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| Title: | Europe-Swas-Artificial-Intelligence |
|
| Moderator: | HERON::BUCHANAN |
|
| Created: | Fri Jun 03 1988 |
| Last Modified: | Thu Aug 04 1994 |
| Last Successful Update: | Fri Jun 06 1997 |
| Number of topics: | 442 |
| Total number of notes: | 1429 |
286.0. "Fwd: Inside Information" by ULYSSE::ROACH (TANSTAAFL !) Fri Feb 22 1991 17:16
I N T E R O F F I C E M E M O R A N D U M
Date: 21-Feb-1991 03:35pm CET
From: BEANE
BEANE@BIGRED@MRGATE@DPD03@DPD
Dept:
Tel No:
TO: See Below
Subject: Fwd: Inside Information
From: ASABET::W_FERGUSON "MLO4-3/A20, DTN 223-6231 20-Feb-1991 1034" 20-FEB-1991 15:15:56.32
To: @II.DIS
CC:
Subj: INSIDE INFFORMATION #183 -FEBRUARY 20, 1991
INSIDE INFORMATION
~~~~~~~~~~~~~~~~~~
ISSUE NO. 183 FEBRUARY 20, 1991
-----------------------------------------------------------------------
*****************************************************************
* *
* PLEASE NOTE new ordering instructions, USE ABSTRACT NUMBER *
* as well as normal information when ordering articles. *
* You will note also a new format. Other improvements *
* will be made soon to expedite this service for you. *
* Watch this space for further announcements. *
* *
*****************************************************************
INSIDE INFORMATION is a biweekly current awareness service that contains
abstracts of current journal articles indexed by subject. This service is
provided by Maynard Area Information Services.
INSIDE INFORMATION is available in hardcopy or electronic format. To be put
on the distribution list for either format, contact Wini Ferguson at
ASABET::W_FERGUSON, or DTN 223-8271. Please include your full name, DTN,
mailstop and VMS node. THERE IS NO CHARGE FOR INSIDE INFORMATION.
Please feel free to distribute INSIDE INFORMATION to your group.
****************************************************************************
PLEASE NOTE: Full text reprints of articles abstracted in INSIDE INFORMATION
can be ordered for $10 each, to cover royalty fees.
TO ORDER ARTICLES: Send ABSTRACT NO., Journal name/date/page numbers, title
of article; your name, cost center, mailstop and node address to:
ASABET::REPRINTS or REPRINTS @MLO (All-in-1) or
REPRINT SERVICE MLO4-3/A20 (Interoffice Mail)
As an alternative, journals, from which articles are abstracted for INSIDE
INFORMATION, are available in most Digital Library Network libraries.
***************************************************************************
SUBJECTS IN THIS ISSUE INCLUDE:
ARTIFICIAL INTELLIGENCE MANAGEMENT
COMPETITION MANAGEMENT INFORMATION SYSTEMS
COMPUTER ARCHITECTURE MANUFACTURING
CUSTOMER SERVICE MARKETING
DATABASES NETWORKS
DIGITAL EQUIPMENT CORP. PERSONAL COMPUTERS
ECONOMICS QUALITY CONTROL
EUROPE SALES
INFORMATION SYSTEMS STRATEGIC PLANNING
INFORMATION TECHNOLOGY TECHNOLOGY
INNOVATIONS WORKSTATIONS
DIGITAL INTERNAL USE ONLY
* * *
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ARTIFICIAL INTELLIGENCE
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Title: Putting Expert Systems Technology to Work
Author(s): Meyer, Marc H.; Curley, Kathleen Foley, Northeastern University
Journal: Sloan management review
v. 32, n. 2 Winter 1991 pp. 21-31
Abstract: 146 JA
Subjects:
TECHNOLOGY MANAGEMENT
"Anyone who, based on his or her training and experience, has
helped a colleague solve a problem, guiding the inquiry in
assessing information to reach a decision, has done what 'expert
systems' seek to accomplish. Now, companies that rely on
specialized expertise -- such as engineering firms and insurance
companies -- are harnessing their in-house human decision-making
knowledge to create highly complex, highly specialized expert
systems. Not only are they realizing competitive advantage by
improving productivity, but they are setting the standard for
their industries. In this article, Meyer and Curley synthesize
the results of a study of a number of firms that successfully
developed expert systems. Their findings will help managers
determine suitable expert systems development strategies for
their own jobs and companies."
