ROHIT RIZAL

1402010256
MBA SEM 4
TECHNOLOGY MANAGEMENT
OM0018
1.
a) Technology management at various levels:
1. At national level:
The main objective is to assure that the nation and its business firms gain sustainable technological
competitiveness in the international markets and maintain strong position in the international business
on long term basis.
2. At Enterprise level:
Its main objective is to assure that the firm gains and maintains a strong position in its core
technologies which are relevant to its product market relationship and that these technologies support
the firms competitive strategies.
Strategic technology management:
Strategic technology management means that the product , service or process technologies of an
organisation are managed from a long range perspective as these technologies have wide ranging
effects on all levels and functions of the organisation.
It calls for adopting systems approach in the organisation on long term basis ie its life cycle from birth
to decline.
This approach includes eight phases:
Technology creation
Technology monitoring
Technology assessment
Technology transfer
Technology transfer
Technology utilisation
Technology maturity
Technology decline
2.
Methods for strategic analysis and decision making:
One of the most fundamental aspects of starting and managing a business is formulating the
company's overall mission and goals. Strategic planning is the process of creating a mission,
objectives and then creating and implementing strategies to fulfill the mission andwork toward
objectives. Business managers often use a variety of management tools and techniques to aid in
making strategic planning decisions.

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1402010256
MBA SEM 4
Market Research
Market research is the process of gathering information about a certain market, such as the
preferences of potential customers, the presence of competitors and the current state of the market.
Market research is an essential strategic planning tool because insight into the needs of customers
can help managers create a mission, goals and strategies that better fulfill those needs.
Cost-Benefit Analysis
A cost-benefit analysis is a common type of strategic decision-making tool that consists of assessing
the costs and potential benefits associated with different courses of action and choosing the course of
action that results in the greatest net benefit. For example, if managers expect that a certain project
would cost $100,000 and result in a $110,000 benefit while a second project would cost $90,000 and
result in a $105,000 benefit, managers would pursue the second project, as it is expected to produce
a net benefit that is $5,000 greater than the other project.
SWOT Analysis
A SWOT analysis is a strategic planning tool that consists of assessing the strengths and weaknesses
of a business and the threats and opportunities a business faces. A SWOT analysis can help
managers take advantage of company strengths and implement strategies to reduce weaknesses or
turn them into strengths. Assessing external threats and opportunities can aid in the strategic
decision-making process, as it allows managers to plan for things like the presence of new
competitors or the impact of new government regulations.
Feasibility Study
A feasibility study or feasibility analysis is a business-planning tool that involves assessing whether a
certain project or goal can actually be created or achieved and whether the project can make a profit.
A feasibility analysis can help entrepreneurs in the beginning planning stages of launching a company
decide whether to pursue a certain opportunity or not. For example, if an inventor creates a new type
of television display technology that is expensive to produce and does not provide significant benefits
over existing technologies, a feasibility study might reveal that products that use the technology would
be too expensive to attract customers, making a business based on selling the product unfeasible.
3.
a)Concept of strategic planning:
Strategic planning is an organization's process of defining its strategy, or direction, and making
decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms
for guiding the implementation of the strategy. Strategic planning became prominent in corporations
during the 1960s and remains an important aspect of strategic management. It is executed by
strategic planners or strategists, who involve many parties and research sources in their analysis of
the organization and its relationship to the environment in which it competes.[1]

Strategy has many definitions, but generally involves setting goals, determining actions to achieve the
goals, and mobilizing resources to execute the actions. A strategy describes how the ends (goals) will
be achieved by the means (resources). The senior leadership of an organization is generally tasked
with determining strategy. Strategy can be planned (intended) or can be observed as a pattern of
activity (emergent) as the organization adapts to its environment or competes.

ROHIT RIZAL
1402010256
MBA SEM 4
Strategy includes processes of formulation and implementation; strategic planning helps coordinate
both. However, strategic planning is analytical in nature (i.e., it involves "finding the dots"); strategy
formation itself involves synthesis (i.e., "connecting the dots") via strategic thinking. As such, strategic
planning occurs around the strategy formation activity.
b) concept of technology maps:
A technology roadmap document is a plan that matches short-term and long-term goals with specific
technology solutions to help meet those goals.[1] It is a plan that applies to a new product or process,
or to an emerging technology.[2] Developing a roadmap has three major uses.[3] It helps reach a
consensus about a set of needs and the technologies required to satisfy those needs; it provides a
mechanism to help forecast technology developments and it provides a framework to help plan and
coordinate technology developments.
Before one prepares plans or documents, however, it is important to define the two concepts involved.
Technology is the design, means and methods to take material(s) and make it(them) into something
that has or had commercial significance. A roadmap is therefore a storyboard of past, present, and the
future of technological advances among sellers and buyers focused to meeting a cost or performance
target in industrial terms.
c) technology forecasting
Technology forecasting attempts to predict the future characteristics of useful technological machines,
procedures or techniques. Primarily, a technological forecast deals with the characteristics of
technology, such as levels of technical performance, like speed of a military aircraft, the power in
watts of a particular future engine, the accuracy or precision of a measuring instrument, the number of
transistors in a chip in the year 2015, etc. The forecast does not have to state how these
characteristics will be achieved.
Secondly, technological forecasting usually deals with only useful machines, procedures or
techniques. This is to exclude from the domain of technological forecasting those commodities,
services or techniques intended for luxury or amusement.
4.
a) Impact of technology change in organisational productivity: Technological change will have an
impact on all organizations. There will be a need for new types of managerial, diplomatic, and social
skills and a concomitant need for a new type of decision making process that will not be
accommodated by existing organizational structures.

