Teaching Big Brother to be a team player: Computer monitoring and quality

Computer monitoring should not be seen as a way of gathering information about workers, per se, but rather as one part of a production and quality strategy that provides needed information to a diverse team of workers. In its most powerful and effective form. computer monitoring is the use of computers to collect. process, and provide feedback information about work with the intent of improving performance and developing employees. Unfortunately, computer monitoring has also been used to punish employees. Here, a study of a successful computer monitoring system at Hughes Aircraft Company is described. The study shows that computer monitoring can facilitate integrated production and quality control strategies withouf negative effects on employee quality of work life. Managers who wish to design and effectively use computer monitoring systems should: (1) Use the monitoring system to provide feedback data to the workforce-not to gather social information (e.g., time taken for bathroom breaks): (2) Determine the type of data that employees believe will help them and be willing to adapt the system as they get ideas about how to use the data; (3) Design a system that gathers integrated data-data that will allow for useful comparisons between, as well as within, specific tasks; and (4) Realize that computer monitoring is only as noxious as the management system itself

Lead Through Resources

The global economic situation pushes us all to make do with less. Many leaders are grappling with years of slow growth with continued high expectations for performance. The pressure is on to lead to the next big thing, without more people or supporting resources. Leaders are challenged to squeeze water out of a rock- and it\u27s a rock that has been squeezed for a long time. I do see hope, however. As Jim Kouzes notes: Challenge is the greatest opportunity for greatness

Get Serious About Social Media

Supply management is a social profession, where cross-functional interaction and teambased problem solving are the norm. We look to our coworkers and supply partners for information in their areas of expertise, and reach out to colleagues in the industry for advice. Facilitating this communication is technology, evolving from the telephone, to email and now to social media. What social media and networks accomplish over other forms of communication technology is connecting vast users across a global landscape

Technology features as triggers for sensemaking

Technology implementation is complex and often unpredictable. Although previous research describes mechanisms related to the social construction of technology and technology use in organizations, researchers have focused little on the inputs to these models. In this article I attempt to fill this void by examining triggers for initial user sensemaking. The prediction of sensemaking should enhance the application of theories, such as adaptive structuration, and inform the management of technology through greater anticipation of user understanding

Antimicrobial therapy for otitis media with effusion ( secretory otitis media)

Objective. —To determine the effectiveness of antimicrobial treatment for otitis media with effusion ( secretory otitis media) in children. Data Source. —We report the reexamination of a previously published study by Mandel et al that evaluated the efficacy of a 2-week course of antimicrobials (amoxicillin trihydrate) with and without a 4-week course of an oral decongestant-antihistamine combination in a double-blind, placebo-controlled, randomized trial involving 518 infants and children with otitis media with effusion. Data Synthesis. —At 4 weeks, amoxicillin efficacy as determined by a tympanometric criterion (P=.121) or by a measure of improvement in hearing (P=.311) was insignificant. Only by otoscopic judgment, which is shown to contain a systematic bias as used in this clinical trial, could an argument be made for a marginal efficacy of amoxicillin at the 4-week end point. Logistic regression analyses of the combined effects of treatment and prognostic factors showed no significant differences between placebo- and antibiotic-treated groups for unilateral effusions and for bilateral effusions. When subjects with unilateral and bilateral effusions were combined, the estimated efficacy of antibiotic treatment was 12.3% by otoscopy (P =.014) and 4.8% by tympanometry (P =.171). We also demonstrate the sensitivity of outcome to diagnostic measures used and provide statistical evidence questioning the validity of otoscopic observations in this study. Six weeks after the termination of amoxicillin therapy, the recurrence of effusion was two to six times higher in the amoxicillin-treated children than in those treated with placebo (P=.001), and resolution of effusion was not significantly different among antibiotic and placebo groups (13.6% and 11.3%, respectively; P=.477). Conclusions. —Amoxicillin with and without decongestant-antihistamine combination is not effective for the treatment of persistent asymptomatic middle-ear effusions in infants and children

Building top management muscle in a slow growth environment: How different is better at Greyhound Financial Corporation

The turbulence experienced in the 1980s in the U.S. business environment has led to something of a motivational crisis among corporate managers. Increased competition, budget constraints, and changing demographics are forcing companies into adopting strategies geared toward downsizing and flatter organizational structures. While corporate America probably has begun to accept its leaner profile, it has not yet successfully addressed the issue of how to keep the best managerial talent tuned in and turned on in an era of dwindling resources. This article describes and assesses one corporation\u27s efforts to maintain top-managerial motivation through a unique form of job swapping called the Muscle Building program at Greyhound Financial Corporation in Phoenix, Arizona. Muscle building. a top-management job rotation program, helps prevent career gridlock, fosters management diversity, and provides for top-management succession. Hidden costs and benefits of the program and issues concerning its implementation are discussed

Borgs in the Org? Organizational Decision Making and Technology

Data warehousing and the development of the World Wide Web both augment information gathering (search) processes in individual decision making by increasing the availability of required information. Imagine, for example, that one wanted to buy new golf clubs. Thirty years ago, the cost of information gathering would likely have limited an individual\u27s search process to geographically proximal vendors and the golf clubs they stocked. Today, a prospective purchaser can log onto the World Wide Web to find out what types of golf clubs are available anywhere; consult databases, chat rooms, and bulletin boards (e.g., epinions.com) to gather product information and user opinions; and compare prices across vendors around the world

Leaving Nothing to Chance: Modeling the Proactive Structuration of a New Technology

Adaptive structuration theory (AST, DeSanctis and Poole 1994) describes how people come to understand and use a technology. In this paper we develop the idea of proactive structuration--how social networking can be proactively managed in order to speed the comprehensive adaptation of a technology within a community of users. We examine two facets of proactive structuration--formal institutionalization of a community of practice and socialization of users--and stochastically model the impact of proactive structuration on comprehensive adaptation latency. Implications for the effective management of new technology adoption are discussed.

Promises, pitfalls, and paradox: Cognitive elements in the implementation of new technology

Offers a model of new technology implementation (NTI) that elaborates the role of cognitions, specifically user and implementer frames in NTI. The model reveals the paradox of value (PV) and the paradox of experience (PE). The PV occurs when the divergence between user frames (the balanced information that users need) and implementer frames (the unbalanced information that implementers provide) creates negative surprises for users when they experience a new technology. The PE is that these negative surprises need not be costly and may be key components of successful implementation. The key proposition is that the pitfall of unbalanced implementation frames and the PV and PE may be turned into promises of successful implementation. Managers must prepare and accept the costs of the users learning to become experts. Managers wanting to apply this philosophy to their NTI need only to challenge their users with the technology

Prelude to virtual groups: Leadership and technology in semi-virtual groups

A study of 76 more and less virtual investment clubs examines the relationships between communication technologies used for club business (from face-to-face to more highly technologically enabled), group leadership role behaviors, and club portfolio value. The results are interesting, with more and less virtual clubs benefiting from different forms of leadership behaviors. Clubs using fewer technologies seem to benefit from a greater focus on socioemotional role (communication) behaviors, while the opposite is found in clubs using more technologies. The effect for procedural role behaviors (agenda setting and the like) appears to run in the opposite direction: clubs using more technologies seem to benefit from a greater focus on procedural role behaviors, while the opposite is found in clubs using fewer technologies. Managers take into account obvious and subtle differences between more and less virtual groups