARLY
* SIMPLE THINGS FIRST
* MAKE IT CLEAR
* MAKE IT DEFINITE
OVERCOMING SOCIAL INERTIA
* CHANGE IS DEMAND DRIVEN
* CRISES IS THE MOTHER OF INVENTION
* CHANGE MUST FIND A PLACE IN ORGANIZATION
* BENEFITS TO UNITS IN ORGANIZATION
* CHANGE MUST BE PERCEIVED
* INSTITUTIONALIZE IN PLANNING PROCESS
I.S. INTRODUCTION 1
* WHO OWNS THE DATE?
* WHO WILL SHARE IT?
* WHAT WILL BE REDISTRIBUTION OF:
* EVALUATION
* COMMUNICATIONS
* INFLUENCE
* AUTHORITY
* WHO GAINS THE BENEFITS?
* WHO GAINS THE COSTS?
I.S. INTRODUCTION 2
* WHO WANTS SYSTEM?
* WHO MUST CARE AND FEED SYSTEM?
* HOW LONG TILL BENEFITS?
* HOW MUCH NEGATIVE CASH FLOW?
* DEFINITION OF "RUNNAWAY"
* WHAT BENEFITS DIRECT OR INTANGIBLE?
* WHAT COSTS ARE MEASURABLE AND WHAT ARE NOT?
GO TO START
MISCELLANEOUS View Graphs
* (c) Copyright 1992 Murray Turoff
MANAGEMENT ALTERNATIVES
* DEAD END INVESTMENTS IN HARDWARE OR MODULAR SYSTEMS DEVELOPMENT
* ASSEMBLY LINE OR JOB ENRICHMENT?
* HIDDEN COST OR REALISTIC LIFE CYCLE COSTS?
* ORGANIZATIONAL DINOSAUR OR BEYOND CENTRALIZATION/DECENTRALIZATION?
* INVASION OF NEW TECHNOLOGY OR SOCIOTECHNICAL DESIGN?
* OCCUPATIONAL OBSOLESCENCE OR NEW CONCEPTS OF WORK AND JOB?
PRIVACY & SECURITY
* TECHNOLOGY STILL EXPENSIVE
* INTERNAL ABUSE VERY POSSIBLE
* E.G., PERSONAL RECORDS
* HACKERS NOT THE PROBLEM
* KEY IS:
* MANAGEMENT ATMOSPHERE
* EMPLOYEE ATTITUDE
* ADEQUATE TRACKING
* REASONABLE PRECAUTIONS
PRIVACY AND SECURITY
* PRIVACY EMPHASIZES DATA CONFIDENTIALITY
* SECURITY ENTAILS PROTECTIVE MEASURES
* OVERLAPPING AREA:
* THE PROTECTION OF AN INDIVIDUAL AGAINST IMPROPER COLLECTION AND DISSEMINATION OF DATA(PRIVACY)
* THE PROTECTION OF DATA AGAINST ITS USE BY UNAUTHORIZED PERSONS (SECURITY)
PRIVACY: DATA CONFIDENTIALITY
* 1. THE CLAIM OF INDIVIDUALS, GROUPS OR INSTITUTIONS TO DETERMINE FOR THEMSELVES WHEN, HOW , AND TO WHAT EXTENT DATA ABOUT THEM ARE COMMUNICATED TO OR USED BY OTHERS;
* 2. THE PROTECTION OF AN INDIVIDUAL AGAINST HARM OR DAMAGE AS A RESULT OF THE OPERATION OF A RECORD SYSTEM; AND
* 3. THE PROTECTION OF AN INDIVIDUAL (OR CLASS OF INDIVIDUALS) AGAINST UNWELCOME, UNFAIR, IMPROPER, OR EXCESSIVE COLLECTION OR DISSEMINATION OF DATA ABOUT THAT PERSON
SECURITY: PROTECTIVE MEASURES
* 1. PROTECT A COMPUTER BASED SYSTEM INCLUDING ITS PHYSICAL HARDWARE, PERSONNEL, AND DATA AGAINST DELIBERATE OR ACCIDENTAL DAMAGE FROM A DEFINED THREAT;
* 2. PROTECT THE SYSTEM AGAINST DENIAL-OF-USER BY ITS RIGHTFUL OWNERS; AND
* 3. PROTECT DATA AND/OR PROGRAMS AND/OR SYSTEM PRIVILEGES AGAINST DIVULGENCE TO OR USE BY UNAUTHORIZED PERSONS
SECURITY and PRIVACY: OVERLAPPING AREA
* 1. THE PROTECTION OF AN INDIVIDUAL AGAINST IMPROPER COLLECTION AND DISSEMINATION OF DATA (PRIVACY: #3).