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COMPETITION
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Title: Managing Foreign Exchange for Competitive Advantage
Author(s): George, Abraham M.; Schroth, C. William
Journal: Sloan management review
v. 32, n. 2 Winter 1991 pp. 105-116
Abstract: 151 JA
Subjects:
FINANCE
"Let's say you run a US corporation that sells widgets to
Germans. The deutsche mark drops against the US dollar. What
happens? You can sell the same number of widgets, but when the
marks are converted into dollars, you get fewer of them in your
pocket. And if your widgets are produced in the US, your
production costs are higher than for your German competitor.
Nothing you can do about it, right? George and Schroth argue
that you can do something about it, but it takes systematic
planning. In this article, they describe the increasing effects
of foreign exchange rates on the global market and the ways to
plan for them. By making foreign exchange planning a part of
overall long-term strategy, organizations can avoid its negative
effects and even exploit its positive ones."
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COMPUTER ARCHITECTURE
---------------------------------------------------------------------------
Title: Japan's Quest for the Brainy Computer
Author(s): Cross, Michael
Journal: New scientist (1971)
n. 1753 Jan. 26, 1991 pp. 51-54
Abstract: 143 JA
Subjects:
DATA PROCESSORS
NEURAL NETWORKS
"In Japan, computer makers and government agencies have begun to
turn their attention to a type of data processor that has more in
common with a nematode's nervous system -- or the human brain --
than with digital machines. This is the neural computer, which
is a device that is modeled on the neurons in the brain and the
synapses that connect them. Over the past 50 years or so,
research into neural computing, mainly in the US, has had
periods in and out of fashion. The computing machines that have
emerged have few practical uses, apart from acting as tools for
modelling the supposed behavior of animal brains. Thanks to the
government of Japan, neural networks are about to enter the
mainstream of computer development. Next year, the MITI plans
to launch a 10-year international research program that aims to
tackle some of the problems of building neural computers. The
project will involve universities, government laboratories and
private companies both in Japan and the rest of the world."
This new project has earned the unofficial epithet of "sixth
generation", as it is the successor to the notorious 10-year
project to build a fifth-generation computer.
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CUSTOMER SERVICE
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Title: Making Quality Fly
Author(s): Bradley, Peter
Journal: Purchasing
n. 110 1 pp. Jan. 17, 1991
Abstract: 138 JA
Subjects:
QUALITY
"Perhaps the most difficult part of quality improvement falls in
the area of customer service. For some insights in the problems
involved, PURCHASING Magazine examines the case of Federal
Express, the first transportation company to win the Malcolm
Baldrige award." Federal Express has evolved a system that
combines leading-edge communications technology with a system
that places great reliance on the individual efforts of its
94,000 employees worldwide. It tracks 12 service factors,
which are measured in failure points, to produce its SQI. The
company uses hundreds of quality-action teams to address
particular problems. These teams include both senior management
and hourly employees, can be semipermanent or last only a few
days, and can develop approaches to quality improvement that are
deeply complex or startlingly simple.
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DATABASES
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Title: A Graphical, Database-Querying Interface for Casual, Naive
Computer Users
Author(s): Burgess, Clifford G.
Journal: International journal of man-machine studies
v. 34, n. 1 Jan. 1991 pp. 23-47
Abstract: 155 JA
Subjects:
GRAPHIC INTERFACES
NATURAL LANGUAGE
QUERY PROCESSING
TRAINING
USER INTERFACES
"The main thrust of this work is to present to the naive user
information on the database with which he is interacting, which
will enable him to produce meaningful database queries quickly and
easily. This information is presented as a multi-level
picture, and the testing performed concentrates on the presentation
aspects of the picture. The characteristics of a specific group of
casual, naive database users, were employed in the derivation of
requirements for the database interface. A graphical interface,
with natural language query processing, is presented as
satisfying these requirements. An initial test was conducted
with the primary purpose of validating the acceptability of the
interface by the users. Follow-on testing considered variations
to the basic picture to discover user preferences among some of
the various options. The results indicate that the test
subjects were comfortable with the interface and that it enabled
them to produce database queries quickly, easily, and efficiently."
