際際滷

際際滷Share a Scribd company logo

Wk 3 critical factors in managing technology

Download as PPTX, PDF
Saddan Juhari
Saddan Juhari

This document discusses key issues in managing technology. It identifies 7 needs for effective technology management as determined by the National Research Council. It also categorizes 5 issues in managing technology and lists priorities for remaining competitive through anticipating technological opportunities. Additionally, it outlines 5 priority issues for organizational structure and managing change. The document emphasizes that managing technology and innovation is essential for an organization to survive and compete in today's environment.

1 of 18
Downloaded 233 times
Wk 3 critical factors in managing technology
Industry Needs in MOT * Technology and Its Enablers * Changing Trends in Industry * Issues in Managing Technology * Determinants of Nations Capability * Managing Change * Bringing Innovation to Market *
Understand needs in managing technology Know the issues in managing technology Explain requirements in managing change
Wk 3 critical factors in managing technology
Identified by National Research Council (1987) 1. How to integrate technology into the overall strategic objectives of the firm 2. How to get into and out of technologies faster and more efficiently 3. How to assess / evaluate technology more effectively 4. How best to accomplish technology transfer 5. How to reduce new product development time 6. How to manage large, complex and interdisciplinary or inter organizational projects/systems 7. How to manage the organizations internal use of technology 8. How to leverage the effectiveness of technical professionals
Issues falling under the scope of MOT can be categorized as follows: 1. Methods and tools for effective management of resources 2. The business environment and the ability to manage the interface between the organization and the external environment 3. The structure and management of organizations 4. Management of R&D and engineering projects 5. Management of human resources under conditions of rapid technological and social change
The decline of U.S. industrial competitiveness in the 1970s and 1980s is widely perceived to have resulted not from an inability to develop new technologies but from the failure to manage available and emerging technologies in an effective and timely manner The unifying theme for the entire field of MOT is technology as a creator of wealth The concern is the conditions dictated by changes in technology and by the global business environment
Resources The Business Environment The Structure & Management of Organizations Project Planning & Management Management of Human Resources
Managers that live in competitive environment must be equipped with predictive methodologies and decision tools that are reliable, flexible, practical and fast. Areas are considered critical: a. Methods of Performance Assessment b. The Measure of Performance of a Technology c. The Measure of Benefits from R&D Activities d. New Tools for Optimizing Decisions e. Alliances as Alternative to Rivalry Their continued research, validation, refinement and application deserve a high priority.
To remain competitive, a firm must anticipate and evaluate technological opportunities before other firms attain an insurmountable competitive edge. The following are considered priority issues: a. The Integration of Technological and Strategic Plans b. The Impact of Third Parties on Technological Change c. Increasing the Users Influence in the Selection and Application of Technologies d. Decreasing Social Resistance to the Introduction and Adoption of Technology in the Workplace e. Distributing the Benefits from New Technologies to Gain Acceptance f. Other Areas of Concern to the Firm
Installation of technological gatekeepers, the encouragement of internal entrepreneurship and the increase of joint ventures in both R&D and production have major consequences for organizational structure. The following topics are viewed as priority issues: a. Factors Leading to Reorganization of Technological Activities in Firms b. Evaluating the Impacts of Reorganization on Technical Activities (R&D and Manufacturing Engineering) c. The Effects of Different Organizational Structures on the Efficiency of the Product Development Cycle d. Facilitators and Inhibitors of Technological Innovations and Transfer within Organizations e. Documentation of the Decision Processes Leading to Organizational Changes
Complex R&D projects require the mobilization of substantial resources and the coordination of activities. Attention to the following items deserve special attention: a. Project Portfolio Selection b. Human Problems in Project Management c. Initiation of Innovative Ideas in Organizations: Top Down or Bottom Up? Creating a balance between these divergent views Understanding the dynamics of this balance Finding and evaluating existing patterns and identifying their impact on organizational performance d. Postmortem Analyses of Projects
Biggest challenge for organizations is harnessing and fully utilizing the capability of employees Special attention should be accorded to the following points: a. The Effects of Technological Change on the Skill Requirements of the Workforce b. Matching and Training the Skilled Workforce to Meet the Requirements of New Technologies c. Obsolescence of Professional Staff and the Continuing Need for Professional Development Activities d. The Role of Technological Gatekeepers and Internal Entrepreneurs e. Social Consequences of Technological Change f. Other Areas of Importance
Scientific and Market Demand An Agent That Technological The scale of domestic Transforms This Capability markets Capability into Goods The strength of the national The openness of global and Services research markets as engines for innovation and its Synergy between basic The quality of technical commercialization research and downstream education technical activities such as The strength of information design and production technology infrastructure capabilities Ability to continually modernize plant and equipment
Managing Operation Managing Innovation Creating Todays Revenue Creating Tomorrows Revenue Single Route and Result Multiple Routes and Results Driven by Functional Teams Driven by Cross-Functional Teams Clear, Shared Goals Unclear, Often Conflicting Goals Traditional Players & Roles New Players & Role DOING THING RIGHTS DOING RIGHT THINGS
1 2 3
4 Gap between suppliers and demanders 3 4Ps Marketing Strategy 2 Market Positioning 1 Product Definition
Organization will loose their competitiveness if fail to manage technologies in an effective and timely manner 5 essential issues in managing technology A new managing style to adapt the changes is require for organization survival in current environment

