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# Alienation and the Systems Analyst

Alan E. Brill

Supervising Systems Analyst The Chase Manhattan Bank N.A. New York, N.Y. 10005

"Systems analysts . . . must be seen as full-fledged members of the firm."

## A Wall of Managerial Attitudes

In most large organizations, the systems and data processing departments are separated from the rest of the firm by a wall of managerial attitudes. While employees in most jobs are encouraged to gain a wide variety of experience in various departments as they rise through various management levels, it is rare that a systems analyst or a programmer is given an equal opportunity. The general attitude is "He's a computer man, not a manager (or a businessman, or a banker). He wouldn't fit in. Besides, he's doing a good job where he is."

As a result, the analyst has exactly no motivation to think of himself as an insurance man or a businessman, or a banker, or an accountant. He is made to feel like a consultant. He can serve the organization, but he isn't free to move within it. To make matters worse, some firms rotate the people in their management development programs through a stint in the systems department. It is little wonder that there is a high turnover in systems analysts. The company does very little to make him feel like a member of the family.

## Potential Source of Talent

But beyond the problems brought about by the personnel turbulence, the firm is ignoring a potential source of fine managerial talent. Many analysts joining major corporations hold degrees as Master, Business Administration. Their educational backgrounds, when combined with their ability to objectively define problems and see solutions, and the detailed working knowledge of the company gained in

the system design process, should put them in the management spotlight. Instead, the system analyst finds that he has been given the indelible label of "computer person" and that his upward mobility is limited to the systems department. As a result, systems analysts leave the firm, and often leave the systems profession.

If companies hope to attract and hold talented personnel for their systems activities, they need to offer them an equal chance to develop to their full potential. They must be seen as full-fledged members of the firm not as consultants who are here today, but who could move on tomorrow.

## Experience in Systems

As businesses come more and more to depend upon data processing to support their operations, it will be desirable for a significant number of management team members to have experience in systems. Yet, by their actions, managements have forced many talented people to avoid beginning their careers in data processing for fear of becoming stereotyped.

So it would seem that a number of the problems that businesses face in their systems activities are a result of a regrettable but widespread management attitude.

Only when systems analysts are regarded as having a potential for advancement to positions in general management, and are given an equal chance to rise in the organization, will the systems man lose his alienation and see himself as a member of the company team.