Rlchard Pettlnger

Information underload

This occurs where:

» staff are not getting sufficient information;

» staff are not getting the information that they need and want;

» staff are not getting it in the right format, so while the volume of information may be overload, its quality, value, and usefulness are not suitable; and

» not all staff are getting information, usually because of organiza- tion realpolitik in which information is rationed on a ‘‘need to know’’ approach based on status and exclusivity rather than oper- ational demand; or because not all staff have access to information systems.

This last is especially a problem with junior, frontline, and opera- tional staff in all parts of industry, commerce, and public services who complain that they never get to hear of policy and operational deci- sions that they are expected to implement because the information is communicated electronically to their superiors, and then edited or skewed versions are subsequently issued by edict.

Underload also reinforces other stressors that may be present. This especially refers to differentials based on status, role, and hierarchical advantages and disadvantages; and beliefs and perceptions that frontline staff are being overloaded to compensate for strategic and operational blunders or status-based enhancements (see Summary box 4.3).





THE E-DIMENSION 33
use of information systems, they simply failed to pass on the information.

Feelings of frustration were compounded by another finding, which stated that the UK’s managers spent an average of three hours per week surfing the Internet looking for matters of general interest, pursuing hobbies and interests, and booking holidays. Many would also try to make business travel bookings. Attention was especially drawn to this last point because the overwhelming majority of organizations have institutional booking systems that are effectively managed by clerical and support functions.

The survey concluded that for many managers, computers were little more than corporate toys, appendages or playthings. It was very difficult to understand what discernible strategic and opera- tional advantages had accrued as the result of the almost universal distribution of personal computers to functional and operational managers.

Source: Office Angels Employment Services Group Plc., web@Work Survey (2001).