The Effect of Management Information Systems on Supervisors within a Military Environment

This thesis examined military organizations and studied user perceptions regarding the relationship between MIS implementation and organizational structure changes. Organizational structure changes were determined by focusing on two specific characteristics: supervisory span of control and vertical complexity. Perceived changes to these characteristics (increases/decreases) were measured from two levels: top level management and mid-level/first line supervisors. The study found that, for the specific research population, a perceived change in span of control did not occur following MIS implementation. There is some evidence of both increases and decreases to span of control but the data is not strong enough to suggest any direct causal relationship. The study also found that, for the specific research population, little perceived changes in the vertical complexity of the organizational hierarchy occurred following implementation of MIS. What changes did occur were basically decreases, but the data is not strong enough to suggest any direct causal relationship. Within a military environment, MIS appear to have little formal effect on span of control or vertical complexity. However, MIS do appear to have stronger informal effect. Military managers found an increased tendency to overlook formal reporting relationships and formal chain of command. MIS provided more opportunities for informal communication with subordinates, regardless of whom they worked for or what department they worked in. Theses.