* 2. THE PROTECTION OF DATA AGAINST ITS USE BY UNAUTHORIZED PERSONS (SECURITY: #3)
PEOPLE REACTIONS TO INTERFACES
* FISHBOWL
* PEEPHOLE
* BULLY
* CONCRETE
* CLUTTER
* COMPUTER ANGST
* PEOPLE ANGST
* RORSCHACH BLOT
* HELPER, ACCOMPLICE, FOE, EVALUATOR, TUTOR, TASK MASTER
USER FRIENDLY
* PROPER FUNCTIONALITY
* COGNITIVE MATCH
* INTERFACE ADAPTABILITY
* SYSTEM RELIABILITY
* REASONABLE COST
* HUMAN FACTORS
* TIME TO LEARN
* RESPONSIVENESS
* ERROR HANDLING
* USER SATISFACTION
* ADAPTABILITY
REASONS FOR INTERACTIVE SYSTEMS
* OPEN ENDED TASKS
* COGNITIVE VARIABILITY
* INCREMENTAL APPROACHES
* TIME CRITICALITY
* NON-PREDICTABILITY
* NOT POSSIBLE BEFORE
* REDUCED EFFORT
* IMPROVED QUALITY
PHASES OF USER EVOLUTION
* UNCERTAINTY
* INSIGHT
* INCORPORATION
* SATURATION
NEW SYSTEM TECHNOLOGIES
* NETWORKING
* COLLABORATIVE SYSTEMS
* EXPERT SYSTEMS
* MODELING AND SIMULATION
* DISTRIBUTED SYSTEMS
* HYPERTEXT
* USER GENERATED SYSTEMS
* OBJECT ORIENTED SYSTEMS
* SEMANTIC DATA SYSTEMS
MICROS & WORKSTATIONS 1
* FIRST GENERATION (8 BIT)
* PERSONAL TOOLS
* INDIVIDUAL PROGRAMS
* PROGRAMMING SKILLS
* SECOND GENERATION (16 & 32 BITS)
* INTEGRATED SYSTEMS
* LOCAL AREA NETWORKS
* GRAPHICS
* INTERFACE CONCERN
MICROS & WORKSTATIONS 2
* THIRD GENERATION
* MULTIMEDIA
* COMMUNICATIONS
* USER GENERATED APPLICATIONS
* DISTRIBUTED PROCESSING
* STANDARDS
APPLICATION WORKSTATIONS
* PROGRAMMERS WORKBENCH
* WRITERS WORKBENCH
* COMPUTER AIDED DESIGN
* COMPUTER AIDED MANUFACTURING
* DECISION SUPPORT TOOLBOXES
* EXECUTIVE WORKSTATION
* MANAGERIAL WORKSTATION
* ADMINISTRATIVE WORKSTATION
* SECRETARIAL WORKSTATION
* CLERICAL WORKSTATION
CENTRALIZATION
* PROFESSIONAL CONTROL
* EXPERT USE
* COMPLEX OPERATIONS
* REDUCED:
* HARDWARE COSTS
* EXPERT COSTS
* DEVELOPMENT COSTS
* STAFF SPECIALIZATION
* NARROW CENTRAL CONTROL
DECENTRALIZATION
* USER CONTROL
* USER RESPONSIVENESS
* SIMPLER OPERATION
* REDUCED:
* USER COSTS
* COMMUNICATION COSTS
* DATA QUALITY COSTS
* STAFF GENERALIZATION
* BROAD LATERAL CONTROL
SYSTEM DEVELOPMENT FACTORS 1
