The managerial grid has been used extensively in efforts to improve organizational management since the late 1950's. The underlying structure of grid theory has been of particular interest to the writer, an adult educator, during these past five years of accelerating awareness of and the need for increased knowledge of computer technology. Instrumented team learning from grid theory has provided a flexible and practical model for courses in management science in university and government settings; courses in systems theory, computer technology and information processing systems. It seemed appropriate that this successful learning model could be most useful in teaching students seeking an understanding of computerized information processing systems and of the computer as an indispensable tool of management.
{"title":"Learning and computers: a pragmatic approach to acquiring an awareness of computerized information processing systems","authors":"Charles H. Hoke","doi":"10.1145/1318465.1318466","DOIUrl":"https://doi.org/10.1145/1318465.1318466","url":null,"abstract":"The managerial grid has been used extensively in efforts to improve organizational management since the late 1950's. The underlying structure of grid theory has been of particular interest to the writer, an adult educator, during these past five years of accelerating awareness of and the need for increased knowledge of computer technology. Instrumented team learning from grid theory has provided a flexible and practical model for courses in management science in university and government settings; courses in systems theory, computer technology and information processing systems. It seemed appropriate that this successful learning model could be most useful in teaching students seeking an understanding of computerized information processing systems and of the computer as an indispensable tool of management.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1980-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133355478","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The Computer Users Group has been officially sanctioned by the Bureau of the Census as a forum for the interchange of information among the working-level programmers at the Bureau. At the biweekly meetings, programmers from over thirty different divisions meet in a relaxed atmosphere with responsible officials from the "provider" divisions in the EDP area. Since 1977, I have served as Chairman of this group. In this paper, I propose to examine the path by which it has reached its current status as an effective tool for both the programmers and the "providers."
{"title":"The computer users group: the evolution of an effective management tool","authors":"Q. Ludgin","doi":"10.1145/1318465.1318468","DOIUrl":"https://doi.org/10.1145/1318465.1318468","url":null,"abstract":"The Computer Users Group has been officially sanctioned by the Bureau of the Census as a forum for the interchange of information among the working-level programmers at the Bureau. At the biweekly meetings, programmers from over thirty different divisions meet in a relaxed atmosphere with responsible officials from the \"provider\" divisions in the EDP area. Since 1977, I have served as Chairman of this group. In this paper, I propose to examine the path by which it has reached its current status as an effective tool for both the programmers and the \"providers.\"","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"46 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1980-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121675952","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Twenty years ago, applications were run one at a time in batch processing mode. To generate a report, a card deck was submitted. The results might not come back until the next day. Data was grouped by organizational component: there were accounting files, purchasing files, marketing files production files - each department had a different set of files. The same data might be represented in several files in different formats.
{"title":"People in DP: the 1980s","authors":"A. Work","doi":"10.1145/1318465.1318467","DOIUrl":"https://doi.org/10.1145/1318465.1318467","url":null,"abstract":"Twenty years ago, applications were run one at a time in batch processing mode. To generate a report, a card deck was submitted. The results might not come back until the next day. Data was grouped by organizational component: there were accounting files, purchasing files, marketing files production files - each department had a different set of files. The same data might be represented in several files in different formats.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1980-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129236144","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
It is generally recognized that the bottle-neck to greater computer utilization is not caused by deficiencies of equipment performance but primarily by the shortage of properly trained professionals who can better define, design, develop and implement computer applications. Business organizations attempt to respond to this shortage by introducing company training programs (Guide International, 1976), (Goldstein, 1974), while educational institutions introduce courses requiring computer proficiency. A survey of schools accredited by the American Assembly of Collegiate Schools of Business (Cougar, 1977), indicates that 94 percent of the responding institutions now require at least one computer course of undergraduates, signifying a widely recognized need for training in this area.
人们普遍认识到，提高计算机利用率的瓶颈不是由于设备性能不足造成的，而主要是由于缺乏能够更好地确定、设计、发展和实施计算机应用的经过适当训练的专业人员。商业组织试图通过引入公司培训计划来应对这种短缺(Guide International, 1976)， (Goldstein, 1974)，而教育机构则引入要求计算机熟练程度的课程。美国大学商学院协会(American Assembly of Collegiate schools of Business, Cougar, 1977)对认可的学校进行的一项调查表明，94%的受访机构现在要求本科生至少开设一门计算机课程，这表明人们普遍认为需要在这一领域进行培训。
{"title":"System analysis skills hierarchy","authors":"N. Guimaraes","doi":"10.1145/1036952.1036953","DOIUrl":"https://doi.org/10.1145/1036952.1036953","url":null,"abstract":"It is generally recognized that the bottle-neck to greater computer utilization is not caused by deficiencies of equipment performance but primarily by the shortage of properly trained professionals who can better define, design, develop and implement computer applications. Business organizations attempt to respond to this shortage by introducing company training programs (Guide International, 1976), (Goldstein, 1974), while educational institutions introduce courses requiring computer proficiency. A survey of schools accredited by the American Assembly of Collegiate Schools of Business (Cougar, 1977), indicates that 94 percent of the responding institutions now require at least one computer course of undergraduates, signifying a widely recognized need for training in this area.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1980-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115254662","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
On February 3, 1971 a hearing was conducted by the U. S. Department of Labor's Wage and Hour Division to examine whether the various data processing occupations should or should not be exempt from the overtime provisions of the Fair Labor Standards Act. Among those testifying at the hearing was Walter M. Carlson (1), President of The Association for Computing Machinery. Carlson focused his discussion on programmers. In a later speech (2) Carlson challenged the Special Interest Group on Computer Personnel Research to conduct research which would provide better information for making the exempt/non-exempt decision for programmers. This report is one response to that challenge.