Three particular aspects of the organizational environment will be affected by technological change:
the amount of market competition and uncertainty will increase; there will be requirements for more
diversity and higher quality in the organization's products or services; and external politics and
legislative reform will increase in complexity. Each of these changes will provoke responses from the
organization in its structure and relationships with employees and customers.
Technological change will force changes in basic managerial functions. There will be increased
responsibility on management for organization outcomes leading to added emphasis on planning,
decision making, control, and coordination. These will often rely on computer-based management
science techniques which demand a higher intellectual capability of managers. This will produce strain
on managers and other individuals, potentially affecting morale, productivity, and output.

ROHIT RIZAL
1402010256
MBA SEM 4
Technological change can positively affect individual values leading to increased time for
consideration of both the heart and the brain in decision making. This may lead to greater moral
sensitivity and more tolerance and compassion for others, all coupled with a more rational approach
to decision making. A possible effect of technological change may be increased loyalty to one's
profession rather than to one's organization. The effect of technological change on the manager's
quest for self-actualization is still debatable.
b) Impact of technology change in quality of work life:
Technology is like multi-edged knife. The results depends upon how we are handling it. Earlier days,
before computers, paper based office stuffs took considerable amount of time efforts everyday. For
international communications, we need to wait for weeks or sometime it'll take a month normally. For
literature search about new topic, need to spend weeks in the library. Now, everything is in our finger
tips.
In spite of all technical advancements, if you didn't organised your day properly, so many social
websites it'll kill your day just like that.
For me, all sorts of technical advancements, helped me to improve my QWL.
Just imagine, how much work we have invested for preparing lecture using overhead projector sheets.
Now I am able to prepare those using mobile phone while travelling.
It helps better communication, documenting especially no need to keep my diary in my bag all the
time (Everything is associated with pros and cons. I believe, the later is very very less when compared
with the former but it may change person to person and their necessity.
5.
Global Information system.
There are a variety of definitions and understandings of a global information system (GIS, GLIS), such
as: A global information system (GIS) is an information system which is developed and / or used in a
global context. A global information system (GIS) is any information system which attempts to deliver
the totality of measurable data worldwide within a defined context.
Common to this class of information systems is that the context is a global setting, either for its use or
development process. This means that it highly relates to distributed systems / distributed computing
where the distribution is global. The term also incorporates aspects of global software development
and there outsourcing (when the outsourcing locations are globally distributed) and offshoring
aspects. A specific aspect of global information systems is the case (domain) of global software
development.A main research aspect in this field concerns the coordination of and collaboration
between virtual teams.Further important aspects are the internationalization and language localization
of system components.
A global information system (GIS) integrates hardware, software, and data for capturing, managing,
analyzing, and displaying all forms of geographically referenced information. GIS allows us to view,
understand, question, interpret, and visualize data in many ways that reveal relationships, patterns,
and trends in the form of maps, globes, reports, and charts. A GIS helps you answer questions and
solve problems by looking at your data in a way that is quickly understood and easily shared. GIS
technology can be integrated into any enterprise information system framework. Your organization has
new and legacy data stored in a variety of formats in many locations. You need a way to integrate

ROHIT RIZAL
1402010256
MBA SEM 4
your data so that you can analyze it as a whole and leverage it to make critical business and planning
decisions.
6.
Conceptual framework of management of technology :
Technology management is set of management disciplines that allows organizations to manage their
technological fundamentals to create competitive advantage. Typical concepts used in technology
management are:
technology strategy (a logic or role of technology in organization),
technology forecasting (identification of possible relevant technologies for the organization, possibly
through technology scouting),
technology roadmap (mapping technologies to business and market needs), and
technology project portfolio ( a set of projects under development) and technology portfolio (a set of
technologies in use).
The role of the technology management function in an organization is to understand the value of
certain technology for the organization. Continuous development of technology is valuable as long as
there is a value for the customer and therefore the technology management function in an
organization should be able to argue when to invest on technology development and when to
withdraw.
Technology management can also be defined as the integrated planning, design, optimization,
operation and control of technological products, processes and services, a better definition would be
the management of the use of technology for human advantage.
The Association of Technology, Management, and Applied Engineering defines technology
management as the field concerned with the supervision of personnel across the technical
spectrum and a wide variety of complex technological systems. Technology management programs
typically include instruction in production and operations management, project management,
computer applications, quality control, safety and health issues, statistics, and general management
principles.

ROHIT RIZAL
1402010256
MBA SEM 4