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DIGITAL EQUIPMENT CORPORATION
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Title: Digital Nudges Open the Doors to VMS
Author(s): Bunker, Ted
Journal: Datamation
v. 37, n. 2 Jan. 15, 1991 pp. 83-84
Abstract: 145 JA
Subjects:
APPLICATIONS
OPEN SYSTEMS
OPERATING SYSTEMS
PORTABILITY
"Users of Digital Equipment Corp.'s computers are demanding open
systems, and Digital is answering. By embracing standard
interfaces and designing a new version of its VMS operating
system intended to increase application portability by adding
POSIX and XPG2 , Digital hopes to meet user demands without
abandoning its mainstay VAX/VMS architecture. ULTRIX, Digital's
version of UNIX, has been the company's response to customer
demands for an open system. But judging from Digital's sales of
ULTRIX systems, that response hasn't been good enough."
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ECONOMICS
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Title: Slow but Steady Growth in '91 and '92
Author(s):
Journal: Modern materials handling
v. 46, n. 1 Jan. 1991 pp. 50-52
Abstract: 139 JA
Subjects:
INDUSTRY
MANUFACTURING
"What can we expect from the US economy this year and in 1992?
How will the materials handling industry do during this period?
To get answers to these and other questions, MODERN MATERIALS
HANDLING interviewed two top economists from Cahners Publishing
Company, which publishes this magazine and 77 other business
and consumer publications. Here's what Cahners Economics' James
Haughey, v.p., economics and research, and Kris Bledowski, senior
economist, said in an interview." They said that the "GNP will
inch up in '91, but look for orders for materials handling
equipment to grow 13% this year as lift truck bookings take off.
Spending on conveyors will peak again in '92."
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EUROPE
---------------------------------------------------------------------------
Title: After the Wall: Marketing Guidelines for Eastern Europe
Author(s): Quelch, John A.; Joachimsthaler, Erich; Nueno, Jose Luis, Harvard
Journal: Sloan management review
v. 32, n. 2 Winter 1991 pp. 82-93
Abstract: 149 JA
Subjects:
MARKETING
"The Berlin Wall came down, and so did barriers to marketing and
producing in East European countries. But obstacles still
remain -- culture, technology, and supply sources, to name a
few. This article helps managers to consider the opportunities
for their companies in Eastern Europe. It addresses key
strategy issues such as which product markets to enter, and when
to enter them. The authors drew on the experiences of ten
Western executives for practical advice on securing sales,
negotiating joint ventures, marketing, and organizing. The
upshot of all this: 'Patience is essential.' While many walls
are down, it will take time and effort to scale those that
remain."
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INFORMATION SYSTEMS
---------------------------------------------------------------------------
Title: Where IS Stands on OS/2
Author(s): Moad, Jeff
Journal: Datamation
v. 37, n. 2 Jan. 15, 1991 pp. 30-33
Abstract: 144 JA
Subjects:
DESKTOP COMPUTING
INFORMATION TECHNOLOGY
OPERATING SYSTEMS
Most IS executives and their users have come to a decision
about where MS-DOS and OS/2 fit into their overall information
technology plans. The answer is that they both fit. They've
decided that OS/2 is not about to become the desktop replacement
for DOS. At least through the mid-1990s, DOS, with considerable
help from the Windows 3.0 graphical user interface, will
continue to dominate the desktops of most users focused on
personal productivity and shrink-wrapped applications. But OS/2
is not being ignored, despite the confusion of the last few months
generated by muddled and often-changing messages sent by Microsoft
and IBM. As OS/2 continues to gain in power and performance, it
is moving more solidly into the role users have already defined
for it -- a platform for internally developed, business-critical
applications. This means that OS/2 will remain a lower volume
environment than DOS for many years to come. IS managers
working on tomorrow's corporate code are convinced the OS/2 will
prevail.
Title: New RF Technology Scores First Success
Author(s): Hitchcock, Nancy A.
Journal: Modern materials handling
v. 46, n. 1 Jan. 1991 pp. 48-49
Abstract: 157 JA
Subjects:
DATA TRANSFER
INVENTORY CONTROL
Microsoft Corp. has installed a new radio frequency (RF) technology,
spread spectrum, that does not require an FCC license. Spread
spectrum is a form of radio frequency data collection (RFDC) that
allows high-speed data transfer and is less affected by normal
interferences than traditional RFDC. Microsoft is the first
company in the world to use this technology and they have
experienced both labor savings and increased data accuracy. The
system provides timely, accurate inventory data and saves the
company 30 hours of labor a week.