1971年2月3日，美国劳工部工资和工时司举行了一场听证会，以审查各种数据处理职业是否应免于《公平劳动标准法》的加班规定。在听证会上作证的人中有计算机协会主席Walter M. Carlson(1)。卡尔森把他的讨论集中在程序员身上。在后来的演讲中，卡尔森要求计算机人员研究特别兴趣小组进行研究，为程序员做出豁免/非豁免的决定提供更好的信息。这份报告就是对这一挑战的一种回应。
{"title":"Programmer exemption","authors":"T. C. Willoughby","doi":"10.1145/1036952.1036955","DOIUrl":"https://doi.org/10.1145/1036952.1036955","url":null,"abstract":"On February 3, 1971 a hearing was conducted by the U. S. Department of Labor's Wage and Hour Division to examine whether the various data processing occupations should or should not be exempt from the overtime provisions of the Fair Labor Standards Act. Among those testifying at the hearing was Walter M. Carlson (1), President of The Association for Computing Machinery. Carlson focused his discussion on programmers. In a later speech (2) Carlson challenged the Special Interest Group on Computer Personnel Research to conduct research which would provide better information for making the exempt/non-exempt decision for programmers. This report is one response to that challenge.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1980-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124796869","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Improving the productivity of computer personnel requires an integrated view of the factors which promote effective and efficient work. Motivation, training, performance planning, and productivity are so closely interrelated that to attack them individually results in initiatives which often conflict with one another and lead to confusion of ends by professional personnel. Successful integration of these factors results in a management style and organizational form that supports the accomplishments of productive work. The framework identifies five major areas contributing to performance and behavior: personal effort, knowledge and skills, attitudes and values, environment, health, and sense of direction. These areas define the impact of training, personal development, management style, project control, performance planning, and job/goal direction-setting on performance and behavior. The framework also identifies five outcomes of work performance and behavior: rewards, costs, appraisal, equity, and satisfaction. The roles played by reward strategies, appraisal techniques tied to performance planning, and personal job costs to the worker are placed in a unified concept. The framework provides a view of how to make these factors work together to improve productivity. Data processing personnel career development implies the exercising of a specific plan within a structured environment. Career development should allow an individual to start as a programmer trainee or anywhere in the hierarchy of the group and progress to appropriate levels of responsibility, authority, and pay that are commensurate with the individual's abilities and desires. Career development is "GOOD BUSINESS" for the company and for the individual, as it provides for the development and optimal use of existing potential. It can provide significant contributions to productivity improvement and at the same time reduce retention problems. If a career development program is to work, it must be pragmatic. First, it has to be developed and implemented within the environment of each individual company. Second, it has to have sufficient flexibility to allow for the specific career requirements of each individual. This "tall order" has been met with varying degrees of success. This case study is intended to provide one example of how career development can and does work for the Missouri Pacific Railroad computer professional.
{"title":"An integrated productivity, training, and performance planning/appraisal framework","authors":"R. Rouse","doi":"10.1145/1036952.1036957","DOIUrl":"https://doi.org/10.1145/1036952.1036957","url":null,"abstract":"Improving the productivity of computer personnel requires an integrated view of the factors which promote effective and efficient work. Motivation, training, performance planning, and productivity are so closely interrelated that to attack them individually results in initiatives which often conflict with one another and lead to confusion of ends by professional personnel. Successful integration of these factors results in a management style and organizational form that supports the accomplishments of productive work.\u0000 The framework identifies five major areas contributing to performance and behavior: personal effort, knowledge and skills, attitudes and values, environment, health, and sense of direction. These areas define the impact of training, personal development, management style, project control, performance planning, and job/goal direction-setting on performance and behavior.\u0000 The framework also identifies five outcomes of work performance and behavior: rewards, costs, appraisal, equity, and satisfaction. The roles played by reward strategies, appraisal techniques tied to performance planning, and personal job costs to the worker are placed in a unified concept.\u0000 The framework provides a view of how to make these factors work together to improve productivity.\u0000 Data processing personnel career development implies the exercising of a specific plan within a structured environment. Career development should allow an individual to start as a programmer trainee or anywhere in the hierarchy of the group and progress to appropriate levels of responsibility, authority, and pay that are commensurate with the individual's abilities and desires.\u0000 Career development is \"GOOD BUSINESS\" for the company and for the individual, as it provides for the development and optimal use of existing potential. It can provide significant contributions to productivity improvement and at the same time reduce retention problems. If a career development program is to work, it must be pragmatic. First, it has to be developed and implemented within the environment of each individual company. Second, it has to have sufficient flexibility to allow for the specific career requirements of each individual. This \"tall order\" has been met with varying degrees of success.\u0000 This case study is intended to provide one example of how career development can and does work for the Missouri Pacific Railroad computer professional.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1980-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128424080","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper reports on a study performed at The University of West Florida which attempted to measure the often claimed positive impact of a cooperative education work experience on the academic performance of a student.
