I""'
THE EFFECTS OF TECHNOLOGY ON OFFICE ADMINISTRATION, 1965-1993
An Honol"s Thesi S
by
Chris A. Mac:klin
r
Thesis Advisor
Jac:queline De Voe
Ball State University
Munc: ie, I nd i ana
May 7, 1993
Graduation Date:
July 24, 1993
..
·.,. )J
Purpose of Thesis
This discussion of office administration will focus on the
effects of technology.
Specifically, it will cover the time
period of approximately the last twenty-eight years.
In this
time frame, the effects which technology has had on the duties of
office workers and managers will be studied.
From this paper,
one will gain some type of incite into how office management has
developed and evolved into the complex occupation it is today.
1
In
simply
1966, John
as "to
and direction
He went on
management
to
a business
to break this
down in to
and leading
Of course, the size of individual organizations vary
thus, so does the responsibilities of their office managers.
For instance, it
to
function of
organizing, planning, controlling,
four functions:
(Neuner 4).
defined the
provide leadership
(Neuner 3).
organization
and
Neuner
be
was commonplace for the
combined with
though, due to the
duties
of
the
that of
office manager.
impact of automation and new
office
administration
the
position of controller
manager
became
of work rather than
more
Eventually
technology, the
focused
on
the
the completion of it (Neuner
6).
Beginning in
the mid-1960's,
office practices
through a new phase of technology.
of change
for office
This was not
practices though.
done more
quickly, more
more
economically.
were
such inventions
registers,
and
as adding
activities
needed to
added to
had to
be hired to perform
th~
be
job
It allowed work to
attractively, and
the typewriter
and calculating
machines, cash
The use of these machines
quicker, but they
and new
also generated new
opportunities.
More
this added volume of
work.
duties of the office manager in two ways.
~dept
at using
changes
invention of
and bookkeeping machines.
methods got work done
business
accurately, more
Following the
the first phase
The impacting
started with the invention of the typewriter.
be
began going
these new inventions so
people
This
First, he
that he could
2
train, guide, and supervise those employees using the machines.
Second,
greatly
the amount
of
people which
he
oversaw had
been
For this reason, managers saw fit to delegate
expanded.
some of their powers and responsibilities to another person, thus
creating the position of assistant manager (Neuner 21-22).
The
bu~iness
practice phase of the
the cycle of "office automation".
"the
entire field
of
or self-moving."
Automation has been defined as
investigation,
methods of rendering or
mid-1960's can be called
design, development,
and
making processes or machines self-acting
Therefore, in
the office, automation refers to
those self-regulating processes in which work is completed with a
minimum of human
close
effort.
to fitting
Automated
the definition
data processing comes
of office
very
automation.
It is
dependent upon the recording of original data in such a form that
further
use can
subsequent
be made of
the data
manual recording.
for
automatic,
it
Unfortunately, it
demands
outside
interruption of the processes.
force,
the
without the
direction
Man must still be
but once the machines
need for any
is not
and
frequent
the directing
have been programmed
activities, they can do so
truly
to carry out
more quickly, more economically,
and more accurately than by manual methods (Neuner 22).
The popular system of the
which
used
the
Hallerith
rectangUlar holes punched
Code, used cards
system,
hand
Codes.
in cards.
with round
or
1960's was the tabulating
The
Another
hole punches.
typewritten
code
original
consisted
code, the
In this
source
system
of
Powers
tabulating
documents
are
3
converted
to these punched cards.
was called input
and the
The
data on the source cards
punch cards were
called input
media.
The processed data was known as output and the forms on which the
processed data appeared was called the
output media.
speci al attilchment,
the el ectr' i c
calculating
machine, cash
teletypewriter
as
register,
could communicate
common-languag~
procedure,
such machi nes
m~d'~-pun=h~d
known
bookkeeping
with one
as integrated
data
typewr iter,
machine,
another by
Th'~
cards.
By usinQ a
data
processing,
and
means of
proc •• sing
allowed data
processing to be done automatically once the source documents had
been prepared manually (Administrative Services 47).
Electronic data processing was the most recent adaptation in
the mid-1960's of
invention and
use of electroniC
retrieve
cal c~ll ate
and
el ectroni c
comp~lter
upon a code
This was
data processing.
data
computers.
with
system, I i ke the
or machine language.
with instructions for its processing,
out rapidly ilnd
b~lsiness
5,000
written out of
docLlments
and
were
computer could
speed.