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INFORMATION TECHNOLOGY
---------------------------------------------------------------------------
Title: From Big Bang to Big I.T.
Author(s): Konstadt, Paul
Journal: CIO
v. 4, n. 5 Feb. 1991 pp. 62-68
Abstract: 142 JA
Subjects:
IMAGING
INFORMATION PROCESSING
PATTERN RECOGNITION
TECHNOLOGY
TELECOMMUNICATIONS
Arno Penzias won the 1978 Nobel Prize in physics for identifying
the remnants of the cataclysm that formed the universe. He
hasn't exactly lowered his sights, but he has narrowed his
universe from the cosmos to the world of information technology
research and development. He is now an information
technologist, the top scientist overseer at AT&T Bell Labs, the
institution where such basic IT building blocks such as the
transistor, the laser, the charge-coupled device, and the UNIX
operating system were born. At Bell Labs, he is well positioned
to assess the future of IT. He believes the future is a place
where digital image processing and storage will be commonplace,
and voice and text will be readily understood by computers,
enabling the oft-promised technology of electronic filing
cabinets to finally bring order out of the chaotic mass of
information on paper. In addition, Penzias predicts that
fiber-optic cables will replace the aboriginal technology of
twisted-pair wire throughout the telecommunications network,
bringing about the inevitable merger of voice and data into a
single network architecture that will most likely evolve from
the existing voice network. Of all these developments, the
ascendancy of imaging will be the least dependent on new
technological breakthrough.
Title: The NPL Electronic Paper Project
Author(s): Brocklehurst, E.R., National Physical Laboratory (UK)
Journal: International journal of man-machine studies
v. 34, n. 1 Jan. 1991 pp. 69-95
Abstract: 156 JA
Subjects:
FLAT PANEL DISPLAYS
HANDWRITING RECOGNITION
HUMAN-COMPUTER INTERFACES
USER INTERFACES
"Electronic Paper is a flat panel display which can be written
on by means of a special scribing device. The handwritten
symbols, drawing, characters and script are interpreted and the
intended result is displayed on the screen. Thus text can be
crossed out, words inserted, and perfectly drawn tables and
diagrams added with a minimum of training and a maximum of ease.
This paper describes the rationale of the project, gives an
overview of the collaborative effort, explains how it was
implemented and the extent to which it achieved its objective --
to demonstrate a novel type of interface which emulates paper as
an input device, and which leaves an intelligent computer to do
the rest."
---------------------------------------------------------------------------
INNOVATIONS
---------------------------------------------------------------------------
Title: An International Charter for Inventors?
Author(s): Fox, Barry
Journal: New scientist (1971)
n. 1752 Jan. 19, 1991 pp. 33-35
Abstract: 128 JA
Subjects:
INTERNATIONAL TRADE
INVENTIONS
INVENTORS
PATENTS
Although a scheme to grant world patents is still a long way
off, some countries cooperate to make life easier for innovators
who want to protect their inventions in various parts of the
world. Two of the most successful international agreements have
been in force since 1978. Under the Patent Cooperation Treaty, a
single patent application can cover up to 45 countries. The
World Intellectual Property Organisation, which runs the PCT
from its base in Geneva, does not grant patents, it simply
searches through existing literature, assesses the validity of
a claim and publishes its findings. The treaty saves innovators
the cost of filing many applications and gives them time to
decide whether it is worth the expense of seeking patents in
individual countries. The European Patent Convention goes one
step further than the cooperation treaty; a single application
if successful, leads directly to the granting of a patent that
is recognized in as many of the 14 countries that signed the
convention that the applicant designates." This
internationalization is welcomed by the European Patent Office
president; however, he notes that is has left national patent
offices desperately seeking a new role, as national protection
will eventually lose all importance.
Title: Bob Galvin Predicts Life after Perfection
Author(s): McKenna, Joseph F.
Journal: Industry week
v. 240, n. 2 Jan. 21, 1991 pp. 12-15
Abstract: 131 JA
Subjects:
LEADERSHIP
MANAGEMENT
QUALITY
"Motorola's executive committee chairman sees 'quality of
leadership' as the next challenge for his company as it attains
the Six Sigma level of quality. As Mr. Galvin envisions
Motorola 'after perfection', leaders will competitively
anticipate technological applications for products and processes,
including 'surprises' such as the transistor. These same leaders,
he says, will then evaluate whether they committed themselves to
opportunities better than their competition."
