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Management of technology (MOT) is an interdisciplinary field that integrates science. Engineering, and management knowledge and practice. The focus is on technology as the primary factor in wealth creation. Wealth creation involves more than just money. It may encompass factors such as enhancement of knowledge. Intellectual capital, effective exploitation of resources. Preservation of the natural environment and other factors that may contribute to raising the standard of living and quality of life. Managing technology implies managing the systems that enable the creation. Acquisition and exploitation of technology. It involves assuming responsibility for creating. Acquiring and spinning out technology to aid human endeavors and satisfy customers needs.
A National Research Council report (1987) on management of technology defined, It as an interdisciplinary field concerned with the planning, development and implementation of technological capabilities to shape and accomplish the operational and strategic objectives of an organization.
complexity of MOT. Amended framework, based on integrated management theory, considers comprehensively elements of company's internal technology infrastructure, objectives and external environment impacts. The strategic MOT framework is suggested to provide theory basis for scholars and be applicable for practitioners to enable clarity and convergence of technology management.\\
Background: There is a growth in the number of formal MOT programs in the world. It has been actively developed in the United States and the Europe as early as in the eighties. However, there is still no indication that the growth in number of these programs is reaching a maturity point. The titles and the contents of the programs continue to vary. As a result,
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conferences, collaborations and also forums all over the world have been actively discussed on the features of MOT programs in the world. There was an attempt by the International Association for Management of Technology (IAMOT) as one of the prominent associations in MOT to develop a guideline to accredited MOT programs at post graduate levels. The guideline was developed through a survey among v stakeholders all over the world. The survey concluded that there are five knowledge groups of MOT education. Which are: Management of Technology (MOT) Centered Knowledge Knowledge of Corporate Functions Technology-Centered Knowledge Special Requirements/Assignments Knowledge of Supporting Disciplines 3. Research Methodology: This study employed qualitative multiple-case study approach. Multiple case studies should be regarded as multiple experiments rather than multiple respondents and so replication logic and not sampling logic should be adapted to choose the cases. 4. Results and Discussions: The titles of the programs: The titles of the two programs reflected MOT name as suggested in the IAMOT Credo. The programs titles are known as Bachelor of Technology Management (BTM) and Bachelor of Technology Management (Production and Operation) (BTMPO). This practice is similar with the practices in other South East Asia Region such as the Philippines and Singapore. This indicates that MOT can be described in diverse names, depends on the focus of the offering schools. The structure and components of the programs: Both programs comprised of business and management components, technology management and universitys subject components which is
consistent with the IAMOT Credo. Component varies. There are two important contributing factors affecting this structure: Rules and Procedures set by the Malaysian Qualification Agency (MQA) (accreditation body), whereby each of Universitys subjects. The objectives of the programs where they must fulfill the designated purpose set forth earlier by the respective patriotism spirit among the students. Technology Concepts in the Courses Both programs have integrated technology concepts in some of the courses such as technology management and Technology and culture. Future prospect of MOT graduates evidently, technology management programs in this university do not aim at producing engineers but more to connect the missing link between engineering and scientific knowledge and general management.
The World: Post World War II World War II created a new order in the world. The industrialized countries dominated the scene. They had the major share of the worlds productive capacity. Technology-based products were sold at home and all over the planet, creating great wealth for countries such as the United States, Britain, and France. Many industries flourished and companies such as Ford, General Electric, AT&T, IBM, and Westinghouse became conglomerates. The years after the war were the golden years of Western industry. The World today: The most pronounced difference between the world today and the world of yesteryear is the rapid pace of technological change. This pace is combined with variation in the scope of technology deployment. Global competition is also relatively new. Competition among nations has intensified in the 1980s and 1990s compound by the emergence of new countries on the playing field this contributes to a continuous shift in the balance of economic power. With the end of Cold War. A new world order has emerged. The pace of technological change the magnitude and speed of technological change in recent years have been phenomenal. A very rapid rate of technological innovation is making it imperative to consider technology as the primary factor influencing economic growth and prosperity. Technological changes have been of such magnitude that it is difficult for individuals, and often for institutions, to follow them. In several technological sectors, such as the information sector, more changes have occurred in the last few decades then in the previous few thousands years. Technological changes in the twentieth have significantly influenced employment patterns and societal change.
build national awareness of the strategic importance of MOT and to support research in this area. The NRC workshop report identified industry needs in MOT to be as follows: 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.
