TERM PAPER

ON

Research Methodology
Impact of Technology on Management

____________________CONTENTS____________________
Acknowledgement 3

1
Abstract 4

Introduction 5-9

Hypothesis Formulation 9

Literature Review 10-16

Objective of Research 17

Hypothesis Support 19

Research methodology 18

Conclusion of the Study 20

Bibliography & References 21

ACKNOWLEDGEMENT

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I wish to express my deepest gratitude and warmest appreciation to the following

people, who, in any way have contributed and inspired the researchers to the overall

success of the undertaking:

To Mr. Vishwas ChakraNaryanan for his guidance and support in the

duration of the study.

To my friends, who have been unselfishly extending their efforts and

understanding.

To my parents who have always been very understanding and supportive both

financially and emotionally.

And above all, to the Almighty God, who never cease in loving us and for the
continued guidance and protection.

Lovely Yadav

ABSTRACT

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In this research work it is noted that managing people and resources in today's world
has become a complex undertaking due to the changing nature of the business
environment. The world has truly become a smaller place with people's ability to
travel faster from one end of the globe to another or talk amongst each other using
modern and emerging technologies. As a result of all these, management nowadays
cannot be confined to hands on style but rather managers need to understand how to
use current technologies in order to achieve their company's strategic, tactical and
operational goals. The impact of information technology will have significant effects
on the structure, management and functioning of most organisations. It demands new
patterns of work organisation and effects individual jobs, the formation and structure
of groups, the nature of supervision and managerial roles. Information technology
results in changes to lines of command and authority, and influences the need for
reconstructing the organisation and attention to job design. Computer based
information and decision support systems influence choices in design of production or
service activities, hierarchal structures and organisations of support staffs.
Information technology may influence the centralisation/ decentralisation of decision
making and control systems. New technology has typical resulted in a flatter
organisational pyramid with fewer levels of management required.

INTRODUCTION

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Since the 1990s, information technology (IT) has emerged as an essential element in
the business environment and has been recognized as a critical component of business
strategy. Technology not only enables organizations to compete in global markets and
to increase responsiveness to customers and partners, but also has the potential to
transform how organizations operate by affecting the nature of work processes There
is perhaps no single factor that has had the impact on the management of our modern
organizations like information technology. Its impact is immediate, apparent and
permeates the entire organization. From the corporate database to the departmental
server to the word processing software running a secretary’s PC, information
technology is intertwined into our corporate environment. Entire companies are built
or are being restructured around it. Further, it is also beginning to reshape the society
in which we live.

Meaning of technology : Technology is the usage and knowledge of tools,

techniques, and crafts, or is systems or methods of organization, or is a material
product (such as clothing) of these things. The word technology comes from the
Greek technología — téchnē, 'craft' and logia, the study of something, or the branch of
knowledge of a discipline. The term can either be applied generally or to specific
areas: examples include "construction technology", "medical technology", or “state-
of-the-art technology".

Thus, the literal verbatim derivation of the term technology is literally “knowledge of
the skilful and practical.”
However, this definition is too general in nature and we have to transcend this narrow
view of technology since every technology starts from a human purpose, from the
intention to satisfy some human need or behaviour.

Indeed, technology is the manipulation of nature for human purpose – yes,

manipulation of nature, so let us use a slightly different definition of technology. We
will define technology as the knowledge of the manipulation of nature for human
purposes. This definition retains the notions of both knowledge and practicality

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(human purposes) but adds the new concept of manipulation of nature. This implies
that all practical or technical skills ultimately derive from alterations or manipulation
of nature.

Technology depends on a base in the natural world (Science) but extends the natural
world through the phenomenon of manipulation (Engineering).