The
numeric data had to
This coded data, along
were fed into the computer
All instructions
the computer
reports (Martin
electr'onic computers
the
tabul ati ng system, depended
cards.
and stored as electrical impulses.
The
superhuman
Alpha snd
be transformed into code on punch
done through
in use
52).
by
are carried
on punch cards
In 1965,
about 650
or
nearly
of
the
largest corporations representing every major industry.
These
cc)mp~lters
were being used to
quicken such activities
as accounting, inventory control, and the planning and control of
4
But according to a survey by the American Management
operations.
Association,
they were used even
more as a
tool of management.
So, just what were the effects of this new management
tool?
The
first
number
of
effect
was
supervisory jobs
was expected to
workers.
an
anticipated
available.
cause a
Obviously,
declining rate of
clerical
would need
a
Second, the content of the office
with the use of the computer.
the accountants to branch out into such
more technical and
growth for
number of workers
smaller number of supervisors.
financial analysis.
in the
This was logical since the computer
a smaller
manager's job changed
decrease
This caused
Jobs as systems work and
Therefore, the office management jobs became
highly structured.
In other instances,
the
super vi 51 on of several departments were con sol i dated i 11to one job
(Martin 34-35).
Many
people
adaptation
become
felt,
of computers
routine,
at
this
time,
would cause
downgraded,
that
the
increasing
office management
and
eventually
jobs to
obsolete.
Fortunately, for managcl!rs, there are two r"easons why thill did not.
happen.
First, the decisions made by office managers involve too
many intangibles
and too much
abstract thinking to
problems to mechanical analysis.
subject the
Of course, the use of computers
eased the jobs of the office manager.
Rather than spending hours
d~t~,
d~t.
t~.
@ffiaD
'n • m.tt§F
Judgement
m~"~~.F
~f
required
g@Yld
§.condu.
of office
dealing with a huge quantity
§'m~ly f~FmYl~t. ~"d
a~!gYl~t. t~.
Instead of reducing the
managers,
the
of
degree of
increased use
of
5
compLlter oper"a"tions resulted in
was
even more
little skill
highly
of computer
factor.
must
structured.
and judgement
ladder, other
While
may have
jobs requiring the
data moved upward.
some jobs
requiring
moved down the
management
compilation and interpretation
The second
reason is
the cost
The charges for' rentiil fee or depreciation on a computer
be less than the
compLlter
pr,~duces.
depreci ati on expense
the work of eight
not,
an office manager position which
dollar-valued amount of
output which the
For
computer
ex ampl e,
if
the
of $120,000, Ulen it woul d
employees with a wage of
the cost is deemed
has
have to produce
$15,000 a year.
prohibitive to the
a
If
installation of the
computer (Neuner 28-30).
In
1964, Donal R.
surveyed
-
middle
companies.
Each of
operating
experience
system.
-
53
Shaul, a writer
managers
and
these managers
with
their
It was confirmed that
top
managers
had at
in
least two
electronic
data
eight
years of
processing
as a result of installing an EDPS
the job of office manager had become more complex.
In fact, bOX
of
on
the
managers stated
activities
found
that
that
they
worked longer
planning
after the installation than they had before.
the managers
information to analyze in
had
a
thirds of the managers
amount of time which
of controlling.
greatly
increased
greater depth and that they
personal experience and Judgement
-
14
for Personnel magazine,
in this analysis.
agreed that the computer had
they were reqired to spend
He also
volume
of
used more
About
two-
reduced the
on the function
This freed up more time for other activities and
7
As
§f
HI§
the decade of the 1970's occurr.d, pwopl. bWOAn to think
§ff i
fiElf: e§W§t: HIE' J11 a~jE' WI1€'f'E' J1a~€'rw§r'/; Was BElfl€';
§ €I
It wa.
as the information or nerve center of the company.
this time period that companies
the
computer in
the office
durln~
made even wider applications
and increased integration
machines with the computer to perform office work.
!'I1ff:
of
of other
Each of these
machines shared something in common with the othersl that is thwy
all
performed
one
or
more related
processing machine systems was born.
the
for
processing
Eventually, the concept of a family of
information.
where
functions
machines were
used,
information
Thus, the office, the place
became
the information
center
(Johnson 8-10).
