The bureaucratic side of computers: Memory,evocation and management information

Management information systems fail to support management because they are not flexible enough to keep pace with the unstructured nature of decision making processes. Observations made in four welfare management information systems suggest that computerization improves evocation—the means by which decision makers pool data from the collective memory, only to the extent that choices and the relevancy of data are predetermined. Facing rigid procedures and irresponsiveness to irregular data needs, managers of all ranks duplicate the computerized memory with manual records and files so as to retain access to their memory under their terms.     

“You Cannot Be Like That Here”: Discourses of Sexual Identities among Urban Ghanaian Families

Gender Issues - While social discourses on gender and sexuality have become controversial in the African context, there is a tendency to overlook how the domestic space contrives and participates...     

Decision-making,problem-solving and organizational learning

Problem-solving behavior is normally depicted within a decision-making approach. The maze has been advanced as a suitable abstract model for most kinds of decision-making and problem-solving activity. Rather than relate to managers as decision-makers—as those who primarily explore mazes—my proposal is to consider their role in maze-building. The paper discusses a number of deficiencies in current decision-making concepts, primarily those that neglect to account for goal setting and resetting. The paper then concludes with implications for the notion of organizational learning.