• Management of Technology (MoT)

─ An Introduction, Why MoT, MoT the New Paradigms

• Technology - An Overview
• Condition for Industrial revolution through technology
• Social consequences of technological change
• Technology trajectory framework (industrialized and developing countries)
• Technology Gap
• The proposed Strategic Framework for Technology Up-Gradation in Islamic
Word
─ Indigenous Technology Development perspective
─ Import of Foreign Technology perspective
─ Support Technology Climate perspective
• Case Study – from Pakistan & its Analysis
• Learning Lessons
• Historical Failure
• Question & Answer
• At the Firm Level
– An interdisciplinary field concerned with planning, development, and
implementation of technological capabilities and
– to shape and accomplish the operational and strategic objectives of an
organization.

• At National / Govt. Level

– A field of knowledge concerned with the setting and implementation of
policies to deal with technological development and utilization
– The impact of technology on society, organization, individuals and
nature.
– Aims to stimulate innovation, create economic growth,
– To foster responsible use of technology for the benefit of human kind.
• Connects disciplines that focus technology creation with
those that enable in conversion to wealth.
• MoT examine/ address the following questions
– How technology is created?
– How technology is exploited to create business opportunities?
– How to integrate technology strategy with business strategy?
– How to use technology to gain competitive advantage?
– How to structure the organization that embrace technology?
– How technology can improve the flexibility of manufacturing &
Service systems?
– When to enter and when to abandon technology?
• Industry needs in MoT to be as follows
(According to American National Research council) :

– How to
• Integrate technology into overall strategic objectives of
the firm
• Get into and out of technologies faster & efficiently
• Evaluate technology more effectively
• Accomplish technology transfer optimally
• Reduce new product development time
• Mange large, complex & interdisciplinary projects
• Manage the organizational internal use of technology
• Improve the effectiveness of technical professionals
 Proper Exploitation of Technology
Strongly influences Business competitiveness

Which is
No longer a Matter of choice
But
A matter of survival In the market place.
The Competitiveness Pyramid (council on Competitiveness, 1995)

High
Standard
of Living

Trade

Productivity

Investment in Productive Facilitates

(Factories, R&D, Technology)
In every day life, word technology
 “the idea of computers & electronic gadgetry, rockets/ satellites, ultra modern
supersonic jets, robot run plants and factories.”