3. A set of management disciplines which are created to permit the organization in the process of managing the technological rudiments in order to create a competitive benefit for the company above all other contemporaries is what precisely technological management is all about. 4. Importance of technology is such that technological strategy, an integral part of technological management, plays the main role or the central character of the organization. The principle sets of rules they abide or the job they do is technological strategy, in other words. 5. Technological forecasting is an amalgamated term which primarily is an answer to technological scouting by which it is allowed to identify the possible technologies relevant for the organization. Mapping technology as per the requirement of the business and market is known as technology road mapping. 6. The other two components of technology management are the technology project portfolio and the technology portfolio. 7. The importance of technology management has deeper impacts than it can be gauged. The former being the sets and series of projects under development for the future use and the latter is the sets and series of projects in current use. 8. The customer value is important for business houses and that essentially triggers the continuous development and invention of the technology. 9. The technology management also keeps a regular tab on this and therefore decides when the right time to invest for technological development is and when to withdraw. 10. Technological management is also important when it comes to the optimization, integrated and exclusive designing, management and application of technological tools and products, better descriptions of services and actions and so on.
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Weak Internal Technical Support: Often technical support is assigned to the employee who is the computer geek-type. They perform these duties in addition to their regular job responsibilities. Keeping Older Technology Too Long: It is a well known fact that older technology needs more repair and fails more often leading to business downtime. It doesnt accommodate new, lower cost features and functions designed to increase productivity and lower expense. Not Keeping Software Licenses Current: When a business doesnt keep their software licenses current they miss out on critical updates, dont have access to technical support and hold their people back from being as productive as possible.
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Training as a Last Resort: SMBs often assume an employee knows how to use the technology or that the employee will figure it out. Instead, you should offer training to your users as a mechanism to increase productivity especially when you introduce new technology or applications. Poor Technology or Information Security: Most businesses use passwords to access networks and email. But, often they dont have policies or tools to ensure the right level of information and technology security needed to adequately protect the business from external intrusion, theft, or disaster recovery. Sporadic Data Backup: Many SMBs back up their critical applications and information right after they have had a failure. At this point, it is too late. Having the right policies and tools to regularly backup business information will keep you out of future trouble. Inadequate Virus/Spam Protection: Viruses and spam represent a large problem for SMBs. Both rob the business of productivity, time and money. SMBs must go beyond simple PC-based tools to ensure the best protection of your systems, information, people, and budget. Allowing personal Applications on Business Equipment: Because most SMBs dont manage their technology, individual employees are free to add their own personal images, software applications and information often leading to poorly performing systems and security breaches. Open Wireless Networks: With the ease and proliferation of wireless networking, many SMBs accidentally leave their wireless access points open and available for anyone to access. This huge vulnerability puts your systems, information, and business at risk. No Laptop Security: As employees work at home or travel, they take critical business information with them. SMBs often forget to encrypt or protect critical information from accidental theft or loss when the laptop is lost or stolen.
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Value creation: value added constitutes the basic social responsibility of the enterprise. It is the key to long-term survivability of the enterprise. Quality: quality is a fundamental requirement influencing competitiveness. Quality need not be thought of as a tradeoff with cost but as a hygiene factor. Responsiveness: An enterprise must manage not only for stability but also for change. It must be able to manage short cycles and respond to external environmental changes and customer demands promptly. Agility: A production facility must be flexible enough to produce a variety of product lines and facilitate communication and operation between suppliers, production, and customers. Innovation: A firm must be able to improve its ability to innovate and to use innovation to gain competitive advantage. Integration: A modern firm must be able to acquire and integrate a portfolio of technologies that will give it a unique and defined advantage over its competitors. The portfolio may include more than one generation of product or process technologies.
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Teaming: The complexity of integrating mixed technologies with varying life cycles requires a workforce with high levels of training. Workers must be able to work together in interdisciplinary teams to carry out and coordinate the operations of the enterprise. Fairness: A firm must develop a fair way to distribute to all its stakeholders the wealth created by a successful production operation. Fairness reduces conflicts among managers, labor, government, and the public. It leads to long-term survival of the enterprise.
Synergy between basic research and downstream technical activities such as design and production capabilities. The scale of domestic markets and the openness of global markets as engines for innovation and its commercialization. The ability to continually modernize plant and equipment in private industry, and the commitment to do so. Collaboration between industries and universities and the government. National savings and the level of investment in industrial modernization. National policy supporting initiatives to enhance adoption, adaptation, and diffusion of technology and related know-how. The development of the necessary human, physical, financial, regulation, and institutional infrastructure to attract individuals, companies, and institutional entities, regardless of national origin, to invest in and conduct technical activities within the boundaries of the country. This ensures the long-term wealth generating capacity of the economy. Public support of generic and domestically developed technologies.