Meaning of Management :

Management in all business areas and human organization activity is the act of
getting people together to accomplish desired goals and objectives. Management
comprises planning, organizing, staffing, leading or directing, and controlling an
organization (a group of one or more people or entities) or effort for the purpose of
accomplishing a goal. Resourcing encompasses the deployment and manipulation of
human resources, financial resources, technological resources, and natural resources.
Because organizations can be viewed as systems management can also be defined as
human action, including design, to facilitate the production of useful outcomes from a
system. Management is a process that is used to accomplish organizational goals; that
is, a process that is used to achieve what an organization wants to achieve. An
organization could be a business, a school, a city, a group of volunteers, or any
governmental entity. Managers are the people to whom this management task is
assigned, and it is generally thought that they achieve the desired goals through the
key functions of (1) planning, (2) organizing, (3) directing, and (4) controlling. Some
would include leading as a managing function, but for the purposes of this discussion,
leading is included as a part of directing.
The four key functions of management are applied throughout an organization
regardless of whether it is a business, a government agency, or a church group. In a
business, which will be the focus here, many different activities take place. For
example, in a retail store there are people who buy merchandise to sell, people to sell
the merchandise, people who prepare the merchandise for display, people who are
responsible for advertising and promotion, people who do the accounting work,
people who hire and train employees, and several other types of workers. There might
be one manager for the entire store, but there are other managers at different levels
who are more directly responsible for the people who perform all the other jobs. At
each level of management, the four key functions of planning, organizing, directing,
and controlling are included.

Technological Management: Technological management is defined as the integration

and the employment of technology in order to leverage all functions within the
company. It perceives technology as a major resource and an impacting variable for
all management functions whether they are "producers", "customers" or "users" of
technology. In other words, technological management assumes that any management
function will make use of technology on the one hand, and should consider
technology as an input shaping both its strategic vision and its operational procedures
and methods on the other. The objective is then to make technology strictly coherent
and compatible with the short and long-term activities of all departments or business
units, in order to leverage performance in relation to fixed business targets. The
stakeholders of ToM are all the managers and staff using, consuming or creating

6
technology within the organisation. The top managers at all functional levels are the
real decision-makers concerning how technology will be used and how it will be
allowed to shape strategy, structure and operations. Moreover, any organisation -high,
medium or low-tech- is concerned. As a transversal and global discipline,
technological management has a specific target: to tackle management functions as
units of analysis, and to study the use and the impact of technology on these
management functions.

The approach of technological management is truly “systemic”, derived from a vision

of a phenomenon, in this case technology, at the core of all dimensions of
management science and practice. According to systems thinking (Open University
Systems Group, 1988), this means that technology is an essential element of any
business organisation system, and that there is a set of active links between
technology and all the other elements of the system: research and development;
finance; accounting/control; organisation and human resource management;
marketing; operations; information systems; and law. In other words, technology is
impacted by and has an impact on those functions.

Accountin
g control

Operation
R&D
Technolog
y
OB Financ
& HRM e
Marketin
g

Central Role of Technology in the management of an organization

The traditional approach supposes that each element is performed relatively

independently. A systemic approach considers that since they are obviously
interdependent, they deserve an integrated vision using compatible and coherent
managerial tools and methods. This approach must take into account both the impact
of technology on managerial functions, and therefore their specific techniques, and
the management of the generation of technology within each discipline.

Impact of Technology on Management

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Information technology is a wide field, and has enabled organizations across the
world to work in an efficient manner. It plays a very important role in effective
management and running of a business. The use of information technology in
organizations is inevitable, be it any type of company like manufacturing or medicinal
sector. It has contributed largely to the process advancements in organizations. The
exact impact of information technology on business administration can be determined
by the elements mentioned below.

Basic Elements of Information Technology

Software and Applications

Software is an important part of information technology which relates to computer
applications that enable a company to generate, store, program, and retrieve data as
and when needed. There is much software developed for different purposes. All
operations in the business sector are carried out by software that is assigned for
executing specific tasks. Without these computer applications the businesses wouldn't
have been able to carry out their functions in a proper and efficient manner. Operating
systems, ERPs, special purpose applications, and web browsers are some examples of
different softwares.

There are some software which are exclusively built to contribute to the proper
collaborative working of all sections of the businesses, which are known as (ERP).
These are complex applications which enable people to efficiently manage all
functions and operations of all processes in the businesses.

