ters for training and the assignment of specialists; they won't be where the work gets done. That will happen largely in task focused teams.
Drucker (1988, p. 51) saw these trends manifesting themselves in a heavy reliance on task force teams. He also envisioned the potential for the development of what he called a two headed monster organizational structure a specialist structure, and a task force leader structure, each with equal authority (Drucker, 1988, p. 51). Nevertheless, he contended that "we are entering a . . . period of change: the shift from the command and control organization, the organization of departments and divisions, to the information based organization, the organization of knowledge specialists" (Drucker, 1988, p. 53).
An important implication of the information organization or learning organization concept is the reduced need for vast numbers of middle managers to gather, process, and assess information. If the information systems function of an
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