000			01262pab a2200157 454500
008			180718b1999 xxu||||| |||| 00| 0 eng d
100			_aHaines, David W.
245			_aLetting "the system" do the work: the promise and perils of computerization
260			_c1999
300			_ap.306-24
362			_aSep
520			_aReview of a multiyear computerization project at a government agency reveals the ways in which technological changes both empower and vitiate the people and processes they are designed to improve. Although the transformation of this agency's data-processing operations resulted in increased knowledge, productivity, and staff skills, the implementation of the changes affected different kinds of staff in distinct ways, particularly those who controlled the technology, those who used the technology to construct data base tracking systems, and those who "consumed" the information provided in those data-bases. In particular, the technological changes engendered a greater visibility of work processes, thus sharply challenging the existing organizational hierarchy, which, in turn, undermined much of the potential of the changes. - Reproduced
650			_aComputers
773			_aJournal of Applied Behavioral Science
909			_a42969
999			_c42969 _d42969