The Managerial Implications of Microelectronics by Brian C. Twiss

By Brian C. Twiss

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This is the opposite of the trend towards vertical integration which has been evident in many industries over the past 20 years. It will consequently reduce their value added in production. g. control systems) are already essentially assemblers of components bought from a number of international sources. The characteristics of microelectronics are such that they are likely to lead to a spread of this trend into other industries in the years ahead, and provide many opportunities for the founding of new small businesses.

For the key to success will be with the continued co-operation of a small but highly educated work-force. In other functions much of the routine tasks will be removed from the manager. Thus we can expect to see a smaller number of managers partly because of the removal of routine, and partly because of the reduction in the number of the managed; but the emphasis will be on quality. We have already noted the premium on behavioural skills. In addition the manager will now be expected to use more sophisticated decisionmaking tools.

20 The Managerial Implications of Microelectronics REFERENCES Advisory Council for Applied Research and Development (ACARD): The Cabinet Office, Computer Aided Design and Manufacture. (HMSO, 1980). Hedley, B. 'A fundamental approach to strategy development'. Long Range Planning, vol. 9, no. 6, December 1976. Twiss, B. C. Managing Technological Innovation, 2nd ed. (Longman, 1980). Twiss, B. C. and Weinshall, T. D. Managing Industrial Organizations (Pitman, 1980). 2 Electronics, Microelectronics and Microprocessors: What They Are DENIS C.

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