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TEC 401 Session Five

TEC 401 Session Five. Human Factors In Technology. Joseph Lewis Aguirre. Characteristics of Technology-Driven Change with Regard to The Implementation of Technology. . Human resources. Functional resources. Technological capability. Organizational abilities. . Change Management.

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TEC 401 Session Five

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  1. TEC 401 Session Five Human Factors In Technology Joseph Lewis Aguirre

  2. Characteristics of Technology-Driven Change with Regard to The Implementation of Technology. • Human resources. • Functional resources. • Technological capability. • Organizational abilities.

  3. Change Management Joseph Lewis Aguirre

  4. Managing Resistance to Technological Change • Process re-engineering and restructuring. • Innovating application of goods and services. • Managing employees as a vital element in the value chain. • Achieving and maintaining customer loyalty.

  5. Internal or External Focus An externally focused company can be difficult to identify because it uses standard problem-solving strategies, supply chain processes and product delivery models. What separates externally focused companies from internally focused ones is the use of outside data as key inputs to these models. For example, externally focused companies look at non-traditional competitors because they might re-define the customer problem. - Traditionally, McDonald's looked at Burger King, KFC, and Taco Bell as competitors. - But if the problem is redefined as a need for quick, low-cost food and drinks, a new set of competitors come into play such as convenience stores, frozen meals at grocery stores and gas stations

  6. Internal Focus – Time Spent Outside If the senior team spends the majority of its time solving operational problems, the company is internally focused. Internally focused companies also avoid and deny negative feedback. It's tough to uncover the truth; and once a company decides to venture outside, the chance of hearing negative feedback is high. The risk in ignoring negative information threatens the survival of the organization. Example of an externally focused executive is Jack Welch, former CEO and chairman of General Electric. According to David Jones, chairman and CEO of Wallace Computer Services Inc., routine contact by senior level executives from all functional disciplines has been critical for winning contracts without significant price concessions. Mr Jones himself attends major account presentations as just one more person on the account team.

  7. Business Drivers •  Customer problems or business processes? If business processes drive the business, the organization is internally focused. • A company is externally focused if it understands its rules need to be flexible so that front line staff can immediately and effectively solve customer's problems - without a dozen supervisors' signatures. • How a company handles customer returns and complaints provides great clues about the focus of an organization. For example, Nordstrom's has a legendary external focus with virtually no restrictions on customer returns. • Home Depot and CDW (Computer Discount Warehouse) exhibit their external focus by employing knowledgeable staff who are willing to answer endless customer questions. • Internally focused organizations keep everyone appraised of each process with time-consuming meetings. Walk around any internally focused corporate headquarters and observe the number of people in meetings or the number of conference rooms available. Then stop and think about the extent to which internal meetings are solving customer problems or producing profits. • To determine who owns the business processes, ask these two questions: • Are business processes too complicated to document? • How many times during a month do key processes go unexecuted because someone is absent? • .

  8. Internal Focus Risks Extinction: For example, consider a company that uses only one supplier of a key raw material or services or two customers that contribute 80 percent of total revenue. US auto industry in the 1980s when overseas companies introduced products that were superior in quality, more durable and less expensive. The US auto industry failed to listen to customers' quality and fuel efficiency concerns until consumers had an alternative buying source - foreign car manufacturers that addressed these concerns with a value price. The auto industry changed again when gas prices started going north of 50 cents a gallon, and customers wanted fuel-efficient cars rather than large sedans. Obviously, that didn't last. Trends have reversed yet again as extra large SUVs remain in high demand. Being ahead of the market as these changes occur is the way to profitability. It's not good enough to watch the market trends as they play out.

  9. Planning Management of Personal and Organizational Change • Business description, objectives, and technological environment. • Personal and organizational responsibilities for moral and ethical use of technology. • Current and potential uses of technology for the global success of business objectives. • Human factors within the enterprise that utilize current and emerging technology more effectively.