Hardware Devices
These are various computer equipments that house the softwares. Devices like

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microcomputers, mid-size servers, and huge mainframe systems are some examples of
hardware. Businesses have to maintain a huge collection of important data. For this
purpose, they employ these devices which are responsible for storing confidential
company data and retrieving it back when required. Other hardware devices include
network devices that are used for providing internet access to the businesses to work
and communicate expeditiously. There are even devices which enable manufacturing
tools and equipments to work accurately in the industrial sector.

Running Businesses with Information Technology

Small scale businesses need to buy software packages that would cater to their
specific management, operational, and functional needs. For this purpose, they need
to approach firms and IT manufacturers who deal in such software applications. Other
IT services include internet marketing and email marketing, web hosting and
promotions, and maintaining client networks. Larger businesses on the other hand
have their own operational and functional employees who develop software
applications and work on several IT needs of the businesses. They usually purchase
ERP softwares to coordinate different processes and functions into a single
application, which is actually more convenient.

Manufacturing businesses may make use of servers and databases to store their vast
data regarding inventory, B2B, B2C, FMCG (in the retail business sector), etc.
Automobile manufacturers use computers to guide manufacturing and designing tools
to function in a precise manner, ruling out the possibilities of any human error.
Businesses all around the globe have to take the aid of information technology in
some way or the other to keep themselves in sync with the market and the world.
There are several departments in business organizations such as HR and recruitment,
finance and payroll, administration, and security. All these departments utilize IT to
carry out their respective operations in a productive manner and efficient manner.

The information technology role in business sector certainly is of a great importance,

which enables businesses to effectively and successfully plan, manage, execute
strategies which lead to profit. Moreover, the impact of information technology on
business is on the rise, as several advancements are focused on to be implemented in
various business processes

Hypothesis formulation: A hypothesis is a tentative statement that proposes a

possible explanation to some phenomenon or events. A useful hypothesis is a testable
statement which may include a prediction. There are two types of hypothesis:
• Null hypothesis
• Research hypothesis
The hypothesis related to my research is follow:

Null Hypothesis, Ho: the technology has a great impact on management of an

organization.
LITERATURE REVIEW

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 (Daniel Reinard August 14, 2007) The impact of computer technology on the
workforce and its affect on management has been significant. Hiring for a job is one
of the most critical aspects of management. When the right person for the job is hired
it makes managing less complicated. For prospective employees, putting themselves
in the right position for a good employer can be critical to their success. Computer
technology has changed not only the way we hire but also impacts who we hire.

Leavitt & Whisler (1958) in their Harvard Business Review article “Management in
the1980’s," argued that a new technology had begun to emerge, which they called
information technology. The technology, they stated, was composed of three related
parts. First, the arrival of the high-speed computer. Second, statistical methods for
decision-making problems. Last, the simulation of higher-order thinking through
computer programs. Leavitt & Whisler broadly argued that the new technology would
“…move into the managerial scene rapidly, with definite and far-reaching impact on
managerial organization.” Further, they stated that the technology was likely to have
its greatest impact on middle and top management.

( M. Lynne Markus and Danial Robey, 1988) This article concerns theories about
why and how information technology affects organizational life. Good theory guides
research, which, when applied, increases the likelihood that information technology
will be employed with desirable consequences for users, organizations, and other
interested parties. But what is a good theory? Theories are often evaluated in terms of
their content-the specific concepts used and the human values served. This article
examines theories in terms of their structures-theorists' assumptions about the nature
and direction of causal influence. Three dimensions of causal structure are
considered-causal agency, logical structure, and level of analysis. Causal agency
refers to beliefs about the nature of causality: whether external forces cause change,
whether people act purposefully to accomplish intended objectives, or whether
changes emerge unpredictably from the interaction of people and events. Logical
structure refers to the temporal aspect of theory-static versus dynamic-and to the
logical relationships between the "causes" and the outcomes. Level of analysis refers
to the entities about which the theory poses concepts and relationships-individuals,
groups, organizations, and society. While there are many possible structures for good
theory about the role of information technology in organizational change, only a few
of these structures can be seen in current theorizing. Increased awareness of the
options, open discussion of their advantages and disadvantages, and explicit
characterization of future theoretical statements in terms of the dimensions and
categories discussed here should, we believe, promote the development of better
theory.

