The work group manager's role in developing computing infrastructure

Abstract

Much of the literature about the management of computing has focused on the role of computing professionals and upper level managers. We are interested in the managers of groups which use computing to support their work, for whom computer use and computing management are only adjuncts to other duties. Even when managers do not personally have high levels of computing skills or even interest in computing, they must manage the use of computing in their workplaces and provide informal continuing support for employees' use of computers. In this paper, we describe two work groups in which different management styles have shaped the integration of new computing systems. We find that the way in which these managers approach computing problems is substantially similar to their approach to non-computing aspects of the workplace. We also find the effects of the manager's approach to be more subtle and complex than “user involvement” studies have indicated. We found that managers of more dynamic computerization projects involve their subordinates in the design of work, not just the design of systems. And they help build the infrastructure of their work groups, as well as an infrastructure for computing.