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QUESTIONS to be answered:

1. Discuss in detail Managing Change. In your response address each of the following: sources of change, nature of change, problem diagnosis.

2 pages for Question 1 Change Every organization has to go through change during its lifetime. Many organizations face change due to the dynamic business environment. Change in simple terms refers to the alteration of status quo or making things different. Change thus refers to the alternation that occurs in the overall work environment of an organization. Organizational change is a process by which organizations move their present state to some desired future state to increase their effectiveness (Jones, 2000). Change is constant and continuous (Perkins, 1997) Change Management Change is necessary for the successful growth and development of an organization. Organizations will be able to cope with the changing environment only if there is a planned change and efficient management of change. There are various types of changes encountered. These are change in structure, organization, system, and process (Seel, 2008). There are five steps involved in the management of change Identifying the need for change: This is done by considering the internal and external factors which necessitate change.

Develop new objectives and goals: the change situation requires a review of the existing goals and objectives hence there is a need to modify the present goals and objectives considering the internal and external environment Determine the type of change: it is essential to identify whether the change would be process oriented, people oriented, structure oriented or goals oriented. Prepare detail plan for change: this stage plans out how, when, and by whom the change would be introduced in the organization. Implementation of change: this stage involves communication of change to all in the organization. Review and Feedback: evaluate the change and review it in the light of recommendations for smooth implementation of change in a given direction. Nature of Change: Change in any part of the organization will impact the whole organization. The impact of change varies with rates of speed and degrees of significant in an organization. However, stabilization of change is crucial (Sangamithra). Change in an organization would have an impact on people, structures, technology and other elements of the organization. Sources of Change: Change results from the pressure of external and internal forces in an organization. External sources of change: Technology: the major external force which calls for an urgent change in an organization is technology (Sims, 2002). New and updated technology would have a profound impact on the organization. it would lead to flat organizational structures, decentralized decision making and better communication.

Globalization: This has led the organizations to think beyond their boundaries and encouraged employees to think globally. Workforce Diversity: Just like globalization, workforce diversity is leading to organizational change. Through this, organization can reposition itself and launch new products and plans. Political forces: The political situation within and outside the country has a great impact on business. The government interference and amendment of laws lead to change in organizations. Internal Sources Nature of workforce: Profiles of the workers is changing. New generations have better qualifications and give utmost importance to human values. Change in managerial personnel: change in the top executives would lead to change in the ways of working in the organization. Avoid inertia: In order to make the organization more dynamic and avoid inflexibility organizations foster change. Deficiencies in management structure: Due to the challenges and difficulties in the existing management structure, organizations take up change.

References Jones, R.J. (2000). Organizational Theory, Pearson Education. Perkins, A. (1997). Change management: A strategic, Information Centric Approach. Retrieved November 23, 2011, available: http://www.ies.aust.com/papers/change.html Sangamithra, (n.d.). Approaches to Change Management. Retrieved November 23, available: http://nptel.iitm.ac.in/courses/IITMADRAS/Management_Science_II/Pdf/6_1.pdf Sims, R.R. (2002). Managing Organizational Behavior. Google Books. Seel, R. (2008). The Nature of Organisational Change. Retrieved November 23, 2011, available: http://www.new-paradigm.co.uk/nature_of_change.htm 2011,

2. Discuss in detail Mentoring. In your response address each of the following: nature of mentorship, mentoring functions, Characteristics of good mentors.

3 pages for Q2 Mentoring refers to the process in which senior manager acts like a friend, philosopher and guide to a new recruit. This is done so as to ease the new recruit and get acquainted with the organizational culture. A mentor is a person who generally belongs to the higher cadre and who is willing to invest time, interest and support in a subordinate person over an extended period of time (Peluchette & Jeanquart, 2000). Mentoring is essentially an emotional support which is provided by an experienced person to younger people through teaching, coaching, counseling, guiding and so on. A mentor provides all kinds of elucidation to his or her protg from job content to personal counseling from drawing up a dress code to teaching table manners. While organizational training takes care of the knowledge base skills set of the young manager, mentoring complements it with personal instruction in the intricacies of operating in that corporation. Mentoring reduces training times, ensures individual attention to problems and makes the learning flexible rather than structured, thereby leading to all positive impact (Hill, 2011). Mentoring is a valuable tool for developing self confidence and empower managers who can operate under stress while retaining their quality standards and values. Steps in Mentoring: 1) Initiation: Mentoring is a process which begins with meeting of the mentor and mentee. This meeting would break the ice and paves way for cultural transition of the mentee. This is called the initiation phase.