Before we look
need
to examine
at the
effects of this
these devices
into wide use during the 1970's.
word management.
is to number-so
and functions which
we
were coming
First, there is the function of
Word management is to teNt what data processing
It is the electronic and/or
storage, manipulation,
and graphic
new technology,
images.
output, and ultimate
The
primary end
mechanical capture,
disposition of teNt
product is
a hard
copy
output, usually paper.
The most versatile and important tool for
handling
word
te)(t
is the
processor.
designed to
simplify the production of
repetitive
typing
capabilities.
Its
and
providing
main point
information on removable storage
were
electric
typewriters
with
Word
processors
are
documents by eliminating
extensive
though is
devices.
storage
text
editing
its ability
to store
Other similar devices
capability
and
teHt
8
editing systems (Barcomb 51-53).
Message
systems
became
also
in
popular
the
1970'5.
Electronic mail systems are point-to-point conveyors of different
types of
information
(depending upon
the system
reduced photocopying volume and expense, geographic
independence,
personnel.
time-zone
They can
Computeri zed
transparency,
systems
i ncl ude
Another
systems,
and
photographi(:
access to
Non-computerized
images.
and
of
It
miniaturized,
usually
It
systems,
systems include
conventional facsimiles.
micrographics.
display
message
destination oriented systems,
audio systems,
modern function was
retrieval,
improved
complJter-based
computerized facsimiles.
videotex
and
be either computerized or non-computerized.
teletypewriters, store-and-forward
and
They
faster delivery of
serve many purposes, including the followingl
information,
used).
contains
is the capture,
hi gh-"resol clti on
either textual
graphic infcrmation and is stored either on paper or
film.
other
filing
popular
retrieval and
modern
functions
were
electronic reminders and
electronic
calendars (Barcomb
or
Some
and
103-
36) •
The first
two fold.
major effect
and better qualified workers.
would
be created
those
retiring, leaving
openings
changes was
It was clear that in the future there would be a great
need for both workers
promoted,
of these technological
and
ca~sed
in three
changing
ways!
the labor
careers;
by expansion;
(l)people needed
force temporarily,
(2)numbers
needed
The demand
to replace
fired or
for
new
and (3)numbers needed for emerging
9
jobs brought about by the
Labor
Department
workers would
use of technology.
estimated
be
needed
that
over
in 1985.
In 1976.
twenty
the U.S.
million
That number
office
would
be
an
increase of 34% from 1974 (Delgado 51-52).
Besides the
use
of
increase in the
technology
workers.
These
categoriesl
also
caused
the need
for
for office
skills;
more
(2)need
were truly qualified for
were
office
activ~ly
seeking
positions.
qualified
into three
for specialty
(3)need for decision-making abilities.
1970's, few individuals
companies
needed, the
qualification needs can be separated
(l)need
skills; and
number of workers
In the midand even fewer
Because
of
this,
sometimes hired an underqualified individual who could
only partially fulfill the requirements of the job.
For eKample,
companies that usually required 120 words per minute of shorthand
began to
accept people who
could only
do 80 words
The same type of change was seen in the
This
loss in
skills
servic •• (O.lgado
m§"t'~H§d
A§
medical,
§~rl'§r.
of
total
production of
office
th§ n§§d for specSalty .kill. was al.o
technology.
with .p§ci.l
keystroking
Many employers began
training in
and legal aFeas.
who had good typewriting
rate
requirements of typists.
~3-~4),
brought about by this
'ndividu.l.
affected the
per minute.
WOFd
such aFe ••
pFOC§.§'H~
to Beek
~. technlc~l.
c§Ht§F§ hiF§d ths§§
skills, particularly those with a
speed
and
good
transcription
high
skills.
Specialty personnel were needed in such areas as data processing,
reprographics, recors management, and
mailroom systems.
Each of
10
those areas could be
to
the
a highly complex and sophisticated
new technology
which
was
constantly being
Job
du~
introduced
(Bikson 22).
Three different types of new
personnel were needed, all
First, the system
whom needed to understand this new technology.
planner
had
to
be
an expert
planning, and be able to train
He must also be able to
in
the
of
field,
be creative
in
others how to operate the system.
work with users to determine their needs
and be able to communicate with them about their output.
Second,
the operators had to have the skills to run the equipment and had
to be accurate in providing the input.
to
produce
work
at
troubleshooter was
high
rates
They also
of
speed.
needed to solve internal
system, to overcome or
had to be able
Finally,
the
problems within the
counteract human error, and to
cope with
complaints effectively (Sikson 23'.
