Showing papers in "Industrial Management and Data Systems in 1985"

Managerial Decision Making:Japan vs. the US

Abstract: The major reason for the success of Japanese decision making is the understanding, acceptance and support of techniques by managers and employees, the various stages of the decision‐making process being utilised, alongside the unofficial politics, in direction, subtlety and patience which are intrinsic to the consensual decision process. By contrast US managers register scepticism and suspicion towards participative decision processes; when such a process is used it is primarily for the purpose of improving decision quality, as against the Japanese aim to achieve unanimous consent (not approval). The Japanese process allows decision implementation with little conflict; however the prerequisites for this form of participation may be largely unfilled in other cultures' work places.

The Process of Motivation

Abstract: Individuals have a variety of changing, often conflicting, needs and expectations which they need to satisfy in a number of different ways, and individuals' particular situations have a direct bearing on motivation. The work of Porter and Lawler considers the relationship between motivation, satisfaction and performance as separate variables, in terms of the expectancy/valence theory (people being influenced by the expected result of their actions and the valence, anticipated satisfaction, deriving from this). Managers and supervisors need to give attention to the appropriateness of rewards in terms of individual performance, establish clear relationships between effort, performance and rewards, and clearly establish procedures for evaluating individual levels of performance.

Computers in Personnel: Slow Progress

Abstract: There is not much evidence of a computer‐led revolution in personnel management. An ongoing survey of the uses to which computers are put in 350 establishments suggests a generally superficial take‐up of computer applications, with more being done to take over previous clerical operations than to sharpen the personnel contribution to management decision making and action. It appears that computer scope is not being utilised in the personnel function because many people are fearful of what computerisation could do to the essence of the personnel role; the recession has diverted energies into the problems created by redundancies and training needs; and because in many organisations there appears to be a pecking order for computerisation, with financial and stock control and invoice processing taking precedence. A final point established is that only 70 per cent of establishments using computers in the personnel area allow employees to see their own records, despite the provisions of the 1984 Act.

Management Tools—Project Planning Procedures

Abstract: In order that a manager ensures the smooth running of all project activities through to a successful conclusion he must use the manpower at his disposal to best effect, commit the financial resources available economically, and meet the necessary time deadlines. This requires a significant effort in planning, the typical plan elements comprising project purpose (objectives); job scope; basis of feasibility; division of responsibilities; responsible personnel; organisation chart; financing arrangements; agreements (contracts); schedule (programme); administrative plans; cost/progress reports/controls; legal, planning and insurance; and implementation of construction.

The Flexible Manufacturing Mission—Some Implications for Management

Abstract: Flexible manufacturing can be understood and managed even by non‐technological senior management provided they are involved in agreeing market parameters, technological flexibility needs, quality, cost and delivery performances. Abdicating the responsibility of technological decisions to lower levels of management is to be avoided. Companies aiming to satisfy customer needs by rapid response, through having a flexible manufacturing system which integrates market and financial requirements with effective production, will compete in the future. A development path extending three to ten years into the future is required, to integrate flexible manufacturing into an effective element of corporate strategy.

Electricity — The Future

Abstract: The electrical industry must continue to play a positive role in industrial markets irrespective of whether general economic conditions are good or bad. The most economic coal prices will need to be sought, adjustments to the changing social/economic conditions made so as to keep pace with the market, the marketing of electricity's technical benefits pursued vigorously and research and development into newly emerging areas (such as low‐energy housing) continued. Over the coming 20 years the aim should be to exploit opportunities presented by increases in the general level of economic activity, to look for openings for improved electricity sales and encourage development of sales opportunities in the new technologies.

Helping Women become the “Best Man for the Job”

Abstract: The impact of video‐based distance learning technology will give women who are currently prevented from studying by time, money or geographical considerations, the chance to undergo further training and progress up the management ladder, an opportunity to reverse the trend that allows management still to be seen as a masculine role Henley Management College (in conjunction with Brunei University) offers a two‐ to four‐year distance learning MSc, in addition to its full‐time courses, having the aim of training women managers and getting them into positions of seniority (Article includes a listing of opportunities for women in management education)

Computers—Step Carefully through the Minefield:

Abstract: In buying computers the businessman should adopt the same hard‐nosed techniques he would apply to any other purchase, not allowing computer mystique or a sense of his own ignorance in this field to prevail. Four main stepping‐stones can be identified in the buying process: definition of requirement (based on business needs); selection process (matching criteria agreed against tenders submitted); the contract (guarding against one‐sidedness and ensuring that the suppliers are prepared to guarantee their equipment capable of doing the job it is being purchased for); and user disciplines (acknowledging that computers both demand and impose disciplines, from maintenance through to security). A computer buyer who cannot find the time, confidence or ability to adopt this four‐stage process should seek advice, bearing in mind that consultants frequently have a product to sell, too. (First part of a three‐part article).

