 Which is true about managed systems?
During the first two-thirds of the twentieth century, this type of rationalization took the form of ever-more complex managed systems, with crisp specification of roles, lines of authority, communication and control. The ambition of these approaches was to specify everything that needed doing in minute detail, to enforce it through monitoring and rewards, and later to build it into the very technology of work−the assembly line. But the impulse to build fully-specified systems, designed by experts, monitored and controlled so as to limit human greed and error and to manage uncertainty, was basic and widespread. What replaced planning and control in these systems was the myth of perfect markets.
 The communication and innovation is lower because the workers have less flexibility
 All of the actions in a process are performed by machines instead of humans  There are always computers that require outside permission for the users to perform tasks  There are clear team leaders but the rest of the hierarchy is more flexible  The communication and innovation is lower because the workers have less flexibility