(H. Pirkul, V.S.Jacob 2009) Information Technology and management explores the
many different technologies inherent in the field of information technology and their
impact on information systems design, functionality, operation, and management. The
journal takes a broad view of information systems as systems that not only include
machine but human beings as well. As a result, the is an important outlet for studies
concerning the man/machine interface, human factors, and organization issues.
Moreover the journal explores the managerial issues and the strategic issues that the
management of information technology.

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Rickey Ryssel, Thomas Ritter, Hans Georg Gemunden) To strengthen their
position in today's highly-competitive and fast-paced business environment, supplier
firms often engage in relationships with their customers. Recent advances in
information technology offer new ways of managing inter-organizational
relationships. In this paper, a model conceptualizing the impact of information
technology deployment on inter-organizational buyer-seller relationships is
developed. Using an empirical study of 61 German firms engaged in customer-
supplier relationships, this paper also gives some empirical evidence for the
developed framework. With regard to relationship management, intra- and inter-
organizational information technology deployment has different effects on
relationship atmosphere and on the relationship's value creation. The findings give
new insight into the role of information technology in value-creation in business-to-
business relationships. Managerial implications and future research questions in this
area are also discussed.

(Alwyn Thomas, 2001) Information Tech has revolutionised the phase of Business
around the world. Local Businesses have become international due to a simple
website. I.T. has helped businesses in Advertising. People who check their email may
suddenly have a pop up at their page ends with sales up to 60% at JC PENNYS! I.T.
has helped in Customer Service, huge co operations like Microsoft attend to customer
needs through email and chat services. Networking internal and external in
organisations has improved the working of businesses. Staffs and Clients like wise
can get in touch with the MANAGERS for feedback, progress reports and extensions.
Communication has bloomed, two business organisations if they need to work
together can easily do so. Hotmail when merged with MSN was easy since the service
was online. Business these days require a lot of planning, due to high tech
organisation systems on computers, planning can be done on an organised pattern,
with schedule formats, gantt charts etc. Huge databases can now be controlled and
stored on network and back up drives. Accesibility of files also has become an easy
task with series of password keys and shared folders. Cash transaction are easily
made, delay in reduced hence giving liquidity to business.

(Karimi, Jahangir, Somers, Toni M. and Gupta, Yash ) Recently, despite huge
incentives and subsequent increases in investment in customer relationship
management technology, many firms have not been able to increase their customer
satisfaction index ratings. The purpose of this paper is to gauge whether IT
management practices differ among firms where IT has a major role in transforming
marketing, operations, or both, which give the firms advantage by affecting their
customer service. Several research hypotheses are tested using data obtained from a
survey of 213 IT-leaders in the financial services industry. The results clearly indicate
that the IT-leader firms have a higher level of IT management sophistication and a
higher role for their IT-leaders compared to IT-enabled customer focus, IT-enabled
operations focus, and IT-laggard firms. This paper concludes with the implications for
both researchers and practitioners.

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(Markus's , 1983) work focuses on the link between power, politics, and the
implementation of a management information system (MIS). She argues that as many
MISs are designed to distribute information to individuals in a certain way, MISs can
alter the basis of power. In addition, Coombs et al. (1992) mention that control is
used to draw attention to the intended and unintended consequences of the exercise of
power, and the use of knowledge in social and organizational relations. They note that
some people may willingly identify and subjugate themselves to the control effects of
power relations, whereas others may willfully resist them. In that sense, IT is seen as
the response to competitive pressures to enhance control over processes of production
and distribution (cf. Bruns and McFarlan, 1987).

(Bloomfield et al.,1994) argue that, paradoxically while IT is seen to increase

decentralization of decision-making, at the same time it makes possible a
centralization of control (see also Bloomfield and Coombs, 1992). This premise is
also acknowledged by Orlikowski (1991), who states that '[information technology]
facilitates decentralization and flexible operations on the one hand, while increasing
dependence and centralized knowledge and power on the other' (p. 10). From her field
study of a large multinational software consulting firm, Orlikowski concluded that IT
tends to reinforce the existing structures of power and domination. Clegg and Wilson
(1991)) also mention that managerial control can be increased through technological
change. In this case, the individual's opportunities for resistance can be reduced or
eliminated when the technology makes redundant discretion, decision-making, and
judgment. Clegg and Wilson, however, argue that technology is not the sole source of
control: controls can be embedded in the physical structure of the labour process,
producing technical control, or can be found in the social structure, producing
bureaucratic control.

