The document discusses various concepts related to technology management. It defines technology and its objectives. It then discusses the concept of technology management, focusing on managing technological change and integrating human factors. It also covers sociological issues like innovation, communication, social systems, and time that influence technology management. Finally, it discusses strategic technology management and the relationship between technology and organizational design.

1. - Charan Kamal Singh- Charan Kamal Singh
- Rinki- Rinki
MBA(HR)MBA(HR)

2. Introduction
Floyd (1970) defined technology as the practical
application of scientific or engineering knowledge
to the conception, development, or application of
products or offerings, processes, or operations.
He argued that technology is important for two
important reasons (objectives):
• To achieve success in business and attain
competitive position and
• To promote a culture of innovation through
technology for long term sustainability.

3. The concept of Technology
Management
• Christensen (2003) defined technology
management as ‘ the field of study which imparts
skills and knowledge designed to improve the
entire process of technological change, and
ranges from systems planning and design, to
introduction, to evaluation of effectiveness.’
• Organization needs to manage technology,
effectively integrating the human factors.
• Outcome - successful technological change, which
enables the organization to use technology as a
key driver to competitive advantage.

4. Sociological Issues in Technology
Management
• This aspect considers technology as the outcome
of the social process, involving technology
adopters (organization) and others (stakeholders)
who are affected by their prevailing culture,
political beliefs, and strategies.
• The various sociological aspects influencing
technology management are
Innovation
Communication
 Social System
 Time

5. Innovation
• Focus is on main attributes of innovative
technology.
• These are relative advantage, compatibility,
complexity, trialability, and observability.
• Relative advantage is a quantitative or qualitative
measurement of innovation to understand the
degree of change between the past and present
innovation.
• If the present innovation is better, it receives an
acceptance from the stakeholders and the
organization also succeeds by ensuring quick
adoption.

6. • Compatibility of innovation studies degree of
consistency with corporate value systems, past
experiences, habits, and needs of stakeholders.
• High compatibility ensures successful adoption,
while low compatibility makes acceptance slower
 Complexity in innovation arises due to difficulty in
understanding an lack of user-friendliness.
 The greater the complexity, the slower is the
acceptance.

7. • Trialability is the pilot testing of innovation to
reduce the possible risk of technological change.
• Successful trials can ensure acceptance as people
understand the outcome better.
• Observability is the degree of visibility of the
outcome of technological change.
• A higher degree of observability means a better
degree of acceptance.

8. Communication
• Communication is the most important aspect in
any technological change.
• Selecting the appropriate communication channels
to convey the message to the receiver is strategic
decision for the organization.
• During change process the organizations should
increase the spate of face to face communication,
dedicating more executive time talking to people,
clarifying their doubts etc.

9. Social System
• The social system, in the form of norms, opinion
leaders, change agents, culture, political beliefs,
laws, policies, etc., set the boundaries of
innovation, within which organization can bring
about technological change.
• An incompatible social system leads to poor
acceptance.

10. Time
• Introducing technological change in an
organisation in a gradual manner is not advisable
because slowing the process of change reduces
the opportunity to sustain competitive advantage.
• Therefore, the change process should be
appropriately timed, bearing in mind also the
degree of adaptability of people.

11. Organizational Structure and
Design
• Technology also influences organizational structure and
design.
• It alters the production process, systems, and even the skill
sets of employees.
• Technology often renders workers and employees as
supplementary to the production process.
• All this requires change in the organizational structure.
• For example, in many manufacturing organization the
production process is such that it empowers workers as
independent production owners, so much so that they
control their own jobs and require no supervision.

12. Economic Issues in
Technological Change
• In economic terms, technological change is considered
from the viewpoint of feasibility in production.
• Hicks (1932) said that a technological change is called
Hicks neutral when the ratio of capital's marginal product to
labour's marginal product remains unchanged.
• Following Hicks, we have two more bifurcations of this
concept, that is, Harrod neutral and Solow neutral.
• Harrod neutral says that if technology is labour-
augmenting, it benefits labour; while Solow neutral believes
that if technology is capital-augmenting, it benefits the
capital (i.e., the investor).

