According to Paul and Ceil, what were the effects of installing a management information system at Pyramid, Inc., that required people to share information in ways that were not consistent with their structure? Propose some general ways to resolve this problem so that Pyramid employees can still obtain the sales and inventory figures they need.

“We really look up to you,” says Paul LeGon. As a systems analyst, you have been invited to help Pyramid, Inc., a small, independent book-publishing firm that specializes in paperback books outside of the publishing mainstream. Paul continues, “We deal with what some folks think are fringe topics. You know, pyramid power, end-of-the-world prophecies, and healthier living by thinking of the color pink. Sometimes when people see our books, they just shake their heads and say, ‘Tut—uncommon topic.’ But we’re not slaves to any particular philosophy, and we’ve been very successful. So much so that because I’m 24, people call me the ‘boy king.’” Paul pauses to decipher your reaction.