(Boudreau and Robey, 2005) claim that when looking at an organizational change
arising from the use of IT, an agency perspective may mean limited possibilities for
radical IT-induced change. An agency perspective of IT in this case takes the position
that IT is socially constructed and open to a variety of social meanings and potential
uses (cf. Ciborra, 2002). Boudreau and Robey argue that certain technologies allow
for a greater degree of human agency and others to a lesser degree. Their research
looked at ERP systems, which are seen as inflexible software packages constraining
user-inspired action (human agency). Their results, however, indicate that although
ERP systems are seen as rigid control mechanisms, there is still scope for human
agency to take place within such systems. Their findings agree with Orlikowski
(2000), who acknowledges that while users can and do use technologies as they were
designed, they also can and do circumvent the intended uses of technology, either by
ignoring certain properties, working around them, or inventing new ones. The concept
of agency is also applicable to the current research. Agency here refers to the
appropriation of the enterprise system by end users, and their use of it. The meanings
that users attach to the workings of the enterprise system in this case, and their
interpretation of it, can cause drift in the company, or can reinforce the controls
imposed by the system

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(Sia et al., 2002) In relation to ERP systems have examined the issues of
empowerment and panoptic control (Foucault, 1977) of ERP systems in the case of a
restructured public hospital in Singapore. Their findings tend to indicate that although
an ERP implementation has the potential for both employee empowerment and
managerial control, management power seems to be perpetuated through an ERP
implementation. In addition to Sia et al., Hanseth et al. (2001) argue that ERP
systems, with their emphasis on integrating business processes, streamlining, and
standardization, are an ideal control technology. More generally, they argue that IT is
a control technology, and the IT revolution is a control revolution. In that sense,
Robinson and Wilson (2001) see three ways in which the work regime within an ERP
system is enforced.

• First, the integrated approach to control within an ERP model allows for its
automation in a way that replaces traditional forms of hierarchical supervision.
• Second, ERPs can strengthen corporate cultures so that employees are
encouraged to identify themselves with the organization's products and values.
• Third, ERPs also specify the ways in which work is to be carried out, by
defining the business processes, and hence the job content of one's work.

(Jeonpyo Noh, James A.Fitzsimmons, 1999) A study of Korean service firms

found that the level of information technology use is significantly related to the
performance of the marketing function. Support was lacking only for the
categories of “use of outside database” and “networking between mainframe
computer and PCs.” In addition, the form of information technology use is
significant in its contribution to the performance of the marketing function. This
study supports the argument that benefits of information technology investment
can be identified. Furthermore, there is evidence of a time lag in the payoffs from
information technology, because the benefits of connectivity have not yet been
realized

(Colin Storey, 1995) Briefly describes the recent history and development of
information technology in Hong Kong Polytechnic University Library in all areas of
operation. The Library installed the Data Research integrated online library system in
1989, and in early 1991 reorganized its management structure in order to respond
more quickly and efficiently to the demands of the information revolution. Taking the
revolution in information technologies as an exemplar, analyses the effects such
fundamental changes have had on the management and organization of the
Polytechnic University Library, and the positive responses made by professional
librarians to the challenges facing the library service. In particular, focuses on the
management of human resources to meet the burgeoning growth and development of
electronic systems. How can senior library staff be organized most effectively to
exploit the new technology to the benefit of their users? What practical steps can be
taken to train academic staff and students in the availability and use of systems?
[Autor Murnane and Levy, 2000; Levy, Beamish, Murnane and Autor,1999]
Computer business systems are most effective in automating routine and well-defined

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work tasks. That permits substitution out of certain kinds of human effort. Especially
in record keeping, remembering, simple calculating, and similar tasks, IT use has led
firms to systematically substitute computer decision-making for human decision-
making in clerical (and similar routine) work. Advances in artificial intelligence
notwithstanding, the scope of this substitution has been limited. Simple decisions,
closely related to individual transactions or other operational actions, have been most
amenable to computerization. More complex and cognitively demanding work, such
as that of managers and professionals, has proved to be remarkably difficult to
automate. Computer automation of such work has been correspondingly limited in its
scope. Computer automation of clerical and blue-collar work typically does not
directly substitute for all of a worker's tasks, but instead for a subset of ancillary tasks,
and in particular, those that do not require exception processing, visual or spatial
skills, or non-algorithmic reasoning.