  10. Knowledge Based Strategic Change • Concepts of organizational knowledge • Strategic change as the process of knowledge creation • A case study • Discussing the case • Conclusion

  11. Organizational Knowledge • What is knowledge? • Knowledge is more than processed data, it results the processing or sense making of information by intellects. • Knowledge consists of phenomena that amounts to more than just facts, it also consists of beliefs and values acquired through the meaningfully organized accumulation of information through experience, communication and inference

  12. Knowledge Based Economy • Knowledge-based economy is an economy in which knowledge is the most important productive factor • Knowledge-based company (enterprise) is a company in which knowledge is the most important productive factor

  13. Knowledge and Organizational Culture • Organizational culture: set of assumption and beliefs held in common and by the organization’s members • Values and beliefs are examples of tacit knowledge • -- culture is “a stock of knowledge that has been codified into patterns of recipes for handling situations, then very often with time and routine they become tacit and taken for granted and forms the schemes which drive action

  14. Change Management – is it possible? • Managers want to transform their organizations on a planned basis • 70% failure rate for organizational change initiatives in general • Increasingly the feasibility of “managing” change is being questioned • Change is about issuing objectives and instructions and ‘explaining’ to individuals how need to change

  15. Change Management – is it possible? • For change to occur inorganizations, the routines and their associatedmeanings have to evolve • Thus the strategic change can be identified as the process of new knowledge creation • This approach can be defined as knowledge-based change

  16. Design Co. • Engineering division of a parent company • Established in 1999 • Re-branded in 2000 • Tough growth targets • Changing from engineering focused organization to an entrepreneurial engineering service • External customer instead of internal customer

  17. Change Initiative • Changing Structure from hierarchical to matrix, team based structure • Using assessment centers to pick people for new positions • Hiring new people for sales, marketing, finance & HR • Introducing a new board • Asking many of old managers to leave • New performance management for paying according to achievement of personal objective

  18. Resistance to Change • Conflict between new and old staffs • New staffs don’t add value? • Traditional, hierarchical, very macho, conservative and male oriented culture • Fixed cost pricing vs. hourly basis waging • Communications problems

  19. Knowledge base approach to Design Co. • Architectural & component Knowledge • Entrepreneurial and commercial targets of the company, challenged both the component and architectural knowledge bases.

  20. Knowledge base approach to Design Co. • Absorptive capacity • Engineers had no prior knowledge of new working circumstances to ease their absorption of the new knowledge they were being asked to take on board.

  21. Knowledge base approach to Design Co. • Knowledge codification and diffusion • The issue in change is to do with the codification and diffusion of the new architectural and component knowledge necessary for change to occur, rather than existing knowledge • Those who have developed new procedures, systems or routines that work, can share them with others who have not progressed so far

  22. Knowledge base approach to Design Co. • Redundancy • Redundancy is a key enabler of the types of communication mechanisms described under knowledge codification and diffusion. • Requisite variety

  23. Knowledge base approach to Design Co. • Enabling context • The enabling context would be about how, through structures and informal groups, as discussed above, to facilitate sharing and development of new ways of working

  24. Knowledge base approach to Design Co. Conclusion • Management implications • Individual are not passive recipients of change • Change is a process of innovation and creativity • The individuals need to be enabled to re-create their ways of working, their daily routines and behaviors • Senior management cannot impose the detail of what individuals need to do differently to meet the aims of change

  25. Knowledge base approach to Design Co. Conclusion – Management Implications • New critical areas of focus • Communication • Creating and enabling context

  26. Technology Trends, Predictions

  27. Headlines CIA Overseeing 3-Day War Game on Internet The CIA is conducting a war game this week to simulate an unprecedented, Sept. 11-like electronic assault against the United States. The three-day exercise, known as "Silent Horizon," is meant to test the ability of government and industry to respond to escalating Internet disruptions over many months, according to participants. 05-25-05 http://online.wsj.com/article/0,,SB111627924241235058,00.html?mod=2%5F1153%5F2

  28. Headlines Under Pressure to make cars safer, smarter and more fuel efficient, auto makers are going back to the drawing board and the testing lab. The result: A surge of innovation abd experimentation is coming that the industry has not seem since its earliest days. Increasingly, cars will become electronic thinking machines - not just mechanical devices WSJ 07-25-05

  29. Decision Making Framework Information Characteristics Decision Structure Pre specified Scheduled Detailed Frequent Historical Internal Narrow Focus Business Professionals Operational Management Efficient, do thing right Structured Tactical Management Business Unit Managers -Effective, right thing Ad Hoc Unscheduled Summarized Infrequent Forward looking External Wide Scope Semi Structured Strategic Management Executives, Directors -Transformation Un Structured RELATIVE TIME SPAN