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MANAGEMENT
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Title: The Effective Organization: Forces and Forms
Author(s): Mintzberg, Henry, McGill University
Journal: Sloan management review
v. 32, n. 2 Winter 1991 pp. 54-67
Abstract: 147 JA
Subjects:
ORGANIZATIONAL EFFECTIVENESS
"Henry Mintzberg has been a provocative, influential voice in
the general management discussion. This article develops his
work on organizational structures, refining his theories to
better explain how effective organizations manage the
contradictory internal forces that can so easily tear them
apart. There is no best way, he argues; organizations must build
their own structures, using established forms or combining them.
But while there is no blueprint for the effective organization, we
can be aware of the dangers -- when the force for efficiency,
for instance, begins to suppress innovation, or when healthy
internal competition deteriorates into petty politics. Managing
an organization is like building with LEGOs, he writes, and
the best structure is the one that balances forces most
gracefully."
Title: Seven Guides to Breakthrough Thinking
Author(s): Scharf, Alan
Journal: Journal of management consulting (Amsterdam, Netherlands)
v. 6, n. 3 1990 pp. 37-39
Abstract: 158 JA
Subjects:
PROBLEM SOLVING
"If it is broken fix it -- but not with quick patches. A better
way is to think out what should exist and then work to bring it
about. With common tools you can expect uncommon results.
Breakthrough Thinking can solve complex and difficult problems,
or simple ones, in a manner which produces true innovation and
increases the probability of successful implementation." The
seven key features are: uniqueness principle -- solve each
problem from scratch; purposes principle -- focus on purposes,
not on what exists; solution-after-next principle -- work
backwards from the solution that you would like next time;
systems principle -- detail all of the critical solution factors
using a systems matrix; people-design principle -- build a great
solution-finding team, and interface with all stakeholders from
the very beginning of the project; betterment timeline principle
-- build future change and improvement into your solution.
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MANAGEMENT INFORMATION SYSTEMS (MIS)
---------------------------------------------------------------------------
Title: Implementing Electronic Meeting Systems at IBM: Lessons Learned
and Success Factors
Author(s): Grohowski, Ron; McGoff, Chris; Vogel, Doug; Martz, Ben; Nunamaker,
Jay
Journal: MIS quarterly*
v. 14, n. 4 Dec. 1990 pp. 369-384
Abstract: 153 JA
Subjects:
DECISION SUPPORT SYSTEMS
ELECTRONIC MEETING SYSTEMS
IBM
MEETING PRODUCTIVITY
SYSTEMS INTEGRATION
"Businesses of the future will rely more than ever on the work
of teams. Making better use of the time teams spend in meetings
will be a high priority, as will being able to adapt rapidly to
change. Electronic meeting systems (EMS), which apply information
technology to support the meeting process, can help accomplish
these goals. This paper describes and discusses the
implementation of EMS at IBM in an alliance with the University
of Arizona. During the past three years, the project has grown
from initial support for a single site to 33 IBM sites, with more
on the way. Over 15,000 people have used the ever-expanding and
evolving EMS tool kit. Use of EMS has improved group
performance by an average of 55%, with even more dramatic
reductions in project calendar time. The lessons learned and
success factors at IBM can assist managers in effectively
introducing EMS to their organizations."
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MANUFACTURING
---------------------------------------------------------------------------
Title: Justifying Flexible Manufacturing Systems from a Strategic
Perspective
Author(s): Medearis, H.D.; Helms, M.M.; Ettkin, L.P.
Journal: Manufacturing review
v. 3, n. 4 Dec. 1990 pp. 219-223
Abstract: 141 JA
Subjects:
AUTOMATION
MATERIALS HANDLING
"After defining flexible manufacturing systems (FMS), a
strategic directive for organizations is outlined and
implications for US manufacturing organizations are considered.
Theoretical and organizational attempts to justify the
implementation of flexible manufacturing systems have been based
on many assumptions and criteria. In this paper, the advantages
of such flexible manufacturing systems are analyzed and
supported based upon Michael Porter's competitive forces
framework. FMS are viewed as a strategic technology for firm
positioning."
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MARKETING
---------------------------------------------------------------------------
Title: Ten Risks in Marketing High-Technology Products
Author(s): Meldrum, M.J.; Millman, A.F.
