Search results

There are two types of interrelated downsizing; human resource downsizing, which refers to reduction in personnel, and computer downsizing, or the migration from a mainframe to distributive processing platforms. The corporate strategies underlying each vary, but technology is generally involved at some level. Top executives and corporate planners must be aware of the personnel, budget, training, outsourcing, obsolescence, and standardization issues involved in downsizing. This article will explore various applications of information technology contributing to both types of downsizing, the benefits achieved and the problems encountered.

The information system downsizing trend has been on the increase during the last five years because of extreme pressures brought about by the slow economy and intense global competition. The major benefit of downsizing is cost saving or cost avoidance, though reports of downsizing show that not all companies have achieved projected cost savings; while some have gained the savings predicted, others have cut short their efforts to downsize, the project ending in total disenchantment. Reports on a survey which uses companies, ranked as the top 100 information users. These “best users” were selected as the basis for determining: the motivation for downsizing; how cost effective downsizing is; and the degree of satisfaction after downsizing was attempted. Results indicate that cost saving and effective information technology utilization are the principal motives for downsizing. Less than 50 per cent of respondents indicated cost‐reduction due to downsizing, while the rest indicated otherwise or were not sure. Discusses downsizing strategies and identifies research challenges.

Focuses on downsizing and reviews selected research on organizational change and downsizing. Addresses the issues of “survivors”, and also covers the strategic concerns in planning a downsizing operation and attempts to determine some specific reasons why some companies succeed at downsizing while others do not. Discusses an organization’s context, composed of culture, level of trust and level of leadership, since it has a profound effect on a company’s downsizing strategy. Examines case studies of Compaq Computer, the State of Oregon, and Patagonia and supports the need for the concerns of the surviving employees to be listened to. In the case of these downsizings, the surviving employees were successfully shown that they should not feel victimized by the downsizing process, but instead should see this process as an opportunity for personal growth.

The terms “outsourcing” and “rightsizing”, along with a third term, “downsizing”, have different meanings to different people. Looks into these as alternatives for managers in rejuvenating organizations. Outsourcing to many managers means the loss of control of an internal operation. It is not as foreboding as downsizing which, at first impression, has the connotation that jobs are on the line or that expenses must be reduced. Rightsizing may imply a shrinkage in managerial levels to arrive at longer term “fat free” improvements. In a fast‐moving environment traditional methods and organizational forms are too cumbersome, and inflexible to bring about creative organizational change. More radical steps are often needed to capitalize on leaner and more innovative measures which, at the same time, reduce non‐productive “baggage” which has developed over time in most organizations.

Recent surveys show that process‐reengineering (BPR) has had widespread adoption in western countries. This has been motivated by case studies where drastic improvements in quality, productivity, cost reduction and competitiveness have been reported. The rate of failure in re‐engineering attempts, though, has been reported to be equally high. It is estimated that over 70 per cent of all re‐engineering attempts fail to produce bottom‐line improvements. Describes one such failed attempt in a large public organization in Brazil. As a result of the re‐engineering attempt, the organization had its IT infrastructure significantly improved, and the access to IT was decentralized by the downsizing of computer applications from a mainframe to a local area network. On the other hand, no radical changes in the organization’s business processes had resulted, despite the US$ 8 million invested in the BPR attempt. Moreover, even though some processes had been automated, almost no staff reduction was effected. The lack of layoffs meant that even the increase in efficiency in those processes, which by no means was radical, was not realized.

Outlines the Open Security Architecture (OSA). OSA is an architecture which will provide the basis for the selection, design and integration of products providing security and control for a network of desktop personal computers, “mobile” notebook computers, servers and mainframes. States that the purpose of this architecture is to provide an environment where: acceptable and workable controls can be placed on sensitive data; user productivity and existing investments in applications are not negatively impacted by the addition of control and security; data flow around the organization, and the investment that has been put in place to support this capability (e.g. local‐area, wide‐area, and telephonebased networks) can still be used to enhance information exchange between users; and all workstations, regardless of their location, operating system, or capability to connect to a network, can be included and easily administered under this architecture.

Occupiers of offices in Birmingham are faced with four main problem areas: organisation evolution; location; new working practices; and availability of office supply. This paper is based on a comprehensive survey of office occupiers within Birmingham’s office core. It focuses specifically on the implementation of new working practices, information technology and management techniques. Emphasis is placed on the resultant effect for occupier demand. Development of new office buildings has proved to be most successful within the city centre especially following the popularity of the Brindley Place development located outside the traditional CBD. The paper shows that, although, the demand for large floorplated buildings is strong, occupiers are seeking specifications which reflect their organisation’s structure and which also have the ability to utilise future IT systems. As a consequence of the limited supply within the city core, occupiers have often opted to take refurbished space in more secondary locations which attempt to meet their immediate needs. However, does the widespread use of IT still provide an advantage in business and does its use require the most modern and largest buildings in the CBD? The results of this research reveal insight into the views of office occupiers which could be valuable for commercial office developers and investors.

There's never been a better time to buy a PC, whether it's your first system, a replacement, or an addition. Values have improved enormously in the past year, and you can now get reasonably good values even from the traditionally high‐priced vendors. That doesn't mean you should automatically buy the best‐known brand. You'll still do much better by evaluating your needs, understanding what's important in a PC (and how to look for it), and looking over the marketplace carefully. If you're reading Library Hi Tech back‐to‐front, skip to Looking Back #1: it provides important background for this article. In this article the author discusses various aspects of PC purchasing in 1993, focusing on what matters now. He discusses the numbers that count, critical aspects of a system that are sometimes ignored in reviews, and the advantages and disadvantages of bundling. He offers some notes on brand names and suppliers, but cautions that completely safe purchases are nearly impossible. The article concludes with notes from the literature received between October and December 1992.

Provides commentary and insight on a range of management issues in the information technology world. Hypothesizes on the future of paper in an electronic world; and takes a position on the emerging classes in an increasingly technologically‐oriented society.

This article will point out that fully utilizing community‐based information networks based on multimedia digital networking IT (information technology) supports managerial speed and excellence, while making it possible to formulate a new, customer value creation business model. Aggressive IT investment by top management to build community‐based information networks, a support tool for this future network strategy, will permit business innovation based on strengthened competitiveness and enhanced customer service. This article describes some real examples of communities within companies, among companies, and between companies and their customers, using cases of companies currently making active use of community nets. Case studies of manufacturing companies demonstrate the value of community nets as a network strategy support tool that bolsters community management in companies. This article will also point out that community‐based information networks will become an important multimedia communication platform for the creation of new virtual, knowledge‐based businesses.