THE MANAGER AND THE MICROCOMPUTER (DECISION-MAKING, ORGANIZATION, BUREAUCRATIC, ORGANIC, PROGRAMMED/NON-PROGRAMMED)

In this dissertation the author assesses the impact of the microcomputer on local manager decision-making and impact on local government organization design. The treatment of the subject is not highly technical. Its direction and emphasis is on that of the decision-maker, the local manager, department head, county administrator, or student of public management, not the computer programmer or engineer.;The topic was chosen because of the significance of the development of computer technology on our society in general, predictions of management theorists like Herbert Simon as to the positive impact the technology would have on local government reform, as it applies to better decision-making and organization. Also, because of the rather rapid and quantum development and popularity of the microcomputer as a recent agent of the modern computer technological revolution.;In order to understand the speed and magnitude of the development of computer technology in general we traced its history up to the development of the present day microcomputer. A technical chapter was written in order to simplify and demystify computer technology and terminology to enable the author to get on with the business (in subsequent chapters) of bridging the gap between computer technology management theory, and assessing impact on local governement.;Microcomputer impact on decision-making is specifically addressed by dividing decison-making into two types, programmed and non-programmed. The impact is then assessed.;The impact of the microcomputer on local government organization is assessed by looking at the traditional bureaucratic organization so prevalent in local government design, and organic organization theory of recent entrance into local government.