NATIONAL SYSTEMS CONFERENCE (NSC-2009)
The Diminishing Paper Trail?
Saran D. Bhatnagar, Parul Bhatnagar, Members, NSC
Abstract— The promise of paperless office as well as of
ubiquitous digital applications has not been adequately realised
owing to various reasons. While discussing the issue of
‘paperless office’ in the Hegelian context of thesis, anti-thesis
and synthesis, the paper further considers the main
development thrust of organizations, which is for achieving
their objectives. Relative importance of ‘paperless office’
differs in different type of organizations owing to differing
focus of their objectives. This paper explains how an
organization may work more effectively through closer
integration of its sub-systems, and secondly, through alignment
of individual goals with organizational objectives by means of
employee motivation.
Index Terms— Paper-less office, conflict resolution, change
management, organizational development (OD)
I. INTRODUCTION
D IGITIZATIONraised hopes of development of paperless
offices that would increase productivity through
increased accessibility, by means of wide-spread networks.
With the ever-expanding application of computers into
business areas as diverse as accounting, desktop publishing,
designing, billing, mail, and scheduling, it seemed in the
early 70s that the real paperless office was just around the
corner [1]. Ironically, just the opposite has transpired.
Computers and fast printers enabled people to print all sorts
of documents easily, which have created a flood of new
paper. The hoped-for benefits through computerization in
terms of paperless offices have generally not been realized.
Some analysts believe that the paperless office is still an
achievable and laudable goal, but that a strong impetus must
be given to certain key technologies such as document
imaging, networks and databases. Others, however, argue
that the tangible-ness of paper documents yields certain
benefits that will never disappear.
In the organizational context of converting resources into
results, whether in government, business, industry or
education, administration is key. Planning, directing, staffing
and organizing, controlling and leading could improve
effectiveness and efficiency through using a paperless
(digital) office. Moving on, the virtual office could extend
access through external links. For example, in the context of
manufacturing industry, the network could extend access
through the supply chain.
II. ORGANIZATIONAL HURDLES
Despite enormous potential, development of the paperless
office, as also of successful digital applications, has lagged
.
 through application of appropriate skills. It is interesting that
behind expectations globally, owing to several reasons.
Successful digital applications often demand re-engineering
the organization, but normally many people resist change. A
different skill-set is required to transform the way of
working, from one way to another, i.e. to manage change.
Well-meaning people performing various roles or functions
in an organization may think differently on common issues
that relate to transforming the organization to a higher level
of efficiency.
III. PROCESS AND OUTCOME
In this paper, Hegel’s dialectical process of thesis and anti-
thesis is proposed as a means towards evolving into a more
meaningful synthesis [2], which may however be
qualitatively different from both thesis and anti-thesis, it
having been transformed by the nature of the dialogue. In
other words, ‘hidden’ conflict (as when the boss/subordinate
is not performing the work and is avoiding the issue), or
conflict avoidance, may not be conducive to conflict
resolution. Effective conflict resolution e.g. through
confrontation, tends to focus on resolving both the
substantive disagreement and each party's "core emotional
concerns". While effective conflict resolution strategies, such
as win-win strategy [3], are well known, the effective
application of conflict resolution skills is much less wide-
spread. Developing skill-set for functional conflict resolution
by managers and use of cross-functional teams may therefore
be an area of interest for administrators involved in bringing
about change.
Secondly, it is well known that the group-decision-making
process is quite different from individual decision-making
process, as regards applicability, effectiveness and
limitations. Use of principles of group dynamics for goal-
setting and conflict resolution for ushering in organizational
change is another possible area of focus for administrators.
Deployment of suitable technology for managing information
for decision-making is another approach which is often
favoured by administrators. The basic view taken is that if it
is in digital format, information can be easily searched,
retrieved and processed, than if it were in paper-based
format.
IV. THE PAPERLESS OFFICE?
Developing and maintaining a paperless office requires the
successful working of several digital sub-systems working in
harmony with each other. Growth is a multi-dimensional
process. When moving on from paper-based systems towards
paperless offices, several organizational changes (including
infrastructural changes) must be effected and issues resolved

