Computer Systems for Human Systems by Ada Demb (Auth.)

By Ada Demb (Auth.)

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69) Each of these activities carried out by different levels of management^ requires information of differing degrees of detail at varying frequencies. Detailed in­ formation, for example, could be provided as quickly as possible to a foreman; slightly less-detailed information on a regular basis, perhaps to weekly or monthly intervals, to a local manager; and finally, aggregated, analytic information, to top management on a request basis or perhaps, at quarterly intervals. Gorry and Scott Morton concluded that there was therefore no reason to insist on the develop­ ment of complex, organization-wide integrated information systems which automat­ ically fed increasingly aggregated information to various levels of management—a view of the "ultimate" in information systems which was popular at that time.

Supported this conclusion. Without corrupting his science, the management scientist must be prepared to forego elegance, to adjust his technique to the problem rather than searching for problems that fit the technique. Management science must become once again the application of basic analysis—clear, systematic thinking with a reliance on explicit data—to the problems of management. (Mintzberg, 1973, p. 196) These researchers reflect the continuing conflict between man and machine: the impetus to develop the most elegant and sophisticated technical system versus the ability of man to utilize the capability of the machine.

The economic benefits were offset, however, by the fact that the overall cost of the facility increased. Thus, while the existing work load was processed more efficiently and hence more economically ... the efficiency simply opened up additional capacities to be used for other applications. The economics of scale will never be realized if such newly created excess capacity is not used wisely. the true economics of scale come from consolidating the work loads of smaller computers onto larger, more efficient machines.

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