(DuBrin, 1997) Information technology has an infrastructural role for the

development of information systems. It is beneficial for every organization. Use of
new information technology brings about many profound changes in organizations.
A major change is that more people have access to information. Information
technology enables organizations to increase the effectiveness of processes and
change the point of convergence of knowledge.
(May 01, 2001 Dewett, Todd; Jones, Gareth R) This paper reviews and extends
recent scholarly and popular literature to provide a broad overview of how
information technology (IT) impacts organizational characteristics and outcomes.
First, based on a review of the literature, we describe two of the principal performance
enhancing benefits of IT: information efficiencies and information synergies, and
identify five main organizational outcomes of the application of IT that embody these
benefits. We then discuss the role that IT plays in moderating the relationship between
organizational characteristics including structure, size, learning, culture, and inter
organizational relationships and the most strategic outcomes, organizational
efficiency and innovation. Throughout we discuss the limitations and possible
negative consequences of the use of IT and close by considering several key areas for
future research. Information efficiencies (INE) are the cost and time savings that
result when IT allows individual employees to perform their current tasks at a higher
level, assume additional tasks, and expand their roles in the organization due to
advances in the ability to gather and analyze data. On the other hand, information
synergies (INS) are the performance gains that result when IT allows two or more
individuals or subunits to pool their resources and cooperate and collaborate across
role or subunit boundaries, a between--person or between-group effect.

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(A.J Mullins) The impact of information technology will have significant effects on
the structure, management and functioning of most organisations. It demands new
patterns of work organisation and effects individual jobs, the formation and structure
of groups, the nature of supervision and managerial roles. Information technology
results in changes to lines of command and authority, and influences the need for
reconstructing the organisation and attention to job design. Computer based
information and decision support systems influence choices in design of production or
service activities, hierarchal structures and organisations of support staffs. Computer
based information and decision support systems provide additional dimensions of
structural design. They affect choices such as division of work, individual tasks and
responsibility.

According to Jobart & Vailhen, 1999) technology has the great impact on the
management of finance of an organization. Finance, while being a transversal
discipline in management science, is usually dedicated to two main research areas:
financial market analysis and corporate finance. However, when scanning the
literature and surveying the current programmes at key research centres (as found on
their web sites), it could be seen that two more research topics should be added:
corporate governance and financial institutions. Nevertheless, researchers in finance,
accounting and control are paying a growing attention to issues and topics that fit well
with our vision of technological management and they are contributing to the
establishment of a research agenda. Such research programs are concerned with two
key research paths: Financing technology as an activity; and Using technology as a
resource in finance.
(Miličić, Černetič, 1997) Information technology is recognised as an important
infrastructure factor of the development and efficiency of the organization. Therefore,
it is of the general interest of each organization that the development and use of this
technology is well managed. Nevertheless, experience in many organizations shows
problems of IT management. Probably this is so because it has been assumed that
management of IT exploitation is not very different from management of other
technologies. Mostly, attention has been focused around management of the software
development process. Much less effort has been devoted specifically to management
of IT during the exploitation phase.
(Franc et al., 1994) According to franc Information Technology management helps
to an organization in the following ways:
1. a controlled organizational process in accordance with business strategy;
2. a responsible and disciplined approach to computer technology and its use;

15
3. the segregation of duties, responsibilities and tasks surrounding the use of IT;
4. the formalised decision-making process;
5. contingency procedures involving controls, correction, control information, back-
up copies;
6. sufficient and effective as well as contingent change management, with
established routines ensuring the project objectives and operational procedures
change, and so on.