13. Strategic Technology
Management
There are three fundamental areas :
I. Organizations decide to work differently by quantitative
assessment of performance, benchmarking against best
practices, and duly appreciating stakeholders' needs.
II. They direct scarce resources to high-value uses by
reengineering critical functions, and carefully controlling
and evaluating expenditure through specific performance
and cost measures.
III.They support major cost reduction and service
improvement efforts with up-to-date professional skills, and
organizational roles and responsibilities required to do the
job.

14. Strategic Technology
Management
• Strategic management of technological change
requires involvement and commitment from the
top.
• Top leadership should not only define business
goals, but also initiate, mandate, and facilitate
major changes in technology to support the
achievement of these goals.
• They must appreciate the cost-benefit and risk-
return trade-offs associated with the technology
investments.

15. Human Resource Management
And Technology Management
• Audretsch and Thurik (2000) argue that effective HRM practices are
becoming increasingly important in the new 'knowledge-based'
economy, as companies face the double challenge of the need for
more highly trained employees coupled with a shortage of qualified
labour.
• The HR practices considered for technology management focus in the
following areas:
 Human resource planning
 Systematic recruitment and selection
 Training and development programmes
 Written job description
 Regular performance appraisal
 Growth plans and strategies
 Management techniques (e.g., continuous improvement including TQM)
 Benchmarking

16. Human Resource Management
And Technology Management
The advanced technologies which particularly affect the
areas of organizational operations are as follows:
– Design and engineering
– Processing fabrication and assembly
– Automated material handling
– Inspection
– Integration and control
– Network communication

17. Technology Planning
• A technology plan serves as a bridge between established
standards and organization practices.
• It facilitates multiple levels of strategy, policy, and decision-
making, and allows for resource allocations.
• Technology planning is an ongoing process, and translates
organizational policy and technology needs into concrete
actions.
• It allows organizations to take advantage of technology
innovation while minimizing the negative impact of
unexpected challenge.
• It provides a roadmap for the implementation of technology
and can result more efficient expenditure of limited
resources, and improvement in organization performance.

18. Principles of Technology Planning
• The basic principles of technology planning involve
selecting a model and then moving the process forward.
• Hopey and Harvey-Morgan (1995), gave the following six
basic principles:
1. It should be organized and considered as a continuous
process. It should use simple, straightforward planning
model, and result in a document that show how technology
is used to improve operations, management, assessment,
and communications.
2. Be broad but realistic in scope, with economical and
technically feasible solutions.

19. Principles of Technology Planning
3. Involve all the stakeholders and technology experts.
4. Identify the strengths and weaknesses of the organization,
and how each will impact the implementation of
technology.
5. Formalize the procedures and methods for making
technology decisions, including the setting of priorities and
the purchase, evaluation, upgrading, and use of
technology.
6. Be driven by organizational goals and objectives rather
than by technological developments.

20. Technology Transfer
The term 'technology transfer' is used to describe a formal
transferring of new discoveries and innovations resulting
from scientific research conducted at universities, to the
commercial sector.
One way in which universities do this is through patenting
and licensing new innovations. The major steps in this
process include
i. the disclosure of innovations,
ii. patenting the innovation concurrent with publication of
scientific research, and
iii. licensing the rights to innovations to industry for
commercial development.

21. The important elements of technology transfer functions are as follows:
1. Coordinate
Coordinating between technology users and developers, and
researchers and manufactures. Access to relevant internal and
external resources to individual projects and enterprises improves
coordination.
2.Nurture
Proper nurturing moves technology from a research stage to an
organizational usage, providing new business opportunities and
entrepreneurship. An effective process of nurturing provides
guidance, counselling, and resources.
3.Link
Linkage between business enterprises and future entrepreneurs,
researchers, and other technology developers to help pioneer new
products, companies, etc.

22. Technology and Organizational
Design
• According to Pettigrew et al. (2003), organizational design is also
influenced by technology.
• With advancement of information technology, companies all over the
world are now experimenting with various organizational designs to
achieve the right fit with their strategies.
• Globally, many automobile manufacturers now focus on customized
car designs to consolidate their market share.
• Traditionally, automobile manufacturers follow an assembly line-
based production process, as every aspect of manufacturing is
standardized and requires groups of workers to perform only some
routine jobs at their individual workstations.
• However, to accommodate customized designs, automobile
manufacturers are turning to a matrix structure.

