Herman P. Hoplin
ABSTRACT
This paper addresses a seemingly irreversible trend that no longer can attention be focused on hardware or even on software—it must be focused on people. This trend reversal or new trend is running particularly strong in management information systems (MIS) where service rendered to people (users) is now the order of the day. It recognizes that good management depends on both technology and the human side of management, but that more often than not the technology “cart” is put before the human services “horse.”
Considering the rapid development in both the computer and information systems fields, major managerial considerations arise in managing and controlling change and in recognizing the kernels of knowledge needed for the manager to manage effectively. These considerations include the transition needed when the technician who identifies himself with the “tools of the trade” becomes a manager who must provide services to a larger community.
Unfortunately, systems fail even when imbued with advancements in technology if the management of the system does not recognize human needs which are sometimes measured in terms of both user and manager requirements. Technologies and tools are only effective if properly implemented by “people.”
The concepts in this paper are based partially on extended study in organizational behavior to include motivation and recent research including a 1986 survey of the Measurement of Computer System/Information System Productivity Performance.
Provision must be made for human progress in organizations. Without this, the management and performance evaluation of systems is likely to show some bleak results. This paper offers some practical ideas on how to avoid this and perhaps gives a glimmer of how much better computer systems can be with a dash of human factors.
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