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Issues &Observations 5 - -

1985 will be part of some kind of network. Through “phone-line” networking, per- sonal computer users may easily tie into an IMPRINTS - . ~

ever-growing array of on-line information providers. A Business Week article (January

Micro Mediated Management EH. Freeman Librarian

Computerworld, a news tabloid devoted primarily to trends and products for large centralized data processing systems, emblazoned a recent article with the headline “Personal computing in big busi- ness: No turning back.” The gist of author Jeffry Beeler’s comments was a warning to data processing (DP) managers that when personal computers invade their organiza- tion, they’d better get ou t of their DP clois. ters and take note. “Once operations people overcome their initial reservations about owning and operating their own computing resources -once they take the microcomputer plunge - they seldom want or are able to return to DP business as usual” (Beeler, 1983).

More and more microcomputers are popping up in corporate offices as man- agers are discovering that one does not have to be an electronic whiz to reap bene- fits from a personal computer. Supporting this popularization of the microcomputer is easier-to-use software that allows the manager to switch rapidly from one task to another. These new programs for per- sonal computers have been tagged “inte- grated software” because they put together several single-job programs into one utili- tarian package. One new product com- bines the features of modeling, graphics, and word processing, and even allows all three functions to be displayed simulta- neously in separate “windows” on the dis- play screen.

Networking is another new feature that is making microcomputers more attractive to business users. Local area networks, where a number of micros are per- manently linked to share computing power and peripheral equipment, are be- ing developed by a number of companies. A consulting company has estimated that 60 percent of all computers installed by

17, 1983) describes this trend and briefly compares some of the services. Dow Jones NewsIRetrieval leads the pack with 60,000 subscribers. The Source and CompuServe are two other major services; starting with a subscriber group of home computerists, they are now actively wooing business ex- ecutives with new information files and better service. One of the more interesting developments of the last few months has been the decision by two of the largest in- formation suppliers, Dialog Information Services and Bibliographic Retrieval Serv- ices, to open the doors of their immense information resources to personal com- puter owners. By reducing rates during non-prime hours and simplifying search procedures, they have made literally hun- dreds of subject data bases accessible to in- dividuals, at the office or in the home.

For those who have acquired a basic proficiency on the microcomputer, a per- sonal data-base management system (DBMS) is the next step up in managing and retrieving information. Essentially a DBMS lets you gather related but unor- ganized pieces of information, quickly find specific facts or combinations of facts within this large pool of data, rearrange what you’ve found any way you choose, and then produce summary reports. Set- ting up DBMS’s has typically been the job of a centralized data processing unit, but the increased speed and storage capacity of today’s microcomputers make a personal- ized data-base management system practical.

eting consumer demand, microcomputer companies are blooming now like Chair- man Mao’s Hundred Flowers. Most will just as quickly wilt. A Business Week article (November 22,1982) warns of “the com- ing shakeout in personal computers,” where market experts predict that of the 150 companies now elbowing each other for a market share, less than ten will sur- vive more than a few years. To make mat- ters worse, there is an even greater outpouring of marginally useful and downright unfriendly computer programs. I t is easy to get intimidated by the variety and sheer numbers, and in desperation pick a computer and software in response to a salesperson’s hawking. Moreover, if

Some cautions: In the face of skyrock-

you get one brand and the manager doivn the hall gets another, you may have a problem if you later try to share your com- puters in a local area network.

There are ways of making some sense out of the confusion in the current micro- computer marketplace. Talking to per- sonal computer buffs and doing some background reading are good ways to hack cleanly through advertising puffery and the hype you face when going com- puter shopping. Rodnay Zaks’ Your First Computer is one of several introductory guidebooks for the uninitiated. Although somewhat dated (it was published way back in 1980), its explanation of micro- computers and advice on picking the equipment you need will save you money and perhaps grief. Magazines like Personal Computing and Creatieie Computing regu- larly have articles for the beginning computerist.

puter and which extras to buy, there are some less tangible problems that emerge when you and your colleagues decide to automate your offices. Shoshana Zuboff (1982) notes that “When information technology reorganizes a job, it fundamen- tally alters the individual’s relation to the task.” It puts one yet another step away from physical contact with the task or in- teraction with another person. When computers begin to mediate jobs, both horizontal and vertical relationships may be subtly altered, and thesocial contacts that infuse work with vitality may recede when a computer terminal becomes a manager’s focus of attention. Organiza- tional life changes when new information technologies come on the scene. What is perceived b y one manager as slick effi- ciency and order is, to his coworker, merely regimentation of the workplace.

The computer, whether a million-dollar mainframe or briefcase micro, will be used most effectively only as we understand the differences between the human brain and the silicon chip. Jeremy Campbell, in an excellent book called Grammatical Man: Information, Entrophy, Language and Life, states that “ ... the more ingeniously scien- tists try to devise programs to build aspects of the brain’s peculiar mental strategies into the software of their machines, the more glaring and remarkable the dissimi- larities seem” (Campbell, 1982, p. 199). Paradoxically, artificial intelligence resear- chers have been more successful of late partly because they have begun to appreci-

Aside from the problem of which com-

ate these differences. Those personal com- puter users who have this same appreciation will likely be the ones to put their new information tools to the best Use.