The
ne~d
for
decision-making abilities was present
office work was seldom a routine effort.
decisions, some major and some minor.
management skills so
deadline.
habits
Each
and
priorities.
had
motion
A worker had to have time-
some training
simplification
as
well
as
good work
setting
work
In order to make these decisions, the office workers
the work flowed, the
need for
completed by the
in developing
to understand the functions of the
of the
It involved making many
that important tasks were
needed
because
importance of accuracy, and
team approach (Sikson
b~tter
office, the way in which
24'.
supervisory skills.
Also
the philosophy
brought about was
Supervisors had
the
two basic
11
understanding
.m
needs:
understal,d i ng
of people.
of
With
the
work
objectives
these two
and
an
factors, supervisors
were able to meet the need of profit maximization and to find the
means
to
keep employees
productive.
As
the need
for office
workers increased and the supply grew smaller, the supervisor had
to
have a
individual
keen
'SI
Finally,
about.
talent for
balancing
work demands
with
each
abilities (Bikson 25).
the need
for updating
Although technological
the employees
was brought
advances continued to make office
work easier in some respects, all machines were still operated by
human
beings
and
therefore,
production levels.
human
skills
continued
to
set
Thus, it became necessary to produce more and
better qualified office workers who had the skills to operate the
newest technlology.
(Wagoner 56).
The office manager had many responsibilities in the business
of
the
1970's,
ranging
telecommunications
from
word
and
data
processing
to less formal and personal areas.
and
He had to
deal with pCllitics in the office and time management of the human
resources inl
had to
tak~
the office.
He needed
an organizational
a broad management view and
outlook in
managing the
office.
Excellent leadership abilities were essential also (Long 30).
As
th~
1970's
horizon, a new type
began to
fade
and the
of office was coming
type of manager was needed to run it.
This
1980's were
about and a
on the
different
new office was known
as the administrative services concept (Johnson 11).
Gradually, the
computer and its
accompanying technological
12
devices
changed the
unified
the separate
instance,
recording
the
in which
was
it
office functioned.
organizations and,
separate functions
demonstrated
of data in the office
processing,
an
functions of
previously
conceptually, the
For
way
that
at least
in an
the
It
office.
collection
and
is basic, and hence related, to
distribution,
storage
and
of
that
data.
Furthermore, the unique role that the office played in the modern
organization became clear
product
and information
as greater reliance was
to serve
placed on its
the decision-making
needs of
management.
Thus, during the 1980's, the office emerged from the
concept
the
of
narrower
administrative office
office
serving
the
management
entire
to
the
broader
organization.
The
office was rowan agent provided to assist top management and all
other parts of the organization (Johnson 12).
The
function
pLrpose of
was
the
to provide
office as
an administrative
specialized
knowledge
on the
information cycle of the
whole firm; to respond to
needs
regarding
of
the employees
things; to help ensure
space,
administration
organizatiors.
administrative
growing function
the physical
the security of the organization;
in all fields responded to the need
the
entire
machines, and
care for the maintenance needs of the work force.
in
services
Often,
of
new
services, were
the
other
and to
Top management
for these services to assist
main
positions,
established
functions
such
to
as
of
their
v.p.
coordinate
of
this
(Johnson 13).
Basically, the
office evolved
into a
function made
up of
13
many
interdependent, complimentary
In
units.
this view,
the
office is considered as six different units.
1.
It employs economic
An economic unit producing value.
resources(people, space, capital) and produces a
service(information).
2.
A human-social unit of people with the usual types of
human problems.
3.
A geographic unit.
It is a decision center where
information is produced and used to make decisions.
4.
An ecological unit concerned with the environment and
how it affects the worker's comfort and productivity.
5.
A technological unit of machines and new systems and
their interrelationships.
6.
A communication unit for sending and receiving messages
(Johnson 14).
This
type of
manager to
where
atmosphere undoubtedly
have different
complex operations
calls for
In
responsibilities.
require specialization,
the office
a large
each function
may be headed by a manager who directs a separate department.
a smaller firm,
into
the functions of the
the responsibilities
two
In
the office manager would probably be responsible
for overseeing all of
though,
firm
of all
functional
types:
In
office.
managers could
service
general
be divided
responsibilities
and
managerial process responsibilities (Johnson 15).
Functional service
responsibilities deal with
each of
the
functional areas under the manager's jurisdiction.
