The observations in the paragraph below, from 1970, are still relevant today. Docherty has revealed that it is meaningful to distinguish between the experiences of an implemented information system and the pieces of knowledge of the design and implementation process. The former understandings were formulated in terms of social psychological work needs. Currently, problems within companies are now often analyzed and broken down into separate sub-issues that are allotted to different specialists, like organization development, training, and information processing.
The most significant factors to the successful implementation of the information system and the latter grouping are the security of employment and position, intensive know-how of the development process, the likelihood for involvement and participation, and prospects for learning and adaption (Docherty 1177). These issues bring the abdication of responsibilities on the part of the client. For example, assignments may be inadequately defined and followed up by the experts. Typical instances here are the omission of personnel and work organization sub-goals in systems assignments.
A company can best approach implementing an information system to reach its goals by analyzing and breaking the issues down into a set of separate sub-issues that are then allotted to different specialists (Docherty 1178). These specialists have different educational backgrounds, values, and spheres of responsibility and often work on the separate sub-issues wholly isolated from each other
Litterbins is collecting routine tasks that include data entry, coding and checking transaction forms, and checking and distributing data printouts into unique positions (Docherty 1179). This makes it easier for tasks to be spread among one or two individuals. One will be responsible for data entry and the other for checking and distributing data printout lists. At the same time, the serial coupling is the arranging of tasks in a series of stations. This worsens the problem of work deadliness towards the end of the work chain as there is a tendency for people to regard the deadliness of those individuals at the end of the chain. In conclusion, this principle still applies so that individuals can be more productive and give their best.
Work Cited
Docherty, Peter. “Pitfalls in the design and implementation of information systems.” IFAC Proceedings Volumes 11.1 (1978): 1177-1181.