INFORMATION TECHNOLOGY,CONTROL AND POWER: THE CENTRALIZATION AND DECENTRALIZATION DEBATE REVISITED*

This article addresses the conceptualization of power in relation to the use of computers in organizations. Commonly held views that the application of computer based information systems leads to either a centralization or a decentralization of power and control, or that computers merely reinforce the power of dominant actors, are criticized, and an alternative view is put forward which focuses on the symbolic and disciplinary dimensions of the development of information systems. This perspective is then illustrated in connection with the development of management information systems in the National Health Service.     

WOODWARD, TECHNOLOGY, ORGANIZATIONAL STRUCTURE AND PERFORMANCE — A CRITIQUE OF THE UNIVERSAL GENERALIZATION

This paper critically reviews the recent controversy over the relationship between technology, organizational structure and performance which was stimulated by the work of Woodward. An overview of the discussion is offered and an original evaluation offered on the basis of the latest contributions. This involves a detailed critique of the contribution of Zwerman. The conclusion is that the original Woodward thesis, as stated in the set of propositions for which systematic evidence was presented, should now be viewed as having been disconfirmed by the subsequent research.     

THE MANAGEMENT OF NEW OFFICE TECHNOLOGY: CHOICE, CONTROL AND SOCIAL STRUCTURE IN THE INSURANCE INDUSTRY

Amongst the growing literature on the technical and social aspects of microelectronics in work organizations, a considerable portion has direct or indirect pertinence to the question of managerial practice. That segment of the literature relating to new office technology is perhaps especially conscious of this angle — not least because this sphere of innovation has a clear bearing on the managerial role itself. Drawing both on theoretical issues extracted from this literature, and on empirical studies in three insurance companies, it is argued that while control is of crucial long-term importance in shaping the general direction of organizational change using new technology, there are sound sociological reasons why the path which is beaten out in that direction remains a far from straight one. Moreover, while differences in organizational practice between these organizations are found to exist, these appear to be associated only indirectly with the diverse levels of technological sophistication.     

THE POUND AND THE PUNT REVISITED

Whereas the pound has remained outside the EMS for the last ten years, the Irish punt has been a fully participating member since the inception of the EMS in March 1979. As such the punt experienced the depreciation of the EMS bloc against the pound in 1980-1 and, largely because of this, it suffered from a higher rate of inflation in the first half of the 1980s. But against a background of greater intra-EMS stability, Irish inflation has fallen steadily. It is now closer to German inflation than at any time in the last twenty years and in the nearly three years since the last EMS realignment, has been well below inflation in the UK. At the same time output in Ireland has advanced steadily and the trade balance has moved into surplus. The Irish experience has therefore paralleled that of the EMS as a whole. After a shaky start, the EMS has proved to be a powerful force for convergence and by switching from a fixed link to the pound to one against the DM, the Irish economy is being transformed into a relatively low inflation economy. The contrast with the pound panty period is marked. It is different not to conclude that the UK' recent economic performance, particularly on inflation, would have been significantly improved if it too had chosen the route of full EMS membership.     

COMPUTER USE AND STRUCTURAL CONTROL: A STUDY OF AUSTRALIAN ENTERPRISES

This article investigates underlying relationships between the extent of use of computers and dimensions of organization structure. Empirical tests on a sample of 149 Australian work-units show strong associations between computer use and structural characteristics. Specifically, greater computer use is found to be related to less centralization and greater formalization and departmentalization. Further tests show that these associations are to some extent moderated by size. However, this moderating effect is most apparent in small organizations for formalization and departmentalization while the relationships involving centralization are more prominent in larger work-units. Factor analysis led to the diagnosis of two major types of computer use (i.e., informational and operational use). Tests on these categorized effects and the factor-analysed structural dimensions revealed that: (1) the effects on centralization are more strongly explained by the impact of operational use on the ‘centralization of operational decisions’ sub-measure and that of informational use on ‘financial decisions’; (2) formalization and departmentalization are found to be most strongly influenced by greater informational use. Here again, significant relationships were found between sub-measures, the most important of which is the relationship involving the informational factor of formalization with the informational use of computers and the relationship between departmentalization of core functions and the operational use of computing technology.     

志存高远 责任为先 江西理工大學应用科学学院——追求卓越品质的典范 培养应用人才的摇篮

江西理工大学应用科学学院于2001年8月1日经江西省人民政府批准设立,是教育部确认的具有高等教育本科招生资格的独立学院。学院隶属于江西理工大学,充分利用其五十多年来积累的优质教育资源和综合办学优势,并根据现代科学技术发展趋势及社会发展需求设置专业,不断完善学科体系建     

MANAGEMENT CONTROL: THE ROLES OF RULES,MARKETS AND CULTURE[1]

This paper addresses the question of efficacy of Management Control Systems in organizations. It shows that control systems are based on a combination of three underlying approaches — markets, rules and culture — in order to obtain desired behaviours from organizations’ members. These three approaches are then discussed in terms of Hofstede's work-related values characterization. It is shown that each firm or organization defines its own balance among the three bases of control identified above. This balancing is dynamic and organizations must continuously adapt their Management Control Systems to changes in the overall culture(s), in technology and in the competitive forces. The general evolution of Management Control Systems is seen to be towards a lessening of the importance of rules-based controls and towards an increased reliance on controls imbedded in the organizational culture. ^{[2] [2]} We are grateful to Kavasseri V. Ramanathan, Richard B. Peterson, Jeremy Dent, to the participants of the EIASM ‘Accounting and Culture’ Workshop, and to Geert Hofstede for their advice, encouragement and cogent criticism. Financial Support of the Accounting Development Fund at the University of Washington is gratefully acknowledged.
     

PAY,CONTROL AND COMMITMENT: LINKING APPRAISAL AND REWARD

John Geary, who is a Research Fellow in the Industrial Relations Research Unit at the University of Warwick, explores the implementation of appraisal-linked reward systems in three US electronics plants operating in the Irish Republic. He focuses in particular on how the schemes work in practice and how employees respond to them. He argues that there are often a number of tensions within management's strategy and that the degree to which such reward systems are capable of engendering harmonious relations must be open to some scepticism. Furthermore, he questions the extent to which management's payment policy was successful in avoiding the extremes of individualism and collectivism.