23. Technology and Organizational
Design
• Due to the influence of technology, TCS also now follows
an MIS approach in organizational design.
• At the corporate level it follows the functional structure,
but at the operations level, it uses a matrix structure to
accommodate the specific needs of its customers.
• Two well known models that illustrate how technology
influences the organization as a whole including its design
are:
 Thompson’s Model
 Woodward’s Model

24. Thompson’s Model
• James Thompson (1967) developed three classifications
for technology: (i) intensive technology, (ii) mediating
technology, and (iii) long-linked technology.
• Intensive technology is developed keeping in view a high
level of uncertainty. It helps to produce the desired
outcomes even in uncertain situations.
• Intensive technology makes workers interdependent and
creative, and capable of solving their work-related
problems through mutual coordination. It makes
organizations more flexible in decision-making, rather than
emphasizing decisions that are standard operating
procedure (SOP) bound.

25. Thompson’s Model
• Mediating technology brings together individuals and/or
groups to seek a mutually beneficial exchange of values.
• This form of technological environment is more applicable
in the service industry, such as banks, financial
institutions, etc.
• Long-linked technology is appropriate for mass production
processes, such as an automobile assembly line.
• It depends on highly specialized tasks in a closely
controlled sequence of activities to produce the final
product.
• According to Thompson's model, each type of technology
has specific bearings on the design and structure of the
organization.

26. Woodward’s Model
• Joan Woodward (1965), with her team of researchers,
studied about 100 organizations in England during the
1960s to establish the linkage between the size and
structure of organizations.
• They could not establish any such relationship.
• In their follow-up study, they found some relationship
between the structure and three basic forms of
technology, which they categorized as
(i) small batch production technology,
(ii) large batch or mass production technology, and
(iii) continuous process production technology.

27. Woodward’s Model
• Small batch production technology is suitable for the
production of few variety productions, primarily to meet
the specific requirements of customers. E.g. Shipbuilding
Industry
• Long batch or mass production technology is used for
producing large volume standardized products to cater to
the demand for the larger market. E.g. Automobile
Assembly Line.
• Continuous process production technology is a completely
mechanized form of production, where machines
undertake all the jobs, leaving people free to focus on
quality inspection and adjustment, monitoring, etc. E.g.
Petroleum refineries and chemical plants.

28. Capability Maturity Model
• The Capability Maturity Model (CMM) is a development
model created after study of data collected from
organizations that contracted with the U.S. Department of
Defense, who funded the research.
• This model was developed by Carnegie Mellon University,
Pittsburgh.
• The term "maturity" relates to the degree of formality and
optimization of processes, from ad hoc practices, to
formally defined steps, to managed result metrics, to
active optimization of the processes.

29. CMM- Structure
The model involves five aspects:
• Maturity Levels: a 5-level process maturity continuum - where the
uppermost (5th) level is a notional ideal state where processes
would be systematically managed by a combination of process
optimization and continuous process improvement.
• Key Process Areas: a Key Process Area identifies a cluster of
related activities that, when performed together, achieve a set of
goals considered important.
• Goals: the goals of a key process area summarize the states that
must exist for that key process area to have been implemented in
an effective and lasting way. The extent to which the goals have
been accomplished is an indicator of how much capability the
organization has established at that maturity level. The goals
signify the scope, boundaries, and intent of each key process area.

30. • Common Features: common features include practices that
implement and institutionalize a key process area. There are five
types of common features: commitment to perform, ability to
perform, activities performed, measurement and analysis, and
verifying implementation.
• Key Practices: The key practices describe the elements of
infrastructure and practice that contribute most effectively to the
implementation and institutionalization of the area.

31. Hype Cycle Model
• The Hype Cycle is a branded graphical tool developed
and used by IT research and advisory firm Gartner for
representing the maturity, adoption and social application
of specific technologies.
• It consists of five stages.

32. Hype Cycle Model