Abstracts

Computers and office automation industries

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A Shopper's Guide to Copier 'Consumables'

Article Abstract:

Copiers that are leased or purchased incur costs from operating expenses related to making copies, or consumable costs. Equipment purchasers are advised to check out consumable costs not covered in the service contract. Costs attributed to working parts wearing out can come from replacing fuser rollers ($15 to $125 each), fuser oil, cleaning blades or rollers ($10 to $15 each), lamps, corona wires, and fuser applicator rolls or wicks. Other costs from replacing more visible parts come from the photoconductor, the toner-developer, and the paper. Paper represents a major cost; consequently grade and brand decisions are important. Users can estimate that consumable-per-copy costs will range between 1.75 and two cents. It is possible that consumable costs can equal the amortization cost of a desktop copier. A chart shows equivalent weight relationships between four classes of paper. A table shows a photoconductor systems ranking.

Cost control, Office Equipment, Cost, Photocopiers, Cost Reduction, Supplies

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Don't Fight Change, Guide It Instead

Article Abstract:

Faced with the changes brought about by office automation, managers should acknowledge the need for change and strive to guide the transitions. They should control the changes rather than reacting to events. Leaders must understand the opportunities brought about by computer technology. Assessment studies help to identify difficulties in transition processes and build a readiness for change. Managers must also seek to design for the future and analyze the design's impact. Implementation may take place once the plans have been laid, followed by an evaluation and necessary adjustments. A picture of an automated office is included.

Management Style

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Dealing with the 'Forces of Change'

Article Abstract:

Personal reactions to change must be considered by management, who can then develop attitudes of readiness rather than resistance. Politics come into play in managing change and should be handled with direct communication. Cultural implications must be considered as well. Bottom-line goals and business functions must be emphasized while changes are being planned and implemented.

Organizational behavior, Strategic Planning

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