Paul Straussmann, retired vice president of Xerox,, indicates in his book Information Pay-off that' almost half of the U．S．information workers are in executive, managerial, administrative and professional positions．' He further states that 'managers and professionals spend more than half of their time in communicating with each other．'
In other words ,people are a corporation's most expensive resource．For a typical office, over 90 percent of the operating budget is for salaries, benefits and over head．With this investment, is it any wonder that managers are focusing more and more attention on employee productivity? They realize that the paper jungle cannot be tamed simply by hiring more people．To receive a return on their investment, wise corporate executive officers are realizing what industrialists and agriculturists learned long ago--efficient tools are essential for increased productivity.
A direct relationship exists between efficient flow of information and the quality and speed of the output of the end product．For those companies using technology, the per document cost of information processing is only a fraction of what it was a few years ago．The decreasing cost of computers and peripherals( equipment tied to the computer) will continue to make technology a cost-effective tool in the future．An example of this type of saving is illustrated in the case of the Western Division of General Telephone and Electronics Company(GTE)．By a one-time investment of $10 million to automate its facilities, management estimates an annual saving of $ 8.5 million for the company．This savings is gained mainly through the elimination of support people once needed for proposal projects．Through a telecommunications network that supports 150 computer terminals with good graphics capabilities, the engineers who conceptualize the projects are now direct participants．They use the graphics capacities of the computer rather than rely on drafters to prepare drawings, they enter their own text rather than employ typists, and they use the network to track project progress rather than conducting meetings.
In the first paragraph,the author quotes Straussmann's words in order to make clear

Paul Straussmann, retired vice president of Xerox,, indicates in his book Information Pay-off that' almost half of the U. S. information workers are in executive, managerial, administrative and professional positions. ' He further states that 'managers and professionals spend more than half of their time in communicating with each other. '
In other words ,people are a corporation's most expensive resource. For a typical office, over 90 percent of the operating budget is for salaries, benefits and over head. With this investment, is it any wonder that managers are focusing more and more attention on employee productivity? They realize that the paper jungle cannot be tamed simply by hiring more people. To receive a return on their investment, wise corporate executive officers are realizing what industrialists and agriculturists learned long ago--efficient tools are essential for increased productivity.
A direct relationship exists between efficient flow of information and the quality and speed of the output of the end product. For those companies using technology, the per document cost of information processing is only a fraction of what it was a few years ago. The decreasing cost of computers and peripherals( equipment tied to the computer) will continue to make technology a cost-effective tool in the future. An example of this type of saving is illustrated in the case of the Western Division of General Telephone and Electronics Company(GTE). By a one-time investment of $10 million to automate its facilities, management estimates an annual saving of $ 8.5 million for the company. This savings is gained mainly through the elimination of support people once needed for proposal projects. Through a telecommunications network that supports 150 computer terminals with good graphics capabilities, the engineers who conceptualize the projects are now direct participants. They use the graphics capacities of the computer rather than rely on drafters to prepare drawings, they enter their own text rather than employ typists, and they use the network to track project progress rather than conducting meetings.
In the first paragraph,the author quotes Straussmann's words in order to make clear