A Canadian case study report: Towards self‐managed automation in small offices

Abstract This report discusses a variety of policies in Canada, both at the federal level and in the province of Ontario, that relate to technological change. It finds that the emphasis has been on the development of new technologies, rather than on their implementation. The industrial sector has been the main focus, with almost no attention specifically towards office automation. An open market philosophy prevails, with few explicit restrictions on the managerial deployment of technical and human resources. The report is principally devoted to an analysis of the introduction of microcomputers for administrative work in academic department offices and the description of a demonstration project which addressed some of the problems which emerged. It describes a union‐initiated attempt to show how workers can manage the introduction of personal computers into their offices. The Self‐Managed Office Automation Project provided a resource centre, knowledgeable experts, training sessions, library materials, technical assistance, and relief workers so that support staff in six academic departments at York University could discuss and learn how to make their personal computers work for them. For five months, representatives from each department office met weekly to share their experiences with computerization, study the capabilities and shortcomings of personal computers, identify problems and propose solutions. A series of survey questionnaires and interviews were carried out among support staff to determine their attitudes and experiences with the introduction of personal computers in their offices and to evaluate the effect of the project. The research found that the introduction of personal computers in department offices in the Faculties of Arts and Fine Arts had proven to be much more difficult than had been planned for. In particular, the staffs needs for consultation, training and immediate problem solving support were not adequately met. The adoption process was hampered by the excessive workloads placed upon support staff. The demonstration project was well received by participants. Their confidence and understanding in applying personal computers appears to have increased. They report increased enthusiasm for experimenting and working together to master the new office technology. The main recommendation to emerge from the project is to establish an on‐going resource centre where staff can access a wide range of support services and find a forum for discussing problems related to the introduction of personal computers into their offices.