Impact of Conputerization
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As improbable as it may seem, in early 1991 some people continued to question the long term value of computerization in business and government organizational operations. In most instances, such people were those who (1) feared the loss of jobs, as a consequence of computerization, (2) had not, as a consequence of their age, receive computer training in school, and feared that they would be left behind in the organizational march toward computerization, (3) had not, as a consequence of their own sloth or indifference, received computer training in school, and feared that they, too, would be left behind in the organizational march toward computerization, or (4) as members of the flat earth society, rued the fact that automobiles had replaced horses in the transportation system, with a consequent loss of jobs for skilled horseshoers.The value of computerization in the contexts of efficiency and effectiveness had been proven in organizations of all sizes (Seilheimer, 1988). In the early 1990s, one could confidently predict that organizations of the future (of all sizes) would rely more heavily on computers, as opposed to turning away from the technology (Moad, 1988). Being able to make such a prediction with confidence, however, was not the same thing as stating that no problems existed with respect to the application of computer technology in organizations, or that such applications would not result in long term changes in the ways in which organizations
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which (1) were not well accepted in the fields for which they are designed, or (2) did not perform at the desired levels of proficiency, when they were accepted in their fields.
Recent research has indicated that software engineering program management (SEPM), in general, is made both more efficient and more effective, when user concerns are incorporated into the developmental process (Scacchi, 1984). User concerns vary from fears of professional devaluation to fears of poor performance, and from conflicting demands to resource allocations.
The thrust of this situation is not that user concerns should preempt systems engineering concerns in the development of expert systems. Rather, the thrust of this situation is that the development process for expert systems can be improved through the incorporation of user concerns into the process. The problem for expert systems developers in this context is the determination of how user concerns should be incorporated into the developmental process. One example of an expert system is a software program which: (1) incorporates expert medical judgement criteria pertaining to a variety of illnesses; (2) permits the user (medical professional) to input specific patient symptoms; a
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Keys Bell, Barr Feigenbaum, Heilbronner Thurow, Third Wave, King Kraemer, Ulvila Brown, , Haskins Nanni, Shapiro Shapiro, LITERATURE Literature, middle management, middle manager, computer technology, expert systems, function middle, middle managers, user concerns, function middle manager, senior management, development expert, effect size, development expert systems, middle management ranks, application computer technology, middle manager perceived,
Approximate Word count = 5848
Approximate Pages = 23 (250 words per page)
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