Evolution of Resource Management in the IT Industry

Abstract: Information technology is one of the most fluid industries of our time. F International's positive approach to resource management evolves from the company's determination to survive in the highly competitive computer services sector of that industry. Founded in 1982 with the underlying aim of providing work opportunities for those who choose not to work in a conventional office environment, it is now a leading computer consultancy and software house. The vast majority of the workforce are self‐employed, working from home for a flexible number of hours, based on a minimum availability (whilst working on a project) of 20 hours a week. The disparate workforce is divided into eight regions throughout the UK, each region's management team being headed by a regional manager and including a regional personnel and training manager. Training requirements are established from information gained on actual project work, as well as being tailored to meet individual career aspirations, and training is carried out via distance learning, internal day courses and external courses.

Computers — A Tragedy of Errors: Part Three

Abstract: The successful use of the computer as a business tool depends on the adaptation of sensible business procedures. A plan should be formulated covering purchase and installation of equipment implemented by one person (a project manager, perhaps) who also ensures that adequate training in the equipment's use is provided for managers, supervisors and operators. Someone must also be made responsible for disk copying, paper flow and routine documentation. The organisation that plans and monitors computer‐related tasks and achievements, and delegates and trains users, will reap the rewards of successful system installation. (Third part of a three‐part article).

Computers — Hard Buy for Software:: Part Two

Abstract: Preparatory to software purchases it is useful for the business to make out a document outlining the initial definition and agreement of what the computer is to be used for, examining all possible uses for the computer over a period of time and sorting these by priority into a phased project plan. Based on these requirements a tender may be produced and a choice made, bearing in mind that a programming facility or basic package may only be taken for granted as tried or tested at considerable risk. Any contract should include a supplier's statement that the software supplied is well suited to the purchaser's business requirements; a provision that the majority of payment be made on a results basis; and provision for software maintenance. The Association of Professional Computer Consultants (ACC) is preparing a listing of contractual issues to be considered, especially by first‐time users. (Second part of a three‐part article).

Expert Systems in a Managerial Context

Abstract: At present, there is a wide range of expert systems reported as working or under development, with the number and scope increasing rapidly. They have been under development for a number of years, both as an academic study within the general area of artificial intelligence and in the industrial/medical fields. The recent increased body of experiments and working systems is due at least partly to the development of purpose‐ specific computer programming languages such as Prolog and Lisp and commercially available packages called expert system shells. Whereas traditional computer software is designed to handle data and computation, the new expert system software tools are intended to handle deductive logic in the form of rules and relations between knowledge elements. Systems can be developed in‐house or alternatively a specialist consultant can undertake this work on their client's behalf. Expert systems specifically designed for helping managers are not common at present but there is a group of management advisory expert systems available from PPL. Similar management advisory systems will become more common particularly in view of the increasing availability and use of microcomputers at all levels of management.

Credit Control — A Survey

Abstract: The success of a credit system, in terms of both effectiveness and cost, is largely determined by policy established within the company. Too conservative a policy will entail high opportunity cost through loss of business, but too liberal a policy results in the cost of tying up funds in debtors and the increased possibility of bad debts. A survey investigating building merchants' practices in Wales (1984), conducted by questionnaire, reflects some variety in approaching the provision of trade credit, but a relatively high degree of uniformity and lack of sophistication in monitoring systems. Producing statistical indicators of performance from a computer, ceasing to grant credit, or using external services such as credit insurance and factoring, are options which do not seem to have been fully explored.

Organising Computer-based Information Systems Resources*

Abstract: There are two major organisational issues to be resolved with computer‐based information systems (CBIS): who is to be responsible for CBIS, and how is the systems function itself to be organised? The practical implementation of an internal reorganisation of the systems function within International Distillers and Vintners (UK) Ltd delineates several alternatives: board responsibility for CBIS; centralisation/ decentralisation; and increased span of control of the systems department. In the short term, it is considered that some form of specialist knowledge will be required to provide CBIS within this company.

The Electronic Cottage — Haven or Nightmare?

Abstract: Changing work patterns and the development of new technology (principally microcomputers being connected through the telephone network) the way is clear to the “telecommuting” era in which information travels (via coaxial and fibre optic cables) to the workforce, rather than the workforce undertaking the commuting. Only limited categories of people are working in this way at present; data from interviews with 78 female computer programmers/analysts working from terminals at home in 1981/2 reveals a difficulty for women in this position in that working at home may be considered a hobby when combined with caring for young children. It has been said that for most people working at home means “… appalling wages, insecurity and health hazards”. Though there is nothing in the technology itself which is inherently exploitative or oppressive, neither will it automatically reduce drudgery or caring about greater prosperity for all.

Management Development in a Shrinking/Contracting Organisation

Abstract: Management development in a contracting environment demands a difference in emphasis from that of a growing environment. The most fundamental aspect, which indeed characterises much of management development, is in terms of changing attitudes. A research study of 102 middle and junior managers in five large manufacturing companies reveals that there may be a need for some management development advisers to take a second look at how they advocate and perceive management development within a contracting environment. All organisations have political attributes, and the problem, for both the organisation and the individual, is when political activity becomes an end in itself. There may be a strong case for making managers more aware of political behaviour and how to counteract it. Opportunities to discuss and explore problems in a non‐threatening environment may not be a novel or complete solution, but may provide an effective starting point to develop managers in a contracting organisation.