The a r c h i t e c t generally l i k e ~ to draw a sharp l i n e between t e c h n / c a / data processing r e s p o n s i b i l i t i e s and nontechnical u~er responsibilities. He manifests the delineation through a highly defined organizational stAucture and s o p h i s t i c a t e d cont~ol systems. By contrast, the ~ i d e r puAposely keeps the delineation between technical and user r e s p o n s i b i l l t l e ~ " f u z z y . " The i n s i d e r at~mpt~ to i n f / / t r a t e user areas w/th t e c h n / c a l personnel, and his control systems are l e s s developed than those of the architect. The author has four ~'experts" comment on the appropriateness of these two styles to the needs of modern organizations, contrasting the managers on f i v e key tasks: organization, plannlng and management cont r o l , project selection, leadership, and perception of future systems opportunities. Regrettably, the author has relegated to the Appendix a forceful description of the "new breed" drawn by the a r t i c l e . I t Is quoted here so that C readers may better unR derstand the roles apparently now required of EDP's top management: systems analysis or programming and scores in standard psychometric t e s t s . I t then considers what else needs doing, and describes a c o l l a b o r a t i v e study planned to take place in 1975-76, to compare r e s u l t s of t e s t s taken during f i n a l undergraduate y e a r with subsequent success in tasks performed in industry or commerce. Abstract P r i e s t l y , lan G. 30,106 E.D.P. M N G M N STYLES A D INTERACTIONS B T E N AAE ET N EW E E.D.P. STAFF A D O H R IN ORGANISATIONS O A SEMIN TES F B RA C AI N T R . U E U R TC A U E [in Proc. 6th Australian computer conf., Vol. l , (Sydney, May 20-24, 1974), 1974, 2BI-286. See maln entry C Rev. 30,099.] R E.D.P. Managers in semi-bureaucratic institutions are nearly a l l well based in management education cliches. However, the applications of their management techniques and sty]es are a]most t o t a l l y bound to the combination of restrictions within the semibureaucratic system, or a lack of rea] enterprise brought on by having for too ]ong been a part of such a system. Most such organisatlons have adopted the now common view that a professional manager is better suited to leading E.D.P. groups than a technocrat specia]ist in computer app]ications techniques. However, whether or not this has been an advance or not seems d i r e c t l y related to how long the manager has been part of bureaucracy. In a l l of the cases studied there was an imposition onto the E.D.P. s t a f f of gradlngs and salaries appIicab]e to the rest of the organisations "with some method of adjustment." T h i s has led to a general lack of t a l ent accumulating in secure jobs where deadlines are rarely met and even more rare]y accurately judged where they are set by the E.D.P. group themselves. I t is l i t t l e wonder that s t a f f of these organisatlons, believing E.D.P. s t a f f are we]l paid, have b u i ] t a resentment to the apparent lack of e f f i c i e n cy of E.D.P. groups within seml-bureaucratic organisations. Abstract Roberts, J . D . 30,107 S C E S U C M U E P O E T A SYSTEMATIC A P O C U CSF L O P TR R JCS PR AH T USER I V L E E T O N OV M N. [in Proc. 6th Australian computer conf., Vo]. l , (Sydney, May 20-24, 1974), 1974, 266-280. See main entry C . Rev. 30,099.] R Not a l l major systems have been successful when installed. This paper reviews twelve major i n s t a l l a tions ranging from ]ess successful to highly successfu]. Twelve key factors for success are tabulated and reviewed for effect on i n s t a l l a t i o n success. The importance of user involvement is highlighted. The use of an implementation task force drawn from a l l user and systems departments is described, showing method of operation. Systemd e f i n i t i o n by user policy guidelines is advocated. Application experience is drawn from production planning, order-entry, marketing and financial planning systems using batch, time-sharing and real-time systems on a variety of databases. Abstract More top managers a~e seeking an individual to f i l l t h e i r company's top EDP s l o t who wiZ1 be a true p a r t i e l p a n t i n thei~ decision-making process. This concept of decision-making i s the key to the d i s t i n c t i o n between the old and the new . . . The "new breed" understands and has shown t h a t he knows how to manage management information systems e f f i c i e n t l y , but, more importantly, how to manage them e f f e c t i v e l y . He understands t h a t , as an EDP manager, he i s not managing technology as much as he i s managing change, change of the decision-making p r o c e ~ a~ w e l l as change of the way in which a company i s run. He should be a p a r t i c i p a n t in top management deCisions from the outset, responsible for i d e n t i f y ing the systems required as well as the costs of implementing theme systems and t h e i r implications for the ¢ntJA¢ organization. He . . . mu~t ensure t h a t his s t a f f i s abreast of the s t a t e of the a r t of ha~dw~e and software • . . he must have the perception of a general manager, be ready not only to " s e l l " EDP, but also to develop and s e l l the logic and d i s c i p l i n e of how one does b u s i n e ~ in a paAticu~a~ technologi c a l environment. He mu~t be able to develop in other top executive~ an appreciation of the value of the systems f u n c ~ o n and a perception of the requirements for implementation. M. F. WEISBARD, Glendale, Wis. Penney, G. 30,358 APTITUDE TESTING F R E P O M N IN C M U E JOBS. O ML Y ET O PTR [in Computers in education, O. Lecarme and R. Lewis (Eds.), IFIP, North-Holland/American Elsevier Pub]. Co., N w York, 1975, 425-428. See main entry C e R Rev. 30,374.] Computer programmer aptitude tests are widely used, in relation to al] kinds of computer jobs. They are accepted on trust, in the absence of any better selection tool. T h i s paper refers to two studies which showed significant correlation between aspects of

/lp/association-for-computing-machinery/review-of-e-d-p-management-styles-and-interactions-between-e-d-p-staff-27mPqFjK5F