although administration, which generally enables the
transformation of the departments associated with them,
neglected its own transformation and modernization in many
organizations. Perhaps organizational renewal can play a
more significant role in administration than is generally
accepted.
Open discussion and listening to dissenting members is the
heart of the democratic process and sometimes dissent is the
voice of progress. Patience and skill in managing people and
organizations are essential for having fruitful interactions.
Sometimes objections are expressed in a negative manner
and need further discussion to shape them into constructive
suggestions. Both ‘for-profit’ and non-profit organizations
have objectives. They strategize to develop a certain
competitive advantage for the achievement of organizational
objectives. Organizations develop uniqueness through
developing / sustaining competitive advantage for achieving
their objectives, despite hurdles, by implementing
Organizational Development (OD) interventions. Alignment
of individual employees’ goals with organizational objectives
leads to more harmony and greater individual satisfaction
upon fulfilment of organizational goals.
The relevance of paperless office in the context of
organizational objectives needs to be evaluated, to determine
whether it is a key result area (KRA) and the extent of
digitization which is necessary. For instance, it may be
functionally essential for an airlines reservation agency to
have a high degree of digitization (i.e. close to paperless
office) in its working, than for a village school-master who
has only blackboard and chalk for teaching students. In other
words, depending upon the functional requirements or the
organizational needs, appropriate functions and processes
may be adopted by an organization. However, in the context
of most organizations, it may be realistic to concede that by
the term ‘paperless office’ is meant an office in which the
predominant portion of the work is based on digitized
documents and it also allows work on ‘paper-based
documents’.
The paperless office is now considered to be a philosophy to
work with minimal paper and convert all forms of
documentation to any digital form. The ideal is driven by a
number of motivators including productivity gains, costs
savings, space saving, the need to share information and
reduced environmental impact. [4]
V. ORGANIZATIONAL OBJECTIVES & STRATEGIES
Individual employees can contribute harmoniously by
consciously aligning their goals with organizational
objectives. Similarly, various sub-systems of an organization
working together in harmony can contribute synergistically
to the organization. This can happen, for instance, when the
outputs of the different sub-systems are mutually reinforcing.
Consider, for instance, in the context of a dual university
which has two main sub-systems, one for traditional
classroom lectures and the other for distance education
learning. If the experience of classroom teaching helps in
NATIONAL SYSTEMS CONFERENCE (NSC-2009)
preparing learning materials for distance education on the
one hand, and the digitized content of the distance sub-
system helps learning in the classroom situation on the other,
it makes the university more successful by strengthening both
its sub-systems.
At another level, too, the sub-systems of university cooperate
to achieve a common objective, namely, the development of
a complete man. Faculties other than the one teaching the
main academic studies contribute to the learning process of
students in inter-disciplinary courses and ancillary electives,
as well as in the core courses, at graduation level. This
learning furthers the cause of integrated education and also
complements and supports the major subjects. Along with
other components such as work-based training, it helps in
bringing about the physical, intellectual, emotional and
ethical integration of an individual with a view to evolving a
complete man. In this way, the educational policy is
implemented using systems approach.
VI. CONCLUSION
It may be concluded that paperless office is a vehicle for
facilitating achievement of objectives rather than being an
organizational objective itself. The environment is changing
very rapidly. Professionals from several fields opine that
their knowledge may become obsolete in about five years.
Organizations need to adapt rapidly to avoid Darwinian
obsolescence/ extinction. Perhaps the focus needs to be on
attaining organizational objectives through building a culture
of excellence rather than by focusing on a paperless office.
REFERENCES
[1] "The Office of the Future". Business Week (2387): pp
48–70. 30 June 1975.
[2].
http://en.wikipedia.org/wiki/Thesis,_antithesis,_synthesis
[3] Covey, Stephen R. Seven habits of highly effective
people. Free Press, 1989
[4] http://en.wikipedia.org/wiki/Paperless_office
*Corresponding author: Saran D. Bhatnagar, (Life Member
LM-27157) Administrative Officer-C, Faculty of Social
Sciences, Dayalbagh Educational Institute, Dayalbagh, Agra,
India; email ID: bhatnagar_sdb@rediffmail.com
Mobile: 9319127090
Co-author: Parul Bhatnagar (Life Member LM-27161), In-
Charge, PG Diploma in Textile Designing, Faculty of Arts,
Dayalbagh Educational Institute & Course Coordinator,
Textile Designing, Distance Education Cell, DEI, Dayalbagh,
Agra, India. email ID: parulpb@gmail.com
Mobile: 9319127091
 NATIONAL SYSTEMS CONFERENCE (NSC-2009)

“At another level, too, the sub-systems of university cooperate to achieve a

common objective, namely, the development of a complete man. Faculties
other than the one teaching the main academic studies contribute to the
learning process of students in inter-disciplinary courses and ancillary
electives, as well as in the core courses, at graduation level. This learning
furthers the cause of integrated education and also complements and supports
the major subjects. Along with other components such as work-based training,
it helps in bringing about the physical, intellectual, emotional and ethical
integration of an individual with a view to evolving a complete man. In this
way, the educational policy is implemented using systems approach.”

3. I have paid the registration fees and filled in the registration form
today, fyi, please.

Regds

sd bhatnagar
DEI

From: bhatnagar_sdb@rediffmail.com
Date: 2.6.2009
Subject: paper for ssi conference

dear sir,

kindly accept our paper (as file attachment) for the forthcoming ssi
conference, for consideration. If it is accepted, either of the authors may
present it.
To: asrnsc2009@rediffmail.com
From: bhatnagar_sdb@rediffmail.com Regds
Date: 14.9.2009
Subject: paper for ssi conference: Submission no.11; sd bhatnagar & parul bhatnagar
Title: The Diminishing Paper Trail DEI
Subject: 1. Submission of paper with modifications, and
2. payment of registration fees.

dear sir,

Our paper was kindly accepted for poster presentation, with modifications. Dear Sir
Our paper (as file attachment), duly modified, may kindly be accepted. Many thanks.
All the suggested modifications have been implemented as indicated below: Please put it in IEEE double column format and email to
1. Section III: PROCESS AND OUTCOME (last paragraph) asrnsc2009@rediffmail.com
“Deployment of suitable technology for managing information for decision- Hearty RS
making is another approach which is often favoured by administrators. The
basic view taken is that if it is in digital format, information can be easily Vishal
searched, retrieved and processed, than if it were in paper-based format.”
On Wed, 27 May 2009 13:05:43 +0530 wrote
>27th may
2. Section V: ORGANIZATIONAL OBJECTIVES & STRATEGIES >
(last paragraph) >Mr Vishal Sahni, SSI.
 NATIONAL SYSTEMS CONFERENCE (NSC-2009)

>
>dear sir,
>
>kindly accept our paper (as file attachment) for the forthcoming ssi
conference, for consideration. If it is accepted, either of the authors may
present it.
>
>Regds
>
>sd bhatnagar & parul bhatnagar
>DEI
>
>
>