- Some say that analytics in general dehumanize managerial activities, and others say they do not. Discuss arguments for both points of view.
- Diagnosing infections and prescribing pharmaceuticals are the weak points of many practicing physicians. It seems, therefore, that society would be better served if analytics-based diagnostic systems were used by more physicians. Answer the following questions:
a. Why do you think such systems are used minimally by physicians?b.Assume that you are a hospital administrator whose physicians are salaried and report to you. What would you do to persuade them to use an intelligent system? c.If the potential benefits to society are so great, can society do something that will increase doctors’ use of such intelligent systems?</code></pre></li>What are some of the major privacy concerns in employing intelligent systems on mobile data?
Exercise 2 :Search the Internet to find examples of how intelligent systems can facilitate activities such as empowerment, mass customization, and teamwork.
Full Answer Section
- Analytics can be used to create surveillance systems that track and monitor people's behavior. This can lead to a loss of privacy and autonomy. For example, employers could use analytics to track employees' productivity and movements, or governments could use analytics to track citizens' online activity.
Arguments against the view that analytics dehumanize managerial activities:
- Analytics can help managers to make better decisions that are more objective and data-driven. This can lead to improved outcomes for employees, customers, and other stakeholders.
- Analytics can help managers to identify and address problems that they might not otherwise be aware of. For example, analytics could be used to identify employees who are at risk of burnout, or customers who are likely to churn.
- Analytics can help managers to automate tasks and free up their time to focus on more strategic and creative work. This can lead to a more fulfilling and productive work experience for both managers and their employees.
Whether or not analytics dehumanize managerial activities depends on how they are used. If analytics are used to replace human judgment and empathy, or to create surveillance systems that track and monitor people's behavior, then they can be seen as dehumanizing. However, if analytics are used to help managers make better decisions, identify and address problems, and automate tasks, then they can be seen as a force for good in the workplace.
In the case of diagnosing infections and prescribing pharmaceuticals, analytics-based diagnostic systems have the potential to improve the quality and efficiency of healthcare. These systems can be used to analyze large amounts of data from patients, including their medical history, symptoms, and lab results. This data can then be used to identify patterns and trends that may not be obvious to human doctors. This can lead to more accurate diagnoses and more effective treatments.
However, it is important to note that analytics-based diagnostic systems should not be used to replace human doctors. Human doctors still play an important role in understanding the individual needs of their patients and making decisions about their care. Analytics-based diagnostic systems should be used as a tool to support human doctors, not to replace them.
Overall, the debate over whether or not analytics dehumanize managerial activities is a complex one. There are valid arguments on both sides of the issue. It is important to use analytics in a way that respects the dignity and autonomy of individuals.