This case describes the problems faced by the top management of a large organization following the chief executive's decision to use a computer for some important areas of management. In the background of these problems, Mr. Goyal, who has been charged with the responsibility of understanding and solving the problems, reflects on the various structural and cultural factors contributing to the problems and the role he has played in the matter. The case attempts to bring out the structured and unstructured dimensions of the role of a personnel manager.