Robots and management techniques (abstract only)

Introduction In the early 1950's, it was predicted that the demand for computers would not exceed ten machines world wide. The time span from that false start to today's ubiquitous micro processor has been a short three decades. As early computers were placed in business data processing environments (usually accounting), it rapidly became clear that not only was the forecast incorrect, but businesses needed specially trained personnel to manage and operate the computers and data processing equipment. Training was limited and what was available for data processing personnel was technical and not manager-oriented. As data processing moved from the traditional unit record configuration to a MIS, DSS, and DBMS environment, management began to realize that control of the important information resource was often in the hands of lower-level technicians who had little understanding or appreciation of long-term organizational goals and the need for strategic management information. Worse yet, managers had minimum understanding of how computers could be used and managed. The gaps in managerial computer literacy often meant that management at all levels abdicated its responsibilities to technicians. The immediate reaction was one of imposing control. While control solved the immediate problem, it did not solve the problem of management inadequacy. To combat the lack of management expertise and to improve the level of professionalism, ACM, DMPA, and IEEE devised reconnnended curricula for information processing. While it is not clear how successful these attempts have been, they have been directed at solving the problem.