{"title":"The impact of cooperative education on the academic achievement of students majoring in the computer field","authors":"James E. Miller, T. Dunn","doi":"10.1145/1036952.1036954","DOIUrl":"https://doi.org/10.1145/1036952.1036954","url":null,"abstract":"This paper reports on a study performed at The University of West Florida which attempted to measure the often claimed positive impact of a cooperative education work experience on the academic performance of a student.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1980-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129005300","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In the field of data processing, the professional needs to keep abreast of new developments. For programmers and their supervisors, this involves learning about, evaluating, and subsequently using or rejecting new programming concepts. Whether one is charged with educating and training programmers or with hiring them, this need to keep abreast raises some interesting questions. This paper concerns itself with three such questions: 1. From what sources do programmers in the field learn about new concepts? 2. Is there a significant relationship between particular aspects of a programmer's background and his/her awareness of new programming concepts? 3. Is there a significant relationship between particular aspects of a programer's working environment and his awareness of new concepts?
{"title":"Information sources practicing programmers use to acquire new concepts and the relation between prior programmer education and concept impact","authors":"Robert P. Taylor, James Fisher, J. Alvarez","doi":"10.1145/1036947.1036948","DOIUrl":"https://doi.org/10.1145/1036947.1036948","url":null,"abstract":"In the field of data processing, the professional needs to keep abreast of new developments. For programmers and their supervisors, this involves learning about, evaluating, and subsequently using or rejecting new programming concepts. Whether one is charged with educating and training programmers or with hiring them, this need to keep abreast raises some interesting questions. This paper concerns itself with three such questions:\u0000 1. From what sources do programmers in the field learn about new concepts?\u0000 2. Is there a significant relationship between particular aspects of a programmer's background and his/her awareness of new programming concepts?\u0000 3. Is there a significant relationship between particular aspects of a programer's working environment and his awareness of new concepts?","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1979-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128468874","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Overtime For Programmers There is no doubt that a significant number of those employed as programmers may be non-exempt employees with respect to F.L.S.A. requirements for overtime compensation. Wage and Hour Division Regulations and Interpretive Bulletins seem to limit exemption from these requirements to the programmer who works in a bona fide executive or administrative position. Recent litigation establishes the likelihood that a large group of programmers may come under this exemption and that some programmers may be exempt as professional persons, even though Wage and Hour Division interpretations suggest otherwise.
{"title":"Overtime for programmers: a review of the legal authority","authors":"H. Hammer","doi":"10.1145/1036947.1036949","DOIUrl":"https://doi.org/10.1145/1036947.1036949","url":null,"abstract":"Overtime For Programmers\u0000 There is no doubt that a significant number of those employed as programmers may be non-exempt employees with respect to F.L.S.A. requirements for overtime compensation. Wage and Hour Division Regulations and Interpretive Bulletins seem to limit exemption from these requirements to the programmer who works in a bona fide executive or administrative position. Recent litigation establishes the likelihood that a large group of programmers may come under this exemption and that some programmers may be exempt as professional persons, even though Wage and Hour Division interpretations suggest otherwise.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"276 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1979-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116506427","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Richard H Barnes, Bruce H, Engel, Gerald L, D. C. Abbey, Des Moines, Iowa Chandor, Anthony, A. L. Lucke, Bozeman
This brief, no-nonsense book should be read by every individual who has management or hiring and firing responsibilities for computer staff. Those who may have come up through the technical ranks of the computing profession will profit from the administrator's and personnel manager's viewpoint; those who may have migrated into such a position from outside of the computing profession will be introduced to the personnel problems peculiar to the trade.
{"title":"Review of \"Choosing and keeping computer staff by Chandor, Anthony.\" International Publ. Service Collings, Inc., New York, 1976, 203 pp.","authors":"Richard H Barnes, Bruce H, Engel, Gerald L, D. C. Abbey, Des Moines, Iowa Chandor, Anthony, A. L. Lucke, Bozeman","doi":"10.1145/382072.1037784","DOIUrl":"https://doi.org/10.1145/382072.1037784","url":null,"abstract":"This brief, no-nonsense book should be read by every individual who has management or hiring and firing responsibilities for computer staff. Those who may have come up through the technical ranks of the computing profession will profit from the administrator's and personnel manager's viewpoint; those who may have migrated into such a position from outside of the computing profession will be introduced to the personnel problems peculiar to the trade.","PeriodicalId":426630,"journal":{"name":"ACM Sigcpr Computer Personnel","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1978-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123253463","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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