MANAGEMENT OF TECHNOLOGY:

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MANAGEMENT OF TECHNOLOGY

• THE NEW
• PARADIGMS

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Industry Needs in MOT Identified by National
Research Council (1987)

• 1. How to integrate technology into objectives
• 2. How to get in and out of technologies faster
  more efficiently
• 3. How to evaluate technology more effectively
• 4. How best to accomplish technology transfer
• 5. How to ? new product development time

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Industry Needs in MOT Identified by National
Research Council (1987)

• 6. How to manage interdisciplinary projects
• or systems
• 7. How to manage organizations internal use of
  technology
• 8. How to leverage effectiveness of technical
• professionals

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Technology Its Enablers

• Issues falling under the scope of MOT can be
  categorized as follows
• Methods tools for effective management of
  resources
• Ability of Business environment to manage the
  interface between organization and external
  environment

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Technology Its Enablers

• Structure Management of Organizations
• Management of RD and engineering projects
• Management of human resources under rapid
  technological social changes

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Stages in New Product/Technology Life Cycle

• Idea Generation Concept Definition
• Market Analysis
• Technical Analysis
• Business Plan Approval
• Developing Testing
• Production
• Commercialization
• Disposal or Recycling

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Essential Issues In Managing Technology

• 1. RESOURCES
• - Methods of Performance Assessment
• - Measure of Performance of a Technology
• - Measure of Benefits from RD Activities
• - New Tools for Optimizing Decisions
• - Alliances as Alternatives to Rivalry

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Essential Issues In Managing Technology

• 2. THE BUSINESS ENVIRONMENT
• - Integration of Technological Strategic
• Plans
• - Impact of 3rd Parties on Technological
• Change
• - ? Users Influence in Selection
• Application of Technology

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Essential Issues In Managing Technology

• 2. THE BUSINESS ENVIRONMENT
• - ? Social Resistance to New Technology in
• Workplace
• - Gain Acceptance by Distributing Benefits
• of New Technology
• - Other Areas of Concern to the Firm

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Essential Issues In Managing Technology

• 3. THE STRUCTURE MANAGEMENT OF ORGANIZATION
• - Factors Leading to Reorganization of
• Technological Activities in Firms
• - Evaluating the Impacts of Reorganization
• on Technical Activities
• - Effects of Different Organizational
• Structures on the Efficiency of Product
• Development Cycle

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Essential Issues In Managing Technology

• 4. THE STRUCTURE MANAGEMENT OF ORGANIZATION
• - Technological Innovations Transfers within
  Organizations - Facilitators Inhibitors
• - Documentation of the Decision Process Leading
  to Organizational Changes

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Essential Issues In Managing Technology

• 4. PROJECT PLANNING MANAGEMENT
• - Project Portfolio Selection
• - Initiation of Innovative Ideas in
• Organizations (Top Down or Bottom Up)
• - Human Problems in Project Management
• - Postmortem Analysis of Projects

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Essential Issues In Managing Technology

• 5. MANAGEMENT OF HUMAN RESOURCES
• - Effects of Technological Change on the Skill
  Requirements of the Workforce
• - Matching Training the Skilled Workforce to
  Meet the Requirements of New Technologies
• - Professional Staff Obsolescence ? Continuous
  Need for Professional Development Activities

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Essential Issues In Managing Technology

• 5. MANAGEMENT OF HUMAN RESOURCES
• - Role of Technological Gatekeepers Internal
  Entrepreneurs
• - Social Consequences of Technological Change
• - Other Areas Reward Programs, Worker-machine
  Interaction, transition from specialist to
  manager

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Essential Issues In Managing Technology

• 6. USES IN ANALYSIS OF CASE STUDIES
• - Applicability of issue to case being
• studied
• - List Prioritize Issues to be Considered
• - Check if Company has Plan Related to
• Issues
• - Examine Current Methodology

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Essential Issues In Managing Technology

• 6. USES IN ANALYSIS OF CASE STUDIES
• - Critically Evaluate Current Methodology
• - Develop Plan Propose Methodology if
• None Exist Related to Issue
• - Propose Implementation Procedure
• - Indicate How Results Will be Measured

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8 MOT GUIDING PRINCIPLES FOR MANAGING ENTERPRISES

• Value Creation
• Quality
• Responsiveness
• Agility

• Innovation
• Integration
• Teaming
• Fairness

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Shifts in Paradigms of Good Management Practice

• 1. Productive Cottage Industry to Factory (18th
  Century)
• 2. Interchangeable parts in production (Mid 19th
  Century)
• 3. Accounting Practice for Costs of Production
  (19th Century)
• 4. Concept of Scientific Management (19th
  Century)
• 5. Concept of Assembly-line Production (1920s)

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Shifts in Paradigms of Good Management Practice

• 6. Focus on Quality of Production (After WWII)
• 7. Computers Communications as Service
• Technologies (After WWII) - Managing with
  Technology
• 8. Deliberate Creation of Technological Change
  Innovation (2nd half of 20th Century)
• 9. Management of Product Change due to
  Multi-critical technology product lines
  (currently)

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Conditions for a New Paradigm

• ? direct cost of production
• Management regarded as decision makers, and labor
  as passive followers
• Operations of an enterprise could be analyzed as
  a stable set of unit operations
• Production economies require large volumes of
  standardized products on assembly lines with
  fixed automation

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Conditions for a New Paradigm

• Single critical-technology-based product lines
  will have long product lifetimes, providing long
  periods of stability in organizations
• Dividing world markets on a national basis, with
  national firms dominating the domestic markets

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Requirements of MOT Paradigm for Management

• 1. Reduction in indirect cost to the enterprise
  while improving competitiveness
• 2. Use of decentralized, multi-functional, and
  multi-disciplinary teams for productive
  activities
• 3. Flexibility, agility, and continuous
  improve-ment in production conditions by the
  enterprise

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Requirements of MOT Paradigm for Management

• 4. Equally important economies of scope as
  economies of scale, and appropriate balance
  between hard soft automation
• 5. Product lines will have shorter product
  lifetimes, and should therefore be planned as
  generation of products
• 6. Enterprises should be globally poised to
  think globally and act locally

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Drivers of Change in the 21st Century

• Technology
• Changes in the Business Environment
• Communication, Integration, Collaboration
• Strategic Direction of Industry
• Changes in Organizational Structure
• Financial Sector Structure
• Education Training