Journal: Industrial marketing management
v. 20, n. 1 Feb. 1991 pp. 43-50
Abstract: 133 JA
Subjects:
HIGH-TECHNOLOGY MARKETS
RISK MANAGEMENT
"Risk is one of the least understood issues in companies the
supply technology-based products. Risk features as a
significant concern for marketing executives, but there is
considerable indecision as to how to manage this problem. The
very nature of a high-tech business often generates far greater
risk than that encountered in other types of enterprise. This
article reports the findings of an exploratory study of the
potential risks facing marketing executives and identifies 10 key
areas for consideration before any quantitative analysis is
carried out."
Title: A Framework for Marketing Image Management
Author(s): Barich, Howard; Kotler, Philip, IBM; Northwestern University
Journal: Sloan management review
v. 32, n. 2 Winter 1991 pp. 94-104
Abstract: 150 JA
Subjects:
PUBLIC RELATIONS
"Managers know that the customer's impression of an organization
is important. And sometimes companies attempt to determine just
what that impression is. They conduct ad hoc surveys and focus
groups. But too often the data is insubstantial, or difficult to
analyze, or even inaccurate. Barich and Kotler introduce the
concept of 'marketing image' and describe a system of image
management: designing a study, collecting data, analyzing
image problems, modifying the image, and tracking responses to
that image. They argue that only a systematic approach will
yield useful and accurate information that a company can
translate into action."
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NETWORKS
---------------------------------------------------------------------------
Title: The Future of Network Operating Systems
Author(s): Nance, Barry
Journal: Byte
v. 16, n. 2 Feb. 1991 pp. 268-274
Abstract: 130 JA
Subjects:
OPERATING SYSTEMS
TECHNOLOGY
The first and probably most important trend in networks is the
cooling off of the war between the vendors. A trend that has
already started, this will cause fewer headaches with
multivendor solutions, although it will take some time for
vendors to be able to point to successes in this area. Multiple
servers that coordinate with each other are on their way, and it
will soon be possible to treat the entire network as one large
disk drive. Large files will soon be available that span
multiple servers. Transparent data access across mainframes,
minicomputers, and personal computers will become a reality.
Mainframe 'virtual disks' will be replaced by mainframe
file-server technology, and it will be possible for both
personal computer and mainframe applications to share the same
data. Network management is barely past the Lewis and Clark
exploration stage now compared to what it will look like in a
few years. Up to now, NOS technology has existed at the
departmental level, where proprietary protocols could work in
isolation; in the future, enterprise-wide LANs and wide-area
networks will be seen, and this migration is perhaps the the
rockiest road that NOS technology faces.
Title: Make the Leap: Multiprocessing NOSs are the Next Step
Author(s): Schnaidt, Patricia
Journal: LAN : the local area network magazine
v. 6, n. 2 Feb. 1991 pp. 38-44
Abstract: 134 JA
Subjects:
CLIENT-SERVER SYSTEMS
MIS
MULTIPROCESSING
OPERATING SYSTEMS
"If two heads are better than one, then two processors must be
better than one processor, as well. And more than two
processors are even better. Multiprocessing, an architecture
used by high-end host operating systems, has made its way down
to the PC LAN. Multiprocessing promises to put PC LAN operating
systems on par with mainframes and minicomputers when building
distributed computing systems. Multiprocessing network
operating systems (NOSs) deliver higher throughput for a
relatively small price. The caveat: they're embryonic."
Title: Connecting to IBM
Author(s): Harrison, Bradford T.
Journal: The DEC professional
v. 10, n. 2 Feb. 1991 pp. 88-93
Abstract: 159 JA
Subjects:
DEC
IBM
OPEN SYSTEMS
STANDARDS
"In the rush toward open systems, even IBM's glass house is proving
vulnerable. Big Blue is opening its glass doors with products
designed to integrate its Systems Application Architecture (SAA)
with its UNIX AIX-based RS/6000 line of workstations and
servers. This parallels what has already occurred in the DEC
environment. DEC and its third party have developed a broad
range of products that enable the traditional VAX/VMS environment
to interoperate with DEC's DECstation/DECsystem UNIX-based
product line. Communications aren't as tightly coupled as in a
pure VAX cluster environment, but they serve to open traditional
DEC installations to the multivendor, industry-standard
environment that has developed around UNIX. The dominant standards
in this environment are UNIX, TCP/IP, NFS, and Ethernet. The
same is occurring in the IBM environment." The standards IBM is
supporting to connect machines running AIX to the SAA environment
include most of those supported by DEC, Hewlett-Packard, Sun, and
others, thus bringing the traditional IBM environment directly
into the industry-standard fold.