2) Progression: Later it moves on to progression wherein the relationship of the mentor and the mentee crystallizes and the mentor provides coaching and counseling to the mentee. The relationship between the mentor and the mentee would enhance through regular meetings. 3) Assimilation: This would lead to building close ties with one another which allow the mentee to discuss freely his or her personal problems with the mentor and the mentor willingly provides help to solve the problems for the betterment of the organization. 4) Integration: The mentees are then integrated with buddies who are drawn from peer groups who act as communication bridges at times of gaps due to the age difference between mentor and mentee. Nature of Mentoring: Mentoring is finite and it concludes with the ending of the formal year long training program despite the fact that relationships tend to continue informally. Mentoring is a time bound process which ranges from nine months to twelve months and the mentors are screened and selected from the functions different from that of the mentees. The form of mentoring could be formal or informal and this would greatly depend on the predilection of the participants. Mentoring is an ongoing process in an organization. Very often there would be new recruits in the organization and the senior managers have to don the role of mentors. Functions of Mentor: The functions of mentor are broadly classified as career oriented, psychosocial and organizational functions (McDowall, 2004): Career Development Functions: the main focus of these functions is to enhance the career of the protg not just in this organization but in general. These functions help the protgs in the general career progression. Such functions are coaching, protection, sponsorship etc. career

development functions are also called as vocational career support (Scandura, 1998). The mentor helps the mentee to deal with internal politics which could harm the mentees career development or advancement (Ragins & Cotton, 1999). The mentors introduce their mentees to senior decision makers and help them to build internal and external networks (McDowall-Long, 2004). Psychosocial Functions: these functions include aspects like role modeling, friendship, counseling etc. The main focuses of these functions are to improve the psychosocial development of the protg (McDowall-Long, 2004). The mentor affirms and understands the experience of the mentee and in the process the mentee confirms and accepts the coaching which is seen from the mentee building himself as a professional (Liang, Tracy, Taylor and Williams, 2002). Organizational Functions: The mentors help the organizations by supervising their mentees and ensuring that the work is done according the standards. They also teach their followers the organizational standards and values and also motivate them by providing them with the required resources (Brownell, 2010). Characteristics of good mentors: Authentic: A mentor is a person who walks the talk. He not only suggests the best method to the mentor but applies and utilizes the methods in his daily work. Personally involved: the mentor involves personally in the mentoring relationship. The mentor analyzes the mentees strengths, weaknesses and other pertinent information. Good Listener: A good mentor is always a good listener. He should be patient enough to listen to the cares of the mentee rather than just thinking of getting the conversation over. Learner: A good mentor is an eager learner. He does not assume to know everything. He continues to learn and grow. He believes in change.

Assumes the mentee to be great: A good mentor never assumes the mentee to be a loser as he seeks advice but recognizes the talent and potential of the mentee and seek to work with him to make him successful.

References Brownell, J. (2010). Leadership in the Service of Hospitality. Cornell Hospitality Quarterly, DOI: 10.1177/1938965510368651. Hill, R. B. (2011). The Positive Influence of Mentors on Youth. nzherald. Retrieved November 23, 2011, available: http://www.nzherald.co.nz/lifestyle/news/article.cfm?c_id=6&objectid=10768085 Liang, B., Tracy, A.J., Taylor, C.A., & Williams, L.M. (2002). Mentoring College Women: A rational approach. American Journal of Community Psychology, Vol. 30(2), 231 289. McDowall, L. K. (2004). Mentoring relationships: Implications for practitioners and suggestions for future research. Human Resource Development International, Vol. 7 (4), 519 534. Peluchetter, J.V. & Jeanquart, S. (2000). Professionals use of different mentor sources at various career stages: Implications for career success. Journal of Social Psychology, Vol. 140 (5), 549 64 Scandura, T.A. (1998). Dysfunctional Mentoring Relationships and Outcomes. Journal of Management, Vol. 24(3), 449 467.