* TYPE OF ORGANIZATION
* GOVERNMENT, MILITARY, ACADEMIC, COMMERCIAL, INDUSTRIAL
* STYLE AND AGE OF ORGANIZATION
* OLD, NEW, CHARISMATIC, BUREAUCRATIC
* TYPE OF ACTIVITY
* INSURANCE, BANKING, MANUFACTURING, RETAILING, LOCAL GOVERNMENT, PUBLIC UTILITY
SYSTEM DEVELOPMENT FACTORS 2
* PROJECTS:
* TIME SCALE
* NUMBER OF PROJECTS
* COMPLEXITY OF PROJECTS
* RATE OF CHANGE
* TYPE OF CHANGE
* TYPE OF SYSTEMS
SYSTEM DEVELOPMENT FACTORS 3
* PEOPLE:
* APTITUDE AND ATTITUDE
* STAFF TURNOVER
* INDUSTRIAL RELATIONS
* CLIMATE
* AVAILABILITY
SYSTEM DEVELOPMENT FACTORS 4
* MANAGEMENT:
* PHILOSOPHY AND QUALITY
* PLANNING CYCLE
* DEGREE OF CENTRALIZATION
* STYLE
* CLIMATE (FREEDOM OF ACTION)
SYSTEM DEVELOPMENT FACTORS 5
* ORGANIZATION:
* RIGIDITY
* SIZE AND COMPLEXITY
* RATE OF CHANGE
* LEVELS IN HIERARCHY
* SPAN OF CONTROL
* PHYSICAL
* LOCATION
* SPREAD OF LOCATIONS
* WORKING LOCATION
* NATIONAL CHARACTERISTICS
MANAGEMENT FACTORS
* SYSTEM ECONOMICS
* MANAGEMENT PLANNING SUPPORT
* MANAGEMENT MONITORING SUPPORT
* MANAGEMENT CONTROL SUPPORT
* POSITIVE PERSONAL I.D.
* IMPACT ON ORGANIZATION
* IMPACT ON PACE OF CHANGE
PEOPLE FACTORS
* ANTHROPOMETRICS
* FATIGUE
* ADAPTATION
* ISOLATION/SOCIALIZATION
* JOB ENRICHMENT/JOB CONTENT CHANGE
* PRIVACY
* PACE OF INFORMATION FLOW
PROCESSING FACTORS
* WORD PROCESSING
* GRAPHICS
* CALCULATION AND COMPUTATION
* REMOTE PROCESSOR LINKS
* LOCAL APPLICATIONS
* ARCHIVAL FILING AND RETRIEVAL
* RELIABILITY AND BACK-UP
* MEDIA CONVERSION
* DATA SECURITY AND CONFIDENTIALITY
* SOFTWARE UPDATES AND MAINTENANCE
COMMUNICATION FACTORS
* CHANNEL AND SWITCH LOADING
* DATA TRANSMISSION PROTOCOLS
* CODE SELECTION
* TEXT FILE TRANSMISSION PROTOCOLS
* DATA COMPRESSION
* DIRECTORY MAINTENANCE
* LINE SECURITY
* LOCAL BANDWIDTH
ENVIRONMENT FACTORS
* SPACE PLANNING
* AESTHETICS
* ACCESS TO ELECTRONICS FOR MAINTENANCE
* SYSTEM POWER AVAILABILITY/CONSUMPTION
* POWER PROTECTION
* HEAT DISSIPATION
* NOISE CONTROL
* PHYSICAL SECURITY
* CABLING
* PERSON MACHINE INTERFACE
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