This includes
all
equipment and
office
supplies,
services such
mailing and
communi cati clns.
included.
The
as the
use
correspondence
Data processing
manager is
also
of office
services, and
electronic
and records management are also
responsible
for
all of
the
14
administrative
such
things
systems and
as
procedures studies.
simplification
of office
work,
This
environmental
controls, standards development, and other activities.
out the
manager's responsibilities are the
related information
services
and
security
involves
Rounding
duties of overseeing
controls
for
loss
prevention (Johnson 15-17).
Managerial
process
responsibilities
responsibilities which are implicitly
are
those
assigned to most managers.
These responsibilities include:
1.
Understanding the total responsibilities of the unit
being supervised.
2.
Developing realistic goals for the unit in line with
organizational practices.
3.
Planning and organizing the assigned resources.
4.
Directing employment activities and administering
company personnel policies.
5.
Supervising, evaluating, and motivating all personnel.
6.
Setting appropriate productivity standards while
conSidering employees' abilities.
7.
Constantly seeking information to keep abreast of the
demands of the job.
8.
Develops controls used for evaluating and rewarding
workers' performance.
9.
Communicates effectively, within and outside the firm.
10.
Keeps constant eye on bottom-line profit just as a plant
manager would.
11.
Understand fully how decisions are made and the role of
the office as an information producer to furnish
information upon which such decisions are made (Johnson
1'7-20).
It
is
ver-y
important
that
the
managers
possess
good
15
He must
technical skills.
be able to
communicate effectively.
This not only includes the skills of writing,
and listening, but
.a
flowchart,
questions.
speaking, reading,
also the ability to conduct meetings, prepare
clear
give
instructions,
possess a
He must
sound
and
ask
knowledge of
effective
information
systems and telecommunication technology for planning and control
purposes.
Also, somewhat related, are information coding skills,
formulation of work performance
standards, and procedural skills
(Birchall 151.
Human skills needed by the manager are practically infinite.
Such
qualifications include
between
people and
and in
ability to
perceive
the effective counseling,
motivating of employees.
positively
the
problems
disciplining, and
In general, he must be able to interact
a tactful
manner with other
people (Johnson
23) •
Many
ladder,
studies show that as
he is
in
greater
conceptual skill is
whole and
need
the ability
the office as
one of
creating of
new work systems
translation
of
operating
complex
programs
a person goes
also
of
up the managerial
conceptual
skills.
to view the
organization as
its parts.
The designing
requires conceptual
relationships
calls
One
for
and
these
issues
skills.
into
conceptual
a
and
The
sound
skills.
Finally, these skills are also needed to recognize and prioritize
problem areas
and to
critique alternative methods
of resolving
problems (Hines 43-45).
As this era of
office management came to pass,
the concept
16
Rather than just a place in which
of the office changed forever.
the affairs of the business were carried on, the office was newly
seen
as
a type
functions
of
of the
performed.
umbrella which
organization,
regardless of
all administrative
where they
were
As the 1980's have passed through time and the 1990's
are here, the administrative
continued
covered
to survive
and
services concept of the
is
very
healthy.
office has
Like
a
living
organism, it adapts to changes and keeps on going.
Several technologies have advanced
1990's
to affect how office operations are carried out.
character
is
a
enough in the 1980's and
Optical
recognition, or OCR, is one of these technologies.
method of
scanning
typewritten or
converting it to electronic signals.
recording of
printed
It
material and
It makes the processing and
written material much quicker and easier for office
workers (Peck 27-28'.
Facsimiles
scan,
reproduce a
document
by
The dark and light areas are transformed into high and low
frequency
signals and sent by phone line to a compatible machine
at the receiving
are
and
It scans a page several times for each line of
electronic means.
type.
transmit,
two
end where they are transformed to print.
types of
faN machines,
machines are the most
than a minute.
needs
digital
advanced and can
and analog.
There
Digital
transmit a page in
less
It is the duty of the office manager to match the
of the office with
a suitable machine,
while also taking
into account the price of the machine (Peck 125-27'.
In
regards to
the
computer, four
technologies are
worth
1"7
workstations, and software.
link
networks, databaues,
prof~.uional
Local area networks are
designed to
They are local area
listing.
together different pieces of
_quipmant may
office equipment so that this
communicate with each other,
share resources, and
allow communication outside the office (Peck 861.