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PERSONAL COMPUTERS
---------------------------------------------------------------------------
Title: Mac vs PC : a Critical Comparison of the Macintosh and IBM PC
Worlds
Author(s): Heid, Jim
Journal: Macworld : the Macintosh magazine
v. 8, n. 3 March 1991 pp. 120-129
Abstract: 154 JA
Subjects:
APPLE COMPUTER, INC
IBM
Some people say that comparing the Mac and the PC is like
comparing apples and oranges; in truth it's like comparing
apples to every other kind of fruit, the PC world is that big.
Because the PC world isn't uniform, making direct comparisons
between specific machines is difficult and of little value. A
more useful approach is to step back and evaluate both sides
from several standpoints: affordability, ease of use, hardware
expansion flexibility, networking flexibility, and performance.
As the differences between these two staunch rivals begins to
wane, it is becoming harder to decide which camp to join. This
article puts Macs and PCs to the test to see which side offers
the best values.
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QUALITY CONTROL
---------------------------------------------------------------------------
Title: Learning to 'Walk the Talk'
Author(s): Porter, Anne Millen
Journal: Purchasing
v. 110, n. 1 Jan. 17, 1991 pp. 62-71
Abstract: 135 JA
Subjects:
LEADERSHIP
MANAGEMENT
In the race for quality, most corporate leaders in the US have
cleared the first hurdle. Now they are setting lofty goals and
have big plans for making quality a "way of life rather than a
dedicated effort", as Chrysler Corp.'s Lee Iacocca puts it. But
the race is far from finished, and the highest hurdles may still
lie ahead. Some basic quality tenets are emerging: visible top
management involvement in the quality process; cross-functional
integration and participation at all levels of the corporate
organization; new measurement and reward systems; continuous
improvement. In this article, several corporate leaders discuss
pitfalls on the road to quality and some ideas for avoiding
them.
Title: How Deep Does Quality Run?
Author(s): Morgan, James P.; Cayer, Shirley
Journal: Purchasing
v. 110, n. 1 Jan. 17, 1991 pp. 74-87
Abstract: 136 JA
Subjects:
PURCHASING
If the quality ethic is going to become an integral part of the
corporation, most purchasing departments say they must play a
major part in its implementation. According to a recent survey
by this magazine, most purchasing managers claim that quality is
number one in their hearts and those of their leaders. A closer
look, however, raises some doubts about the depth of commitment
from top-level management and sometimes purchasing. Important
trends that emerged from in-depth study of survey responses
include: a large percentage of US companies have launched
quality programs; most of these programs are still on paper or
at a very early stage of development; there is a deep streak of
cynicism about commitment that could jeopardize implementation.
Most purchasing departments tend to be highly positive about
their own quality programs but as negative as possible about
quality programs in other companies. Many point to serious
problems among their suppliers. A root worry is a perceived
lack or delay in strategic planning.
Title: Suppliers on the Hot Seat
Author(s): Stundza, Tom
Journal: Purchasing
v. 110, n. 1 Jan. 17, 1991 pp. 92-99
Abstract: 137 JA
Subjects:
PURCHASING
SUPPLIERS
"Purchasing is getting tough with suppliers. As a result,
supplier rating programs are sprouting throughout manufacturers.
Suppliers are being subjected to formal and detailed monthly or
quarterly performance surveys by purchasing-led teams of auditors
on everything from product quality and delivery schedules to
receipt of technical data sheets and timely billing paperwork.
PURCHASING's latest survey shows there now are supplier rating
programs at almost two-thirds of the major manufacturing firms
in the country. Many are designed solely to monitor and improve
the quality of products and services from existing or new
suppliers. Today there are as many supplier-rating systems in
place simply to eliminate poor quality or over-priced suppliers
as there are programs to build long-term partnerships. And,
based on PURCHASING's latest exclusive survey, a vast majority
of the formal rating programs now in place will be even tougher
by mid-decade."
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SALES
---------------------------------------------------------------------------
Title: Effective Sales Force Recognition Programs
Author(s): Wotruba, Thomas R.; Macfie, John S.; Colletti, Jerome A.
