The analysis, design, and implementation of information systems (3rd ed.)
The analysis, design, and implementation of information systems (3rd ed.)
Office automation: a social and organizational perspective
Office automation: a social and organizational perspective
1985 Opinion survey of MIS managers: Key issues
MIS Quarterly
Managers, micros and mainframes: an introduction
Managers, micros and mainframes: integrating systems for end-users
The user of formal mechanisms for linking the information systems function with
Managers, micros and mainframes: integrating systems for end-users
End-user computing: impact on education and organizational development
Managers, micros and mainframes: integrating systems for end-users
Managing the work station environment
Journal of Systems Management
Defining the boundaries of computing across complex organizations
Critical issues in information systems research
Implementing desktop computing, infrastructure, and quality of worklife
ICIS '89 Proceedings of the tenth international conference on Information Systems
Information systems, social transformations, and quality of life
CQL '90 Proceedings of the conference on Computers and the quality of life
Computing at work: empowering action by “low-level users”
Communications of the ACM
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Much of the literature about the management of computing has focused on the role of computing professionals and upper level managers. We are interested in the managers of groups which use computing to support their work, for whom computer use and computing management are only adjuncts to other duties. Even when managers do not personally have high levels of computing skills or even interest in computing, they must manage the use of computing in their workplaces and provide informal continuing support for employees' use of computers. In this paper, we describe two work groups in which different management styles have shaped the integration of new computing systems. We find that the way in which these managers approach computing problems is substantially similar to their approach to non-computing aspects of the workplace. We also find the effects of the manager's approach to be more subtle and complex than “user involvement” studies have indicated. We found that managers of more dynamic computerization projects involve their subordinates in the design of work, not just the design of systems. And they help build the infrastructure of their work groups, as well as an infrastructure for computing.