  30. Thinking Like A Board Member What CIO is Thinking What BOD is thinking 1. Corporate Profitability 1. Technology Integration 2. Vendor Management 2. Buying or Selling 3. Compliance 3. Sarbannes-Oxley 4. Business Alignment 4. Succession Planning 5. IT Governance 5. Corporate Governance 6. IT Security 6. Risk Management 7. Sourcing 7. Long-Term Shareholder Value 8. Talent Management 8. Executive Compensation Source: From IT to the Board Room, John Byrnes MD for Mason Wells.

  31. Mission Vision Mission, Vision, Goals Information Characteristics Pre specified Scheduled Detailed Frequent Historical Internal Narrow Focus Business Professionals Operational Management Efficient, do thing right GOALS (SOP) Tactical Management Business Unit Managers -Effective, right thing Ad Hoc Unscheduled Summarized Infrequent Forward looking External Wide Scope MISSION Strategic Management Executives, Directors -Transformation VISION RELATIVE TIME SPAN

  32. Organizational Effectiveness ENVIRONMENT CLIMATE Other Teams Marketplace Enthusiasm STRUCTURE Competition Accountability Reward System GOALS Reporting Relationships Creativity Values Clarity Commitment Mission Philosophy Collaboration Stress Feedback System Decision Making Behavior Norm Flexibility Trust Competition Culture Involvement Pressures

  33. Traditional MFG. Organizational ENVIRONMENT CLIMATE Other Teams Marketplace Enthusiasm STRUCTURE Mechanistic Competition Functional Structure Reward System GOALS Hierarchical Creativity Values Clarity Commitment Mission Philosophy Collaboration Stress Feedback System Centralized Decision Making Control: Standardization Flexibility Trust Competition Culture Involvement Pressures

  34. Advanced MFG Technology Organizational ENVIRONMENT CLIMATE Other Teams Marketplace Enthusiasm STRUCTURE Organic Competition Product Team Reward System GOALS Flat Creativity Values Clarity Commitment Mission Philosophy Collaboration Stress Feedback System Decentralized Decision Making Control: Mutual Adjustments Flexibility Trust Competition Culture Involvement Pressures

  35. Values Ecology Cutting Edge Image Fun Growth Family Capital Quality Social Capital Location Hedonism Risk Collaboration Centralization Creativity Other Honesty Customers Employees Safety Competitors Revenue Profits Alliances New Products New Markets

  36. Technology Trends, Predictions

  37. Predictions 1893-1993: Dave Walter, Today then In the early 1890s,a news agency commissioned 74 prominent Americans to write brief essays on what life would be like in 1993, as part of the fanfare for the future-oriented World's Columbian Exposition, which opened in Chicago in May 1893. 1990 – 2000: John Seely Brown, Paul Duguid, The Social Life of Information, 2000 --> experts predicted the end of newspapers, television, paper, office, established university…missed the The Internet

  38. Predictions 1893-1993: Dave Walter, Today then • Erroneous Forecasts • Hypnotism would replace anesthetics in surgery. • The government would set up colleges to train servants. • Houses and cities would be built of aluminum. • Unemployment would disappear. • Correct Forecasts • An income tax was coming. • Homes would be air-conditioned. • Women would vote. • Florida would boom as a leisure state. • Cities would become groups of suburbs

  39. Artificial Intelligence MAJOR AI APPLICATIONS Cognitive Science (Human Information Processing) Expert Systems Learning Systems Fuzzy Logic Neural Networks Intelligent Agents Robotics Applications Visual Perception Tactility Dexterity Locomotion Navigation Natural Interface Applications Natural Languages Speech Recognition Multi sensory Interfaces Virtual Reality

  40. Artificial Intelligence Drivers New Scientist 04-2005 Editorial: AI pervades our world and may soon start evolving faster than humans can track it - in whose hands should this awesome power reside? When it comes to emerging technologies we know what we are afraid of, even though we may not know why. There is no shortage of public debate about genetically modified crops, nanotechnology and cloning. And policy makers have responded: Many countries have laws that restrict they way these technologies can be used. So why the deafening silence about the potential dangers of artificial intelligence? Here is a technology that is already changing the world: AI is used in everything from guided missiles to air-traffic control. It is not yet "intelligent" in the human sense, but looks likely to change"