Journal: Industrial marketing management
v. 20, n. 1 Feb. 1991 pp. 9-15
Abstract: 132 JA
Subjects:
HUMAN RESOURCES
MANAGEMENT
MARKETING
"Differences between more successful and less successful sales
force recognition programs were determined in a national study
of 254 firms. Some of the conventional wisdom regarding
recognition programs was found to be correct, such as the
relationship of top management involvement to program success.
Other findings were more surprising. For instance, while many
writers have stated that the optimal percentage of salespeople
to be recognized in a firm's program is less than 30%, the
greatest program effectiveness was found to occur when 31-50% of
the sales force was recognized. While most managers would agree
that recognition is important, there is no objective guidance on
how to use this tool to motivate employees. This study is a
first step in overcoming that deficiency by assessing the major
differences between sales force recognition programs deemed more
successful and those deemed less successful by sales managers
using them."
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STRATEGIC PLANNING
---------------------------------------------------------------------------
Title: Strategic Control in the Decentralized Firm
Author(s): Goold, Michael
Journal: Sloan management review
v. 32, n. 2 Winter 1991 pp. 69-81
Abstract: 148 JA
Subjects:
DECENTRALIZATION
MARKETING
"It is relatively easy for a multibusiness company to establish
budgetary and financial goals for its various divisions --
profits are the bottom line. But maintaining profitability and
secure competitive advantage over the long term requires
attention to strategic control. Few companies develop effective
strategic control processes. This paper argues that most
companies need to develop an explicit, formal process for
monitoring strategic performance. It offers practical advice
on how to create one. It also identifies the relatively rare
circumstances in which an informal strategic control process is
more effective than a formal one."
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TECHNOLOGY
---------------------------------------------------------------------------
Title: The Point of the Pen
Author(s): Carr, Robert M.
Journal: Byte
v. 16, n. 2 Feb. 1991 pp. 211-221
Abstract: 129 JA
Subjects:
OPERATING SYSTEMS
SOFTWARE
STATE-OF-THE-ART
Pen-based computers are powerful tablet-like devices that
operate more like notebooks than computers. Such computers are
controlled with a special pen that the screen senses. Writing
is done directly on the screen, and the computer translates the
handwriting into ASCII text. For the person on the go, a
pen-based computer operates just like the traditional notebook it
resembles. "PenPoint is a 32-bit, object-oriented, multitasking
operating system designed expressly for the unique needs of
mobile, pen-based computing. It packs the capabilities of
operating systems such as OS/2 into a compact implementation
that does not require a hard disk drive. PenPoint is the first
operating system specifically designed to be driven primarily by
a pen and includes many new elements not found in traditional
graphical user interfaces (GUIs)." A 'notebook user interface
(NUI)' is its major organizing interface providing a
quick-reference style of access similar to the familiar and
flexible concepts of pages and section.
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WORKSTATIONS
---------------------------------------------------------------------------
Title: Will Performance Win Over Sophistication in Workstation Buses?
Author(s): Andrews, Warren
Journal: Computer design
v. 30, n. 3 Feb. 1, 1991 pp. 78-89
Abstract: 152 JA
Subjects:
BUS ARCHITECTURES
DESKTOP COMPUTING
OPEN STANDARDS
PERFORMANCE
"A new class of standard bus has emerged to support the I/O
requirements of compact desktop workstations. The continued
growth of processor performance is driving these buses to higher
speeds and minimal overhead at some cost in flexibility. And
though the traditional buses -- VMEbus and Multibus -- shouldn't
be counted out in the workstation environment, the newcomers --
Sun's SBus, Digital Equipment Corp.'s Turbochannel and IBM's
Micro Channel -- are taking a strong position with a growing
following."
Distribution:
TO: Pat Roach@VBE
TO: Susan Sugar@MWO
TO: Steve Becker@AQO
TO: Ed Hurry@DVO
TO: SHIRLEY CRIDER@DVO
TO: STEVE DONOVAN@DLO
TO: DENNIS DICKERSON@DLO
TO: Gale Kleinberger@HSO
TO: Mike Sievers@HSO
TO: Mike Willis@HSO
TO: Sherry Williams@HSO
TO: Katherine Jones@HSO
TO: Dale Stout@HSO
TO: Tommy Gaut@HSO
TO: Tom Wilson@HST
TO: jim rather@HSO
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