References

Beela, J. Personal computing in big business: No turning back. Cornpunworld, December 27,1982/January 3,1983, pp. 21-24.

A budding mass market for data bases. Business Wek, January 17,1983, pp. 128; 131.

Campbell, J. Grmnmatical mrm: Infanation, entroghy, Lmgwagc und l i fc . New York: Simon and Schuster, 1982.

The coming shakeout in personal computers. Business Wek, November 22,1982, pp. 72-83.

Zaks, R. Ymrjirstcompucer: Aguide r o i n u i ~ s ~ and p ~ d computing. Berkeley: Sybex, 1980.

Zuboff, S. New worlds of computer mediated work. Haniard Business Review, September-October, 1982, pp. 142- 152.

Leadership or Management? David I? Campbell, Ph.D. Smith Richardson Senior Fellow

He leaned forward - a tall, handsome man - and, from across the coffee table in his huge office suite, fixed me with an engaging smile, warm eyes, and a strong voice. He was personally charismatic, in a powerful administrative post, with a Ph.D. in physics, I knew he had to be intellec- tually bright. Consequently, I winced when he said, “Tell me, Doctor, you’re the expert. What’s the difference between leadership and management?”

Ah, God, I thought to myself, I’ve been through this conversation about 8 zillion times. The fact that he asked the question

means that he holds a strong opinion on the issue - and it probably boils down to the belief that leadership is somehow mys- tical, involving style and tone and white knights on horses while management, in contrast, is something created by bureau- cracies demanding accountable, cost- effective solutions to humdrum problems.

“Well, there’s not much difference,” I said casually, knowing it was going to zing him. “You can play word games if you’d like, and define leadership as something that involves setting the organizational goals and management as something that involves carrying them out, but when it comes down to the actual behavior neces- sary to be either a good leader or a good manager, I think it is mostly the same - at least overlapping: If you can’t manage, you can’t lead, and if you can’t lead, you can’t manage.”

He smiled; he had me. He said, “I’ve known lots of people who

were good leaders but not good managers, and lots of managers who were incapable of leadership - they just pushed papers.”

“Could be. I just see it differently. The good leaders I have known lasted only a short time in organizations unless they were willing to do the staff work, to get in- volved in the budgeting process, to worry about the appraisal and feedback systems, to do the behind-the-scene politicking that it takes to build an institution. When you look at the John Woodens and Alfred I? Sloans and George Marshalls of the world, men who have built enduring en- terprises, you find a great deal of attention to efficiency and detail. In contrast, the charismatic leader without a management orientation is characterized by the DeLoreans of the world, comets without substance. There’s heat and light and deli- ciously active excitement for awhile, but it goes away when the immediate crisis and media exposure fades. What lasting contri- bution to world peace has been made by the Pattons and LeMays? They were con- sidered by many to be outstanding leaders, but did their actions truly leave the world safer for their grandchildren, or do we still have to go through round after round of people like that proving they can inspire men to pound hell out of each other?”

He was, of course not convinced, and we wandered on, in a pleasant sparring mode, over conversational ground that both of us were familiar with. Questions

and replies had an easy, effortless flow, and we both thought each other to be bril- liant, though misguided.

Leadership, I’m convinced, is recognized by m a t people only when there is a highly visible crisis, or when there is some easily defined technological breakthrough. Without a publicly visible event, without a televisable happening, there is no leader- ship. Which doesn’t mean that good things don’t happen. People still manage resources wisely, reward excellence appro- priately, communicate with the necessary networks - in general do all of the things called for by good management principles, including, incidentally, planning for the future in ways that prevent crises, thereby eliminating the need for flamboyant, crisis-oriented leadership. But such actions produce few victories, press conferences, or parades.

is usually credited in the public’s mind as the man who eradicated polio, and he is thus generally Seen as a “leader”; he has a massive reputation, deservedly so. Yet the eradication of other diseases - measles, for example - follows almost exactly the same pattern as does polio, but no “1eader”’is credited with those achieve- ments. Measles has been managed out of existence by a whole collection of dedi- cated professionals, but it was manage- ment, not leadership. While the desirable outcome was the same, there is no one for the pedestal.

I find it paradoxical that in a society cry- ing out for leadership, the following quote is widely circulated, with a lot of affirma- tive head-nodding when it is read:

A case in point: Jonas Salk, the scientist,

A leader is b a r when People barely know that he exists. Ofa good leader, who tnlk little, When hk work is done, his aim

They will say, ‘We did this ourselwes.’ Lao Tse

Most of us want to be led that way, that is: “Give me the resources and then leave me alone,” but it is hard to imagine that approach ever being recognized as leader- ship. It would be tm dull.

bly be restricted to wars, diseases, reces- sions, strikes, riots, artistic productions, and championship games. In contrast, it will be management that takes out the gar- bage, educates the children, distributes the

fulfilled,

The concept of leadership should proba-