  41. Social Perception Machine Social Signals: Tone of Voice, Facial Movement, Gesture Listen in to social signals within conversations, ignoring words Predictions: • Next move • Winner in negotiations • Connector within the group • Feelings about negotiations. Applications: • Badge - social context sensing by infrared, audio and motion • GroupMedia PDA - Attraction signaling in social events • Serendipity Phone - Compares interests and makes socially appropriate introductions Source: Alex Pentland MIT Media Arts and Sciences, Computer 3,2005

  42. Socially Aware Communication Potential Commercial Applications: • Mood Ring (“jerk-o-meter”) - enhance couple’s communication • Comfort Connection - call center application • Personal Trainer - immediate feedback • Winning Combination - Paring right salesperson with right client Source: Alex Pentland MIT Media Arts and Sciences, Computer 3,2005

  43. Worlds Cafe

  44. Knowledge Management It's been said that if NASA wanted to go to the moon again, it would have to start from scratch, having lost not the data, but the human expertise that took it there the last time.

  45. Knowledge Networks Vs Repositories users users users users Query Query users Codified knowledge Response users users users users

  46. Wearables

  47. Wearables Sony GestureWrist and GesturePad This Sony GestureWrist and GesturePad.. IBM Research's Meta Pad IBM's research to explore how humans interact with computers and define the technologies needed for future pervasive devices. ViA II PC a lightweight, wearable design of the PC, Matsucom onHand PC The onHand PC "wristwatch" is a full-featured PDA Xybernaut Poma Wearable PC Hitachi PC CharmIT wearable development kit The CharmIT is Charmed Technology's first wearable development kit. Bitsy-Borg wearable computer A single board computer and a MicroOptical™ eyeglass-mounted display unit, targeted at the OEM developer. Xybernaut's XyberKids Wearable Computing Platform The Xybernaut XyberKids product is a multi-component solution for students who face the challenge of a disability, OQO wireless handheld computer The OQO is the smallest high performance WindowsXP computer with complete PC functionality. Xybernaut Mobile Assistant® V The MA V is a powerfulsuper lightweight wearable computer .

  48. Wearables Fashion Dockers Mobile Pant . Great for keeping cell phones, PDAs and beepers handy. Scott eVest with personal area network SeVs have up to 42 hidden pockets and a patent-pending Personal Area Network (PAN). Sanyo Fashion House Raincoats for Palm Devices Has a special pocket for Palm devices lined with static shielded material as well as a cell phone pocket lined with anti-magnetic material. Bristol Wearable Computing Project Concerned with exploring the potential of computer devices that are as unconsciously portable and as personal as clothes or jewellery. IBM Linux-based watch Linux on a wrist watch including Bluetooth capabilities Samsung SPH-S100 cell phone watch PCS Single Mode (1,900 MHz) Watch Type Phone with SMS, Dedicated Ear-microphone, Vibrating Alert Alarm/World Time, Automatically Call Lock, Voice Dialing(20), Speaker Phone Function, Phone Book(80) and Calendar Casio digital camera watch You can use IR data communication to transfer images to a computer Casio PAT2GP-1V GPS Satellite NAVI watch uses GPS satellites that ring the globe to tell you your current location. Timex Internet Messenger Watches Timex Internet Messenger Watches can receive email messages Timex Watch - Speedpass System Inside the timepiece is a miniature Speedpass radio frequency transponder that allows customers to instantly pay for purchases at Exxon and Mobil gasoline stations nationwide and at select Microsoft Smart Personal Objects Technology (SPOT) Smart Personal Objects are common, everyday items, such as wristwatches, clocks, pens, key-chains and refrigerator clock magnets that are made smarter, more personalized and more useful through the use of specialized technology

  49. Persuasive Technology - Captology • Persuasive Technology - Insight into how computing products can be designed to change what people believe and what they do in domains such as • Health • Business • Safety • Design, theory, and analysis of persuasive technologies: "captology."

  50. Virtual Reality VT™ CAVE™ Virginia Tech "Future Watch", a CNN Documentary on Applications of a CAVE

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