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Management of information technology
Frenzel C., Boyd & Fraser Publishing Co., Danvers, MA, 1992. Type: Book (9780878355082)
Date Reviewed: Sep 1 1992

This six-part textbook extols currently accepted principles governing the management of computerized business systems. In my opinion, information technology encompasses a broader territory than corporate administration; we are all products of our past experiences, however, and authors must be allowed some editorial license. Fortunately, the author’s past business experiences have obviously been, like the Mississippi river, wide and sufficiently deep for commercial navigation, thanks mainly, I suspect, to IBM, his previous employer.

The length of this textbook should be adequate for a full semester’s work, without the annoying but common need to either skip sections because a book is too long or to supplement with extra material because a book is too short. Each of the text’s six major divisions consists of two to four chapters, for a total of 18 chapters in all. Understandably, the book’s chapters follow the now widely accepted formal IBM three-part presentation rule of “tell ’em what you’re gonna tell ’em, then tell ’em, then tell ’em what you told ’em.”

Each chapter except the first begins with a “business vignette.” These short stories are extracted from real life and serve as an introduction to the contents of each chapter. Vignettes are also interspersed within some chapters to provide support, introduce new concepts, and give the student a reading break. Each chapter’s leading vignette is religiously followed by an introduction. After the introduction, the main body of the chapter follows, with as many unnumbered sections as the author deems appropriate to explain specific information technology management concepts, procedures, or actions. The last section of each chapter is a summary that provides reinforcement. Chapter summaries are followed by an adequate number of review questions, then a usually adequate number of discussion questions, then one or two generally appropriate student assignments. After the student assignments, a numbered list of supplemental readings referenced in the preceding text is provided; that is, endnotes are used in place of footnotes. A list of selected general references and readings closes each chapter.

All the major modern accepted IT management principles that pertain to business use of computers and computer communication are covered. The cycle from strategic, tactical, and operational planning; through implementation; then to normal operation; and finally back around for the next major change is thoroughly treated. A number of aspects of management that the chief information officer (CIO) may need to know have not been included or are given short shrift. Presumably, such business topics as business law, collective bargaining, marketing principles, and contract negotiation would be learned in other business courses. Their inclusion in this text would undoubtedly make it too long for a single-semester course. The same holds true for the technical subjects that are not included, mainly audio and video media. Most IT officers need to have at least a basic knowledge of the telephone, radio, and TV systems from twisted copper through coax, fiber, cellular, microwave, infrared, and satellite. The author alludes to these topics in the preface and implies that they should be included in other courses. He expects the student to have learned basic principles of business and information processing before attempting to understand this book.

On the negative side, the book has no illustrations. The few graphics are not too imaginative, but are generally sufficient. Despite presumed scrutiny by the list of eminent reviewers acknowledged in the preface, a few mostly unimportant errors and omissions slipped through. For example, it has not been over 50 years since the introduction of the transistor, and there is a difference between $100 and $100 million.

The paucity of quantitative rules, other than the common dollar accounting methods, to measure or predict IT operation and performance is disappointing. One cannot fault the author, however. The old eighty/twenty rules are no longer in vogue and Herb Grosch’s famous law lies in disarray. No generally accepted rules exist to supersede them, not even the author’s methods of measuring such things as user satisfaction and project risk. The only universally accepted measure seems to be the bottom line on a corporation’s quarterly report.

The book is attractive with its blue highlighting, in spite of the mix of serif and sans-serif type. The text flows well and is carefully worded to avoid misinterpretation by students who lack business experience. The index is in too small a print for some older eyes, but seems adequate in content.

Were I told that I was to teach a semester course at the junior or senior level in “Data Processing Management,” I would suggest the course be renamed to use the latest buzzwords, namely “Information Technology Management.” I would seriously consider this book as the required text for the course.

Reviewer:  Lou Lucke Review #: CR116018
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General (K.6.0 )
 
 
Information Systems Education (K.3.2 ... )
 
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