MAKING LINE MANAGERS
A CRITICAL COMPONENT OF
THE OUTSOURCER
EQUATION / EQUIPMENT
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Client/Server systems and networks allow line
managers to both develop & implement a wide
variety of cost-saving & quality improvement
systems for their own departments.
If line managers are encouraged, a lot
opportunities to improve its unit’s productivity &
customer responsiveness without taxing /
demanding the core TPS.
Protecting Line Managers’
Entrepreneurial Spirit


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PC revolution enable line manager to design
their own customized reports, computer monitor
screens, data arrays and analysis.
A smart line manager’s “mini system” which may
or may not work off the outsourcer’s host – can
provide enormous improvements in productivity
and/or service.
Outsourcing is apparent as a means of centralizing
and controlling computer technology costs.
Protecting Line Managers’
Entrepreneurial Spirit
Line-manager initiatives can complement
/ balance outsourced operations
 Companies can maintain clear policies
and local adaptability.
 Interdepartmental disputes should be
resolved.

Line Managers must involved in
Systems Development
Line manager must be an integral part of any
systems development project.
Reasons:
 They are needed for assessing alternatives and
the usefulness of early prototypes.
 Many programming trade-offs have to be made
during the development process
 Implementation is much smoother process (and
acceptance greater) when line managers are
able to take part in the system’s evolution.
Line Managers must involved in
Systems Development


Users will be able to provide more and
better contributions as they obtain more
of a feel for the technology.
This is : real-time line management
feedback.
Companies gain when they encourage
line-management initiatives with
outsourced information systems.

Systems, when seen by staff as tools for
making the job easier and more efficient,
can become a powerful means of
furthering productivity and morale.

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PCs are critical tool in empowering managers to
take more responsibility for quality, service, and
costs at the local level.
This cannot be done if systems outsourcing
further distances staff from technical know-how
and active participation in the application of
these technologies.

Outsourcing operations needs to be
accomplished with an understanding of
what client line managers can contribute
to overall organizational performance
when they fully exploit the power of
information technology.
 Business managers’ responsibility for
outsourcing operating standards.

No conflicts arise as long as senior
management expects this level of user
involvement in outsourcing and recognizes
the adaptive power of LAN systems.

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Systems become most useful and
profitable when they become the tools of
management.
Successful companies have learned to deal
with the underlying/basic
paradox/contradiction in outsourcing
information systems.