Computerization in Developing Countries: Model and Reality by Per Lind

By Per Lind

The wish that computerization in constructing international locations may dramatically enhance their economies has to this point been unrealised. This publication examines the problems of making use of Western machine versions in 3rd global international locations.

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The first type may be achieved by standardization which: involves the establishment of routines or rules which constrain action of each unit or position into paths consistent with those taken by others in the interdependent relationship. An important assumption in co-ordination by standardization is that the set of rules be internally consistent and this requires that the situations to which they apply be relatively stable, 38 Industrial production as a model repetitive and few enough to permit matching of situations with appropriate rules.

Finally, rational organizational behaviour, in sorting out those variables that are not controllable from within the organization, resorts to the closed-system structure for its technical core where internal interdependence, assured of predictability, can be coordinated. The environment here is the material and equipment market in Egypt and abroad, part of the Egyptian infrastructure such as transportation and various finance and government institutions. The principal feature of this environment, from the point of view of the study, is that basic production inputs such as vital components and equipment can not be supplied by the local market but must be imported for scarce financial resources that compete with other urgent demands of the country.

56) The planning process involves the establishment of schedules and targets to govern the actions of the interdependent units. Planning is appropriate to more dynamic situations than is standardization. Plans quite often consist of changing the parameters in established decision rules. Finally, the third type of co-ordination is mutual adjustment or ‘coordination by feedback’ that: involves the transmission of new information during the process of action. (Thompson, 1967, p. 56) The task is sufficiently unpredictable that pre-established decision rules and plans cannot be prepared.

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