(Vijaykiran Feb 12th) The Internet, email, and Web conferencing tools have created
the capacity for collaborating across time and space both within and between
organizations. Just as technology has transformed the organizational environment, it’s
also transforming the field of Organization Development (OD).
Currently, there are three widely recognized applications of technology in OD:
1. Quantitative, database assessment tools, such as employee surveys and 360-degree
feedback
2.Communications and teamwork, including document management and information
sharing
3. Management and employee development, including online training.
OD practitioners increasingly use technology in their work every day. But, whereas
most technologies applied to OD are used for one-way communication, data
collection, or individual mentoring or training, we need new generation of
interventions that use technology to facilitate "whole system" collaboration and
organizational change.

(Chen, 2005, para.13) Business reengineering process facilitated through the

enabling technology of Six Sigma and the core technology platforms of ERP have
been instrumental in GE's long-term efficiency across many vastly different lines of
business. GE's approach, however, is to implement Six Sigma first at the people level
and then work it into its production processes: "GE usually encourages its employees
to do things in a different way, requiring all employees to attend a 'Six Sigma' training
course and use the principles and methods to improve the quality of their daily work.”
Once deployed, the technology applications of an ERP platform and the enabling
technology of Six Sigma imparts to GE employees revolutionizes the way work is
performed at the most detailed level allowing GE to achieve quantifiable and
substantial results reflected by gains in efficiency, profitability, and motivational force
across the organization."
(David J. Skyrme 1995) Information technology (IT) is dramatically changing the
business landscape. Although organization cultures and business strategies shape the
use of IT in organizations, more often the influence is stronger the other way round.
IT significantly affects strategic options and creates opportunities and issues that
managers need to address in many aspects of their business. This page outlines some
of the key impacts of technology and the implications for management on:

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 • Business strategy - collapsing time and distance, enabling electronic
commerce.
• Organization Culture - encouraging the free flow of information
• Organization Structures – making networking and virtual corporation a reality
• Management Processes - providing support for complex decision making
processes
• Work - dramatically changing the nature of professional, and now managerial
work
• The workplace - allowing work from home and on the move, as in telework.

OBJECTIVES OF RESEARCH

My research is basically intended to identify the impact of technology on the

management. The important factor in this research is that the technological
management is very essential for any organisation as it helps in growing with rapid
pace in the modern era as every things of human life is dependable on technology.

The objectives behind this are as follows:

• To study the impact of technology on the management;
• To study in what way technology effect the management;
• To study what type of influence technology has on the management of any
organization;
• To study is technology beneficial for the management of any organization or
not;
• To study how technology helps an organisation to compete in the global
markets.

RESEARCH METHDOLOGY

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 Method is a way of doing something and methodology is a set of methods using in
particular area of activity. The research methodology employed in the research is
given by Philp Kotler.

• Developing the problem and objectives.

• Developing the information sources.
• Collecting and analysis of data.
• Presenting the information.

Research Design: research design is a plan structure and strategy of investigation

conceived so as to obtain answers to research questions. There are basically three
types of research design:

• Exploratory Design
• Descriptive Design
• Causal Design

The research design I use in this research is exploratory design as the area of
investigation of this research is new so I need to do an exploration to just
learning to this research topic. Through the exploration design I am able to
develop concepts more clearly, establish priorities, develop operational
definition, and improve the final research. Through this I’m able to know that
what is technology and management. In what way technology effect the
management of an organization.

Source of data: For this research paper I choose the secondary data as the
source of data as my research work. For this purpose I use the following
sources of secondary data:

• Research Journal
• Website
• Magazines
• Books

Hypothesis support: as before I formulate the hypothesis that Technology has the
great impact on the management. so after doing research on this topic through

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secondary data I can conclude that my hypothesis is right as technology influences the
management in many ways and has the great impact on the management. Through the
literature review I can say that Information technology is recognised as an important
infrastructure factor of the development and efficiency of the organization.
Information technology influences the management in the following ways:

It helps through the formalised decision-making process.

