An Analysis of Computer Decentralization
Abstract
The author conjectures that there are strong forces in many organizations leading towards computer facility decentralization, which have been held in check by technological and economic constraints that are beginning to relax. This conjecture is explored by analyzing approximately forty case studies of decentralization decisions. Results indicate that (1) strong decentralization forces exist in many organizations. The forces derived from these particular case studies are classified as either functional, economic or psychological. (2) The drop in hardware costs allows decentralization to occur at the initiative of lower level managers. The consequences of this trend could include disintegration of the organization's information system. Decisions by lower level managers may overlook the technological constraints of decentralization, especially the problems of networking loosely coupled computers. This could result in a future inability to share data or programs among organizational units. Because of the many functional advantages it provides, management should not discourage decentralization; however, top level management must be aware that technological constraints require that decentralization occur with their guidance and their perspective of the entire organization.
Document Details
- Document Type
- Technical Report
- Publication Date
- Oct 01, 1977
- Accession Number
- ADA045526
Entities
People
- Cecilia R. D'oliveira
Organizations
- Massachusetts Institute of Technology