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3. Develop a matrix that compares leadership with management. 2 pages for Q 3 Introduction Management is the art of getting things done. Therefore the managers at various levels are confident of getting the work done by others. Most managers in the present day scenario ensure that the work gets done. But in order to get better work done, there is a need for inspiring the employees and this is done by the leader. Developing the employees to be better people than what they are today is the task of a leader. Managers Managers are people who get the work done by others in an organization. Managers never accept responsibility or accountability, always place the blame on someone or something, exploiting their employees rather than developing them, like to control situations and results, rarely hire employees that will challenge them, dislike competition, discourage creativity, have one management style for all employees no matter their differences, tend to dumb down their companies (Marino, 1998, p. 22), and create the problems they micromanage (Marino, 1998, p. 22). Managers inhibit the employees need to think because the manager expects them to follow a specific process (Wright, 2000, p. 1). Micromanagers are best described by Marino in the following statement: Managers make up for [employees] total lack of imagination by deflating ideas and creating chaos over minutiae. They see all things in black and white. They manage by the numbers, and any number that is red turns them into raging bulls.

Leaders

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As mentioned above the job of the managers is to plan and organize but the job of the leader is to inspire and innovate (Gupta, 2009). Warren Bennis in his book on becoming a leader describes the differences between managers and leaders. He said that a manager administers while a leader innovates. Managers maintain while leaders develop. Managers look at the bottom line while the leaders look at the horizon. A common expression which describes a leader and manager is Managers are people who do things right and leaders are people who do the right thing (Yukl, 2002).

Leaders Cope with Change Have followers Have an emotional approach Expected to be charismatic with great vision They are innovative They develop and progress Leaders inspire They have a long term approach They ask what and why They challenge the status quo They do right things

Managers Cope with complexity Do not have followers

but

manages

subordinates Have a rational approach Expected to be good decision makers and productive They are good administrators They maintain and stabilize Managers control They have a short term approach They ask how and when They accept the status quo They do things right.

References Gupta, A. (2009). Leadership Vs Management. Retrieved November 23, 2011, available: http://www.practical-management.com/Leadership-Development/Leadership-VsManagement.html

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Marino, S.F. (1998). Micromanagement leads to Mismanagement. Industry Week, 247(14), 22. ABI/INFORM Global database. Wright, R.F. (2000). Strategies for Avoiding the Micro Management Trap. Management Decision, Vol. 38(5), 362-364. ABI/INFORM Global database. Yukl, G. (2002). Leadership in Organizations. 5th edition. Upper Saddle River, NJ: Prentice Hall.

4. Describe and document effective methods of motivating and rewarding technical professionals in business and industry today. One and half page for Q 4

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There are three effective methods of motivating and rewarding technical professionals. They are formal structures, incentive rewards and recognition and informal management techniques. Formal motivational structures are the written policies and procedures in an organization. the four main motivational structures are dual ladders, third career orientations, internal project funding and prestigious societies. All these structures are considered to motivate the scientists and engineers (Badaway, 1988). Dual ladders provide a separate career progression path for technical professionals. Third Career Orientation is a structure which provides the technical professional an opportunity to move from one challenging project to another and not upwards on the ladder (Allen & Katz, 1989). The internal project funding structure provides innovative technical professionals time and money to come up with innovative ideas (Shlaes, 1991). The second category is the rewards and recognition system which is almost similar to the conventional human resource methods of motivating employees. It includes monetary and non monetary rewards. Reward systems help in motivating and encouraging the best technical contributors to innovate (Brunner, 2001). Reward is the biggest motivator and is one of the most effective methods for motivating the professionals. These rewards enhance the creativity of the technical professionals (Sankar et al., 1991). The professionals tend to become more innovative once there satisfying and dissatisfying factors are identified (NetMBA, 2010). This reward program boosts their morale and encourages them to think and work in a better manner. The third category of rewards is informal management techniques that are adopted by the managers and leaders. They are not a part of the company policy. The managers believe that creativity is intrinsic and motivating to be creative can be possible only by creating the required environment and atmosphere so as to flourish the creativity. For example engineers need a

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challenging environment to become motivated while scientists require the freedom to be creative. When the managers create such an atmosphere to do their job, they get motivated (Badaway, 1988). Technical professionals are assets to the organization therefore efforts should be made in order to create the company policies and reward systems in such a manner, so as to fulfill their needs in terms of hierarchy (Udechukwu, 2009). that they support and encourage the workers and their learning behaviors. The motivation and rewards is the best strategy that shall be utilized by an organization to get best out of the technical professionals by enhancing their creativity.

