ther make decisions nor lead" (Drucker, 1988, p. 46). Drucker (1988, p. 47) added that:
Information based organizations need central operating work such as legal counsel, public relations, and labor relations as much as ever. But the need for service staffs that is, for people, without operating responsibilities who only advise, counsel, or coordinate shrinks drastically. In its central management, the information based organization needs few, if any, specialists . . . . Traditional departments will serve as guardians of standards, as centers 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 organization can perform such tasks as effectively and more efficiently, an organization finds itself in the position where downsizing is a feasible strategic option.
The contention is that computer technology eliminates the need for the middle manager, both as a transmitter of information and as a processor and interpreter of information. The implication is that the middle management function will no longer be req...