More Related Content

Wk 3 critical factors in managing technology

  • 2. Industry Needs in MOT * Technology and Its Enablers * Changing Trends in Industry * Issues in Managing Technology * Determinants of Nations Capability * Managing Change * Bringing Innovation to Market *
  • 3. Understand needs in managing technology Know the issues in managing technology Explain requirements in managing change
  • 5. Identified by National Research Council (1987) 1. How to integrate technology into the overall strategic objectives of the firm 2. How to get into and out of technologies faster and more efficiently 3. How to assess / evaluate technology more effectively 4. How best to accomplish technology transfer 5. How to reduce new product development time 6. How to manage large, complex and interdisciplinary or inter organizational projects/systems 7. How to manage the organizations internal use of technology 8. How to leverage the effectiveness of technical professionals
  • 6. Issues falling under the scope of MOT can be categorized as follows: 1. Methods and tools for effective management of resources 2. The business environment and the ability to manage the interface between the organization and the external environment 3. The structure and management of organizations 4. Management of R&D and engineering projects 5. Management of human resources under conditions of rapid technological and social change
  • 7. The decline of U.S. industrial competitiveness in the 1970s and 1980s is widely perceived to have resulted not from an inability to develop new technologies but from the failure to manage available and emerging technologies in an effective and timely manner The unifying theme for the entire field of MOT is technology as a creator of wealth The concern is the conditions dictated by changes in technology and by the global business environment
  • 8. Resources The Business Environment The Structure & Management of Organizations Project Planning & Management Management of Human Resources
  • 9. Managers that live in competitive environment must be equipped with predictive methodologies and decision tools that are reliable, flexible, practical and fast. Areas are considered critical: a. Methods of Performance Assessment b. The Measure of Performance of a Technology c. The Measure of Benefits from R&D Activities d. New Tools for Optimizing Decisions e. Alliances as Alternative to Rivalry Their continued research, validation, refinement and application deserve a high priority.
  • 10. To remain competitive, a firm must anticipate and evaluate technological opportunities before other firms attain an insurmountable competitive edge. The following are considered priority issues: a. The Integration of Technological and Strategic Plans b. The Impact of Third Parties on Technological Change c. Increasing the Users Influence in the Selection and Application of Technologies d. Decreasing Social Resistance to the Introduction and Adoption of Technology in the Workplace e. Distributing the Benefits from New Technologies to Gain Acceptance f. Other Areas of Concern to the Firm
  • 11. Installation of technological gatekeepers, the encouragement of internal entrepreneurship and the increase of joint ventures in both R&D and production have major consequences for organizational structure. The following topics are viewed as priority issues: a. Factors Leading to Reorganization of Technological Activities in Firms b. Evaluating the Impacts of Reorganization on Technical Activities (R&D and Manufacturing Engineering) c. The Effects of Different Organizational Structures on the Efficiency of the Product Development Cycle d. Facilitators and Inhibitors of Technological Innovations and Transfer within Organizations e. Documentation of the Decision Processes Leading to Organizational Changes
  • 12. Complex R&D projects require the mobilization of substantial resources and the coordination of activities. Attention to the following items deserve special attention: a. Project Portfolio Selection b. Human Problems in Project Management c. Initiation of Innovative Ideas in Organizations: Top Down or Bottom Up? Creating a balance between these divergent views Understanding the dynamics of this balance Finding and evaluating existing patterns and identifying their impact on organizational performance d. Postmortem Analyses of Projects
  • 13. Biggest challenge for organizations is harnessing and fully utilizing the capability of employees Special attention should be accorded to the following points: a. The Effects of Technological Change on the Skill Requirements of the Workforce b. Matching and Training the Skilled Workforce to Meet the Requirements of New Technologies c. Obsolescence of Professional Staff and the Continuing Need for Professional Development Activities d. The Role of Technological Gatekeepers and Internal Entrepreneurs e. Social Consequences of Technological Change f. Other Areas of Importance
  • 14. Scientific and Market Demand An Agent That Technological The scale of domestic Transforms This Capability markets Capability into Goods The strength of the national The openness of global and Services research markets as engines for innovation and its Synergy between basic The quality of technical commercialization research and downstream education technical activities such as The strength of information design and production technology infrastructure capabilities Ability to continually modernize plant and equipment
  • 15. Managing Operation Managing Innovation Creating Todays Revenue Creating Tomorrows Revenue Single Route and Result Multiple Routes and Results Driven by Functional Teams Driven by Cross-Functional Teams Clear, Shared Goals Unclear, Often Conflicting Goals Traditional Players & Roles New Players & Role DOING THING RIGHTS DOING RIGHT THINGS
  • 16. 1 2 3
  • 17. 4 Gap between suppliers and demanders 3 4Ps Marketing Strategy 2 Market Positioning 1 Product Definition
  • 18. Organization will loose their competitiveness if fail to manage technologies in an effective and timely manner 5 essential issues in managing technology A new managing style to adapt the changes is require for organization survival in current environment
AboutCopyright
息 2025 際際滷