The module also considers some of the broader organisational effects of information systems extending the meaning of the phrase 'organisational effects' to include 'social effects'. Possible organisational responses to the demands of the modern world. The career implications, which are attributable in part at least to the requirement for organisations to be flexible and responsive to changing market needs, are becoming very apparent. Hierarchical command and control type organisations are inherently unresponsive. They are organisational dinosaurs.
Complexity requires the combined talents of people to create viable solutions.
The answer is quite a lot as will be apparent from a review of the module Historic perspectives . Today organisations are no longer looking to their senior IS personnel to be data processing managers. It is taken as read that they are technically competent and can manage the implementation of agreed policies and plans. The emphasis of IS management has shifted from an internal departmental focus on hardware to an external focus on people and organisations. It is important to note that the phrase 'networked organisation' does not mean an organisation which makes extensive use of computer networks albeit that it may do.