References Allen, T.J. and Katz, R. (1989). Managing engineers and scientists: Some new perspectives. Human Resource Management in International Firms, London, U.K.: Macmillan.

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Brunner, G. F. (2001). The IRI medalists address: The Tao of innovation. Res. Technol. Manage, Vol. 44 (I), p.72-92 NetMBA (2010). Herzbergs Motivation-Hygiene Theory. Retrieved November 23, 2011, available: http://www.netmba.com/mgmt/ob/motivation/herzberg/

Shlaes, A. (1991). Rewarding and stimulating creativity and innovation in technical companies. In Proc. IEEE Conf. Techol. Manage.: New Int. Language, Vol. 27(31), p.609-612. Management Massachusetts Institute of Technology, Cambridge 1989.

Udechukwu, I.I. (2009). Correctional Officer Turnover: of Maslows Needs Hierarchy Herzbergs Motivation Theory. Public Personnel Management, Vol. 38 (2).

and

5. In detail, define and explain Management of Technology so that a lay person might understand. Write two pages for Q 5

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Technology management comprises of two words technology and management. These two words bear with them the risk of numerous meanings. The term technology is derived from two Greek works Teche which means art and logos which means logic or science. We can thus define technology as the art of logic or art of scientific discipline. Management refers to the art of getting things done by others. When these two terms are used in combination, they portray even more complexities. Management of technology represents engineering to some, management of information, research and development etc to others. It is an interdisciplinary approach and it has its concepts from various fields such as management, engineering etc. Management refers to the art of getting other people do what you want. Technology management thus refers to getting people and management do what you want. It is not about managing only technical specialists in technology based businesses but includes that conventional but very limited definition into a holistic and integrative approach (Bigwood, 2004). Management of technology involves the basic phase of planning by assuming the responsibility for creating and acquiring technology that shall aid organizational objectives and strategies. The other phases in technology management are research, inventions and development which lead to the enhancement of the present technology in the firms. Technology is the part and parcel of the every business in the current scenario. All industrial sectors are also affected by the improvement in the technology. Implementation and utilization of latest technology in hardware, software, customer relationship management; and inventory management are the technological factors that drive technological sector organizations (Sachenko, 2011). With the improvement in technology, the technological firms can have better management and this would lead to quicker and more efficient services. Managing technology is

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about systematically applying know-how both technical and managerial to meet needs by getting people to produce particular goods and services and thereby create competitive advantages for the firm. Technology management involves three critical and interlocking skill sets. These steps shall be followed in sequence to have adequate management on the new technology, which was conducive of change. Technology management involves change. This means change in technology as well in organization. The technology manager should possess deep understanding of the change. The second critical aspect of technology management is that the manager must integrate the change to the entire structure of the organization. Thirdly, the change in technology should operate within relevant technological, political, economic and management systems. Thus, management and coordination of technology is very important for smooth operations and better growth of the organization. Management of technology refers to the process of integrating the business unit resources and infrastructure so as to fulfill the designed purposes, objectives, strategies and operations of the organization (Burgleman et al., 2003). The concept of technology management is emerging and involves elements of business management and engineering. Technology management in a technology enterprise deals with management of technology, capitalizing on process technology so as to gain competitive advantage and linking and relating the products to process technologies by using information systems (Dumas, Recker, & Weske, 2011). References Bigwood, M. P. (2004). "Managing the New Technology Exploitation Process." ResearchTechnology Management, Vol. 38.

