Office Automation: Administrative and Human Problems. by W. H. ScottReview by: Charles A. MyersAdministrative Science Quarterly, Vol. 11, No. 1 (Jun., 1966), pp. 168-171Published by: Sage Publications, Inc. on behalf of the Johnson Graduate School of Management,Cornell UniversityStable URL: http://www.jstor.org/stable/2391407 .

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168 ADMINISTRATIVE SCIENCE QUARTERLY

who was more organically oriented, that physical therapy had not been in use at the hospital for a number of years. The writers do not provide us with a clear description of such policy changes, how they came about, and their consequences. Similarly, it is clear that the structure and internal relations of the psychiatric fraternity, its rela- tion to the hospital and to the local community were of major import- ance in the hospital's difficulties. Yet nowhere are we provided with an adequate description of either of these (I cannot find even that we are told the size of the community). In particular, there are tantalizing glimpses of factions within the psychoanalytic group and of a network of analyst-analysand relations which intersects with the hospital admin- istrative structure.

The main body of the book is historical narrative. This is loosely organized under chapter headings: Autonomy, The Board of Trustees, The Failure of Leadership, etc. These headings indicate particular organizational problems at different points in time. The final chapter includes both a discussion of the practical lessons to be learned and the theoretical conclusions.

The theoretical discussion focuses primarily on the concept of ideology. In view of the fact that the staff of the hospital maintained a high level of commitment to a particular treatment ideology, without any evidence of the effectiveness of their procedures, the question is raised of the sources of strength of the ideology. They suggest a num- ber of these sources which can only be briefly surveyed here: the charisma given the ideology by an "omnipotent parent institution," in this case the Menninger Clinic; the support of groups external to the organization, both lay and professional; the evidence for ideological assertions; the ideology as a source of self-esteem to participants; and the communicative and educational processes of the organization. This preliminary formulation is suggestive although hardly more than that. It is a pity that it was reserved for the concluding chapter.

DOROTHY E. SMITH

Lecturer, Department of Sociology University of California, Berkeley

Office Automation: Administrative and Human Problems. By W. H. Scott. Paris: Organisation for Economic Cooperation and Develop- ment, 1965. 103 pp. $2.50.

The impact of computers on clerical employment and on manage-

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BOOK REVIEWS 169

ment has become an increasingly important subject for social science research in this country. The interest is parallelled in Europe by the continuing studies sponsored by the Manpower and Social Affairs Division of the OECD, under the general direction of Dr. W. H. Scott, a sociologist at the Royal College of Advanced Technology, Salford, England. He has brought together in this book four case studies around a reasonably common framework: an English firm, a French bank, two Swedish insurance companies, and a broader survey of West German industry and commerce. In each case, the authors are na- tionals of the countries in which the research was done. Dr. Scott has added a brief introduction and an excellent summary chapter with some conclusions from the four case studies.

A prior volume by Scott, published by OECD in 1962, presented the pre-computer environment in each of the case studies and the problems during the initial installation period. This book is a follow- up study, covering developments in the same cases during two more years up to late 1963. Since most of the studies involved computeriza- tion of functional areas such as accounting, credit control, inventory control, etc., the author recognizes that further research should be continued in these firms as they move toward more integrated systems of management information and control.

The research techniques used included, in the author's words, "documentary analysis, direct observation, lengthy interviews with key persons and a more structured interview programme, based on the use of a questionnaire, with a sample of the administrative and clerical labour force . . ." (p. 16). There was consultation with management and employee organizations prior to the design of the studies.

Students of administration will be particularly interested in some of the conclusions emerging from the four case studies. In each firm, the responsibility for the computer installation was centered in a small team, which "unfortunately did not include managers from other sections of the firm likely to be affected" (p. 90). As a consequence, "there was a tendency toward secrecy and a lack of consultation . . . (which) led to a good deal of unnecessary anxiety among employees, (and) "provoked some resistance on the part of section managers whose work might be affected" (p. 91). The completion of the com- puterization process took much longer than originally anticipated, and the pressures for "results" from higher management led to low morale and some turnover among the key specialists such as programmers. These difficulties arose despite the fact that, except for the Swedish insurance firms, there were no actual layoffs, through attrition and a

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170 ADMINISTRATIVE SCIENCE QUARTERLY

ban on new hiring. The Swedish firms simply laid off temporary employees, although this was with the agreement of the salaried work- ers unions.

The structure of the clerical work force in each of the cases changed under computerization in the direction of the long-term trend toward more routine clerical tasks. A new smaller group of skilled computer supervisors, programmers and operators developed, but their numbers did not offset the deskilling effect of the computer introduction. On this point, most of the case studies contain "before and after" data, and these constitute virtually the only quantitative findings in the studies. It is hypothesized that routine clerical work is not repugnant Lo young female clerical employees, so long as "conditions are not Oppressive, and ... earnings and security are reasonable . . ." (p. 96). Managers are advised not to worry too much about the generation of 'loyalty to the organisation" on the part of these employees. This ob- servation does not seem to square well with the later conclusion that 'office workers cooperate more fully in the implementation of changes when there are effective arrangements for negotiation and consultation, and when problems of individual adjustment are considered sympa- thetically" (p. 17).

Finally, some implications for the structure of management organiza- tion are suggested from the studies. Departmental loyalties at the expense of overall organizational objectives may be submerged as the computer proves a means of achieving a greater degree of coordination and control. "Departmental managers will need to think primarily in terms of company policy rather than about the administration of a particular activity" (p. 101). Perhaps this will mean more centralized information and controls, but in the case of the French bank, another possibility is suggested. Originally, the intention was to build a cen- tralized data base about loans made by branches, in order to centralize credit policy. But in fact, the data base has been used to provide the branch managers with more systematic information on which to ex- ercise their traditional discretion in granting loans to customers. The French case study is especially interesting on this and other points, as is the study of the English firm.

Since the use of computers in these firms has not yet proceeded to the stage of an integrated management information and control system, the really interesting questions on the impact on organizational structure and on the nature of managerial work, cannot yet be

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BOOK REVIEWS 171

answered. These are the questions which increasingly interest students of management in this country, and they will benefit from continuing studies in Europe of the type represented by this book.

CHARLES A. MYERS

Professor, Alfred P. Sloan School of Management and Department of Economics Massachusetts Institute of Technology

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