Professional workstations are
combinations of hardware
software placed near a worker's desk to help him
may stand
alone or link with information
do his job.
bases.
and
It
Its ability to
do advanced activities and processes distinguishes it from simple
clerical and data entry stations (Long 1031.
Databases are packages of information which workers can gain
access
to by
package.
most
using
a modem
In general,
and
usually the
there are four
proper
types of
informal type is called a bulletin board.
software
databases.
The
They are started
by users who wish to communicate with others having the same type
of
software.
People can get up-to-date information from current
information and services
News
Retrieval
databases.
Service allows
a
For example,
person to
get
the Dow Jones
current stock
Information bank databases are similar to libraries.
offers
current information and years of
same time.
Vertical
It
back information at the
databases are information services designed
foy" certain pr'ofessions.
Westlaw, for example, is a database for
the legal profession (Peck 144-451.
The 1980's saw a genuine explosion in the software business.
Software eHistu for just
done
on a
computer.
about any type of activity
Of course,
it
is
the word
that can be
processing
16
software which gets the majority of the attention.
When shopping
for a particular type of software, one should be careful.
many package.
differences
may
seem
similar, most
between them.
likely
One may have
and another may be more user
friendly.
there
Though
are
some
more advanced features
Thus, it is important to
learn all you can about a software package before you purchase it
(Peck 45).
We now need
latest popular
an
erosion
becoming
to look at
advances.
of their
routine
amount
responsibilities
Also,
assumed
employees
and
technology
the
Some
more hands
to some
amount
of
new
effective and efficient.
such as
being
their duties
training new
Obviously,
the
Their work has become more
They have more time to
problems of the
people
no pay increase.
systems.
has helped managers also.
activities
thus decreasing the
managers saw
on activities
of these
managers have seen
another job with little or
implementing
the conceptual
due
due to the automation,
of supervisors needed.
merged with that of
Others
First, lower level
work.
supervised decreased
the effects on management
business since the
concentrate on
computeru do
the routine jobs for them (Long 193-95).
The
duties of
the office
since the decade of the 1960's.
manager have
progressed greatly
The constant introduction of new
technology has gradually eroded some of the routine duties of the
managers.
duties
manager.
On the
such
as
other hand,
systems
it has
planner
As new technology is
and
introduced new
jobs and
administrative
services
introduced in the future,
it is
19
only ~ matter of time before the administrative .ervice. concept
of management is replaced with a whole new style.
20
WORKS CITED
Administrative Services, ed. The Changing
Scope of Office
Manageme.>nt.
New York, American Management Association,
1964.
Barcomb, David. Office Automation.
Digital Press, 1981.
Bedford, Massachusetts,
Understanding the Implementation of Office
Bikson, Tora K.
Technol'l,ay. Santa Monica, CA, Rand, 1987.
Birchall, D.W. Tomorrow's
Press, 1981.
Office Today.
New York:
Halsted
De 1 gad 0 , A1 ,an. T-,-,-,h",e,---,E=n",o"-r..!.m",,o,,-u=sc-..!F_l..' "-l",e",:__""A,-..!S",o"",c;i""a",l,--,H~i-=s,-,t",o",r~y_".,o,,-f,--,t,,,h=e,
Office.
London: J. Murray, 1979.
Hines,
DO~lgl,as
?ui.l.din~;[..
V. Office _Automation, TooJs and !1ethods for System
Toronto,
John Wi ley and Sons, 1985.
Johnson, Margaret, ed. The Changing Office Environment.
VA,
National Business Education Association, 1980.
Littlefield, C.L. Management of Office
Cliffs, N.J.: Prentice Hall, 1978.
Oper" at ions.
Long, Richard J. New Office Information Technology.
Croom Hel m, 1987.
Reston,
Englewood
New York:
Martin, William W. The Administrative Manager's Guide to Better,
Faster Work at Lower
Cost.,
Englewood Cliffs, N.J.,
Prentice Hall, 1964.
Neuner,
Jchn
William.
Admir1istrative
Office
Cincinnati:
Southwestern Publishing, 1966.
Peck,
Phyllis
Man~gel'~.
Management •.
J. O'Hi ce Tel:hnology f or the Non-Technol ogi c:al
Stamford, Conn: Office Publications Inc., 1984.
Wagoner, Kathleen P. Office Automation:
New York: Wiley and Sons, 1987.
Technology and Concepts.
. ..
_._._._--------,---