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Burgelman, R. A., Clayton, M. C., & Steven C. W. (2003). Strategic Management of Technology and Innovation. McGraw-Hill/Irwin. Dumas, M., Recker, J. & Weske, M. (2011). Management and engineering of processinformation systems: Introduction to the special issue. Elsevier, Vol. 36. Sachenko, A. (2011). Foundations of Information Systems in Business. Retrieved November 23, 2011, available: http://www.scribd.com/doc/396076/Foundations- of-InformationSystems-in-Business aware

6. Define knowledge management based on your readings. One and half page for Q 6

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Knowledge management deals with management of all the knowledge related activities like creating, organizing, sharing and using knowledge for value creation in the organization (Civi, 2000). American Productivity and Quality Center has defined knowledge management as the strategies and processes of identifying, capturing and leveraging knowledge (Manasco, 1996). In the present day scenario, the importance of knowledge management is increasing and it is quite evident in the industrial community. This can be seen from the fact that a large number of companies are initiating knowledge management programs so as to increase the organizational competence and performance. Knowledge awareness benefits all organizations. Given the present day scenario, many organization focuses on sustainable competitive advantage, added value and improved productivity. Therefore there is a need for the management of the firm to create, innovate, monitor and protect the knowledge inventory. Additionally, knowledge management environment refers to the emphasis on generating new knowledge, transferring existing knowledge, embedding knowledge in products, services and processes, developing the environment to facilitate knowledge growth and to access valuable knowledge both from within and outside the firm. Knowledge management is the activity that is defined as systematic leveraging of information and expertise in order to extract best out of the knowledge resources (Fernandez & Sabherwal, 2010). It is the understanding gained through experience of knowledge. In the present day scenario knowledge management has gained a lot of popularity and has reached the highest point of success. Most of the organizations around the world have made use of explicit KM initiatives.

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Knowledge management is defined as the process through which organizations extract value from their intellectual assets (Kaplan, 2002). Thus, it can be said that knowledge management would provide for the basic and crucial issues of the organization like adaptation, survival and competence in the face of increasingly discontinuous environmental change. Essentially, it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies and the creative and innovative capacity of human beings" (Wiig, 1997). Knowledge is an asset for the organization and shall be utilized in the best possible manner (Pasher & Ronen, 2011). The effective utilization of knowledge leads to faster growth and quicker development of the organization.

References

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Civi, E. (2000). Knowledge management as a competitive asset: a review. Marketing Intelligence and Planning 18(4): 166174. Fernandez, I.B. & Sabherwal, R. (2010). Knowledge Management: Systems and Processes. Google Books. Manasco, B. (1996). Leading firms develop knowledge strategies. Knowledge Inc. Vol.1(6): 2629. Pasher, E. & Ronen, T. (2011). The Complete Guide to Knowledge Management: A Strategic Plan to Leverage. Google Books. Wiig, K. M. (1997). Knowledge management: an introduction and perspective. Journal of Knowledge Management, Vol. 1(1), 614.

7. What was the most interesting or most helpful book you read in conjunction with this course? Why was it the most interesting and/or helpful?

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Talk about one book of Technology Management and write why that is interesting within a half page. During my course at the University, I was inspired by a number of books on technology management but the one book which influenced me a lot is The Technology Management Handbook by Richard C Dorf. This book is especially dear to me because it is a comprehensive handbook series which has more than 200 contributing authors providing information on the varied areas of employment for the engineers and all those who are in the field of science and management. The book is written from the point of view of the technologists who are in management position or who will take up management soon. It provides detail information about technology and science and how to practice management. It covers varied topics of technology management and also provides information on entrepreneurship, innovations, economics, marketing and product development, manufacturing, finance, accounting, project management, human resources and international business. The main reason for me to get attracted to this book is it covers topics related to management and technology in a comprehensive manner which guides the students not only to take up jobs and do well in them but also helps the student learn the art of self employment.

8. What did you learn of value in this course (be specific)? Write a half page for Q 8

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I have learnt a number of things from this course. The first and the foremost thing is the importance of technology in organizations. I have learnt about how technology impacts the organizations and leads to change in the organization. This course has helped me to understand varied and interesting topics like technology planning, strategy, competencies, capability assessments, technology forecasting and industrial analysis. I learnt about technology development, its transfer, alliance, utilization, marketing and protection. Overall I have learnt how to use technology, manage it, maintain it, develop it and use it for my career development. I learnt the immense impact that technology has laid down on our life. I also realized the way our lives are improved due to improvement in technology. I learned about the importance of management of technology and if this technology is not managed in an adequate manner, it can become a curse as well.