Forecast the technology. Analyze and forecast the environment. Analyze and forecast the market/user. Analyze the organization. Develop the mission. Design organizational actions. Put the plan into operation.
Forecast the technology: This is the starting point of technology planning. Project both internally owned technology and that available in the marketplace over the planning period.
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Analyze and forecast the environment: Identify key factors in the organizations environment. Potential states of the environment, key uncertainties, major threats (especially competition) and opportunities. Analyze and forecast the market/user : The development of a requirements analysis that identities the current needs of major customers determines the likelihood that these needs will change and specifies explicit demands that these needs make on the organizations products or services. Analyze the organization: Delineate the major assets and problems: develop a catalog of available human and material resources, and assess recent performance against stated objectives. Develop the mission: Specify critical assumptions : establish overall organizational objectives and specific target objectives for the planning period, and specify criteria by which to measure the attainment of those objectives. Design organizational actions: Create candidate actions : analyze and debate them, develop a consensus strategy limited to a few key actions, possibly attendant on several key contingencies. This is another excellent time to apply the tools of impact assessment. Put the plan into operation: Develop timely sub-objectives, if appropriate, specify action steps, schedule, and budget, develop tracking mechanisms, and specify control mechanisms in case performance falls below established standards.
Forecasting Technology:
The first step in technological planning is forecasting. Forecasting provides visions of the future that can be used to guide actions of the present in anticipation of future states. Those who forecast well can seize opportunities in a timely manner and thus reap the rewards of future changes. Traditional forecasting methods depends, to a great extent, on projecting past performance into the future. This has an inherent
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weakness in that the future may not behave like the past. A future state depends on the characteristics and physical limits of the technology. The social and environmental factors influencing its development, environmental concerns and market conditions have forced a change in the growth pattern of that technology. A good forecast must have: 1. Credibility and utility. 2. An accurate information base. 3. Clearly described methods and models. 4. Clearly defined and supported assumptions. 5. Quantitative expression whenever possible. 6. A stated level of confidence in the forecasted information.
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Technology enhancement: This is the continuous effort by scientists and engineers to support and improve existing or developed technologies. It aims to improve the performance parameter of the technology, lengthen the technology life cycle, and foster incremental innovations.
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Franchise: This is a form of licensing; however, the source usually provides some types of continual support to the receiver, for example, by supplying materials, marketing support, or training. This channel is commonly used in food chains and service organizations, such as McDonalds, Burger King, and Pizza Hut. Joint venture: Two or more entities combine their interests is a business enterprise in which they can share knowledge and resources to develop a technology. Produce a product, or use their respective know-how to complement one another. Turnkey project: A country buys a complete project from an outside source and the project is designed, implemented, and delivered ready to operate. Special provisions for training or continued operational support may be included in the agreement between the parties.
11. Adjust to market needs and search for new markets. 12. Educate, train, then educate, train, then educate, train. 13. Motivate and reward. 14. Build an organizational structure to support the strategy. 15. Enforce organizational vigilance to changes in the environment.
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all certificate requirements and earn a graduate degree from Georgia Tech.
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Conclusions:
Management of technology (MOT) is a broad concept, combing a variety of technical fields with business insight and requires a wide perspective of both engineering programs. It helps in entrepreneurship development. Technology intensive firms will need knowledge of MOT to prosper and grow. MOT technology addresses the challenges that companies and organizations face in a knowledge based economy.
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References:
1. www.google.com 2. History Management of technology. http://mitsloan.mit.edu/fellows/history-mot.php 3. 10 types of Management of technology. http://blog.nextcorp.com/10types/?tag=/technologymanagement-concepts. 4. Features of Management of technology. http://www.google.com/url?sa=t&rct=j&q=features%20of %20management%20of%20technology&source. 5. Importance of Management of technology. http://importanceoftechnology.net/109/importance-ofmanagement-technology.\ 6. Technology and the learning process. http://www.google.com/search?q=management%20of %20technology&ie=utf-8&oe=utf-8&aq=t&rls=org.mozilla:enUS:official&client=firefox-a&source=hp&channel=np 7. Management of technology certificate. http://mgt.gatech.edu/programs/graduate_certificates/mot_cert/in dex.html 8. Management of technology picture. http://www.google.com/imgres? imgurl=http://img.ehowcdn.com/articlenew/ehow/images/a07/8b/gh/information-technologymanagement9. http://www.google.com/imgres? imgurl=https://connect.innovateuk.org/image/journal/article %3Fimg_id%3D5703726%26t%3D1319101597630&imgrefurl= 10. Management of technology. ( International Editions 2000) Page :( 7,10,65,156,252,254,344,434,475) by Tarek M. khalil.
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