By Don Tapscott
Every pioneer takes huge dangers, hoping that the hot frontier he seeks will give you the advantages of independence and luck. Don Tapscott is this type of pioneer within the region of workplace automation. He has been a real pioneer, having entered the sphere in its early days and brought the danger of operating no longer in technol ogy, which used to be trendy, yet within the box of the issues of organisations, which used to be much less stylish, yet in lots of methods extra very important. The usage of desktops for facts processing, accounting, stock, and different "bread and butter" functions is now good entrenched in our society and tradition. the method of designing such platforms has a tendency to target the desires of the corporate and the restrictions of the apparatus, resulting in effective platforms with little tolerance for the range of people that needs to use or interface with them. in the workplace automation sector, those tools don't paintings approximately in addition. The frequency and volume of human interplay within the place of work atmosphere, and the big variety of occasions and reactions there in, calls for a special layout methodology.
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Extra resources for Office Automation: A User-Driven Method
26) These systems can result in improvements in the design of jobs and the quality of work life in general. Work can become more interesting, challenging, and fulfilling. Because an employee spends less time doing nonuseful, frustrating work s/he can simply do more of what is important and, hopefully, rewarding. These systems can provide new career paths, especially for women. In one implementation, three of the four secretaries placed on the system acquired new skills and were promoted to the professional staff.
1. UNDERSTANDING NEEDS, PEOPLE, AND ORGANIZATIONS The main obstacle to the office of the future over the past period can be summarized as follows: there has been no adequate methodology or way of assessing the system needs of an organization, designing and implementing comprehensive sociotechnical systems which correspond to those needs, and measuring the effects of the system, once implemented. In other words, many of the main difficulties of this "third wave" in the office have not been technological.
This problem has been reflected in many ways. The science of measuring managerial effectiveness, office communication, and the augmentation of knowledge work is in its infancy. Howard Anderson put it well some time ago: "How do you measure management effectiveness? " (1) Because of this, office automation was for years derailed into the limited domain of word processing, where lines per hour could easily be counted. Most organizations will not make investments in technology which cannot be cost-justified in hard dollars.
Office Automation: A User-Driven Method by Don Tapscott