• The Internet, email, and Web conferencing tools have created the capacity for
collaborating across time and space both within and between organizations.
• It helps in the management of the workforce as it has not only changed the
way we hire but also impacts who we hire.
• High speed computer, statistical methods of decision making problem,
simulation of higher-order thinking through computer program.
• To strengthen the position in today’s highly competitive and fast pace
businesses.
• It has a major role in transforming marketing, operations or both whish give
the firms advantage by affecting the customer service.
• Computer business systems are most effective in automating routine and well
defined work tasks.
• IT plays an important role in moderating the relationship between organisation
characteristics including structure, size, learning culture inter organizational
relationship and most strategic outcomes organizational efficiency and
innovation.

Thus we can say technology is essential for the affective management of any
organization Computer based information and decision support systems influence
choices in design of production or service activities, hierarchal structures and
organisations of support staffs. Local businesses have become international due to a
simple website. It also helps through advertisement which has a crucial role in the
success of any business.

Conclusion

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 Based on the assumption that technology has the great impact on management I can
conclude that technology and managerial functions are closely related, impacting each
other. Further discussion and research will contribute to develop a more structured
and comprehensive research agenda, in particular when including R&D but also some
support functions such as law and information systems. In the last decade, the use of
information technology has become more and more complex due to its complex
integration with the basic and management processes within the organization. More
and more functions of IT management are changing from purely technical issues to
the area of human skills. IT management must have a good business knowledge, an
understanding of customer requirements and must be aligned with the vision, goals
and strategy of the organization.

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Bibliography & References

Journal:

1. Applegate, Linda M., James Cash, and D. Quinn Mills, “Information Technology and Tomorrow’s Manager,”
Harvard Business Review, November-December, (1988) 128-136.

2. Attewell, Paul, and James Rule, “Computing and Organizations: What We Know and What We Don't
Know,” Communications of the ACM, (1984), 27 pp. 1184-1192.

3. Bartel, Anne and Frank Lichtenberg, “The Comparative Advantage of Educated Workers in Implementing
New Technology,” Review of Economics and Statistics, (LXIV 1987), 1-11.

4. Black, Sandra, and Lisa Lynch, “How to Compete: The Impact of Workplace Practices and Information
Technology on Productivity,” Review of Economics and Statistics, (1997) forthcoming.

5. Bailey J. (1993), Managing People And Technological Change Kleingartner, A. & Anderson C.S. (edititons)
(1997), Human Resource Management in High technology Firms, Los Angeles: Lexington Books.

6. Boddy, D., Buchanan, D. A. (1992), Information and Access at All, CIO - The Magazine for Information
Executives, Oxford Publishing Services.

7. Crowston, Kevin, and Thomas Malone, “Information Technology and Work Organization,” Chapter 49 in: M.
Helander, ed., Handbook of Human-Computer Interactions, (Elsevier Science, Amsterdam, 1988), pp.
1051-1070.

8. Chanaron, J.J. & Jolly, D. (1999), Technological Management: Expanding the Perspective of MOT, 8th
International Conference on The Management of Technology, MOT 99, IAMOT, Cairo, Egypt, 15-17
March.

9. Davenport, Thomas, and James Short, “The New Industrial Engineering: Information Technology and
Business Process Redesign,” Sloan Management Review (1990) 31.4: 11-27.

10. Dunne, Tim, John Haltiwanger, and Kevin Troske, “Technology and Jobs: Secular Changes and Cyclical
Dynamics,” Carnegie -Rochester Conference Series on Public Policy, (1997), Vol. 46 pp. 107-78
.
11. Earl, M. (1989), Management Strategies for Information Technology, Prentice-Hall International, (UK) Ltd.

12. Katz, R. (edt) (1997), The Human Side of Managing Technological Innovation, New York:
13. M. Lynne Markus and Daniel Robey Management Science, Vol. 34, No. 5 (May, 1988), pp. 583-598
http://www.jstor.org/stable/2632080

14. Shanklin, W.-L. & Ryans, J.-K. (1987), Essentials of Marketing Technology, Lexington
(MA): Lexington Books.

Web Sites:

1. http://www.emeraldinsight.com/10.1108/09564239910276908
2. www.google.com
3. www.googlescholar.com
4. www.proquest.com

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5. www.bing.com

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