To a politician in Third World

 Technology is a magic wand in possession of developed countries for prosperity &
they are reluctant to share it with their third World’s less fortunate population.
 Only if that magic wand is shared with Third World countries, all their ills will be
healed and they will become prosperous. Transfer of Technology to those living in
third World is transfer of that magic wand
• “To less romantic”
─ “Technology is huge plants & machinery of all types.”
To such persons, technology is confined to building
or manufacturing plant & machinery & using &
operating it.
Neither view resolves confusion.
• Cheapest, quickest & easiest way of obtaining production or
services under given social, economic, geographical &
historical conditions is technology.
The Given Conditions in LDCs are:
a) Social tensions due to socially uneven society
b) Poverty resulting from social structure of society
c) Paucity of capital for investment
d) Lack of education & low literacy rate
e) Lack of enterprise & skills in utilizing national resources,
absence of mental attitude of determination to do so
f) Lack of management skills & social vision conditioned by
colonial subjugation
• Spinning thread by two hands is technology but given very low
volume of production
• By introducing a spinning wheel – same person can spin more
and finer thread.
• By introducing spinning wheel technology –raised only one
notch up but it improved productivity a lot –increased volume
of production & greatly enhanced quality.
• Effect of technology is improving productivity, increasing
production volume and upgrading quality of product.
• Technology created in UK.
• Used in America, once skills got developed to convert:
• “ideas of inventors into machines” and once machines in
operation, could be repaired & maintained.
For refinement & advancement of technology, it was linked up to
science.
Scientific
Invention
Correction
• In 14th Century King John was forced to sign Magna Carta
relinquishing his despotic powers exercised, like other kings of
Europe under what is known as the divine right of king.
• No one realized political and economic implications of change.
• Created way for democratic evolution which ultimately freed
serfs what world knows today as industrial revolution.
• Political Changes- signing of Magna Carta brought
about evolution of new order.
• Freed of feudal bondage people learnt to pool their
resources for commercial exploitations for mutual
benefit.
• Chartered companies formed- Developed joint stock
companies, working banking system operations
providing easily credit facilities, helped in pooling
financial resources.
• Economic development for population has its own
dynamics.
 Change in UK- gradual and peaceful
 In France it came about through a violent revolution.
 Soon feudal order broke down in other countries of
Europe like Belgium & Germany
• England acquired industrial culture along with
technology, though without any planning or even
striving for it deliberately through a historical process.
• Japan/S.Korea planned-established that culture before
mounting efforts to acquire technology.
• a)Acquired information about technology b) Under
what conditions it can be acquired? c) What are
conditions under which it evolves, develops & grows ?
• Feudal & Their successors know that economic prosperity of a society helps
strengthen & expand educated urban middle class.
• This class can not be kept under feudal control for long
• urban middle class –always strive for & gain liberty, freedom & democracy-
free country of feudal control.
• So feudal politicians, with the help of bureaucracy & military resisted
developments & kept education from spreading.
• They lost some ground during 1958. In 1971, elections in which a
prominent feudal gained power under disguise of socialism, feudal regained
nominally lost ground.
• Urge for social change was deflected.
• Completely ruined countries when gained
independence in late 1940s. no infrastructure leftover
destroyed by foreign invasion/civil war.
• Admn machinery- badly disrupted.
• Needed several decades for both countries to develop
basic infrastructure, material & HR before economic
development could start.
China:
• In China- Politician inherited a War devasted country.
• But Chairman Mao’s and his fellow politicians through
revolutionary spirit- which ordered development
• China did not inherit technology and was denied both
by American and USSR.
• But this did not stop Chinese politicians from
acquiring technology to develop their country.
• china’s example-questioned-due to revolutionary spirit.
• South Korea-neither led by communists nor came into
being as a result of a revolution.
• It started as a country with free market economy.
• It was intense political will of park chung & his
colleagues which enabled SK to achieve development &
acquire technology for it within 22 yrs of starting its 5
yrs plan in 1962.
• Singapore economic development is based on acquisition of
technology from outside the country. This external transfer
of technology boosted the development of internal
technologies which allowed the country to join the ranks of
those contributing to the value added chain

• Spore govt’s economic development strategies, traditional

regional business hub, niche manufacturing role to a
regional, if not global, technology hub role are the key
factors.
• Shifted –a technology user to technology innovator –
advanced step in an economic development strategy.
• Singapore’s spectacular success using Tech for economic
development provides a good model of a successful national
strategy in a small, young, yet growing nation.
• Japan- 1st Asian country to acquire technology and
industrialized in last half of 18 Century.
• Established banking, insurance, joint stock
companies & adopted some sort of democracy to
associate people in decision making etc like
England.
• Enacted a number of laws for social Changes.
• Undertook campaigns for mass literacy necessary
to support industrialization and to regulate their
administration(patent laws)
• In Japan 1854 Japanese change system, replaced
Shogan military dictatorship with constitutional
monarchy & democracy.
• Technology is the most important source of change in human
experience. Its impact on our daily lives, socioeconomic structure,
political system and employment necessitates a thorough
understanding of its implications and the development of reliable
predictive models.
• Industry should determine what social-support structures within
org’s particularly high-technology org, exist or should exist to assist
the following groups in coping with the demands of new or changing
technologies:-
• Working couples, single parents or individuals with extended family
obligations.
• Worker and professional with changing or interrupted careers.
• Workers and Professional displayed by technology.
• Technology by itself can make little change without human mastery of:-
1. Skills
2. Science i.e. knowledge
3. Investment
4. Art of management and
5. Art of marketing and an entrepreneur to do all this
Unless all the five keep pace with development of technology & get a symmetrical
refinement with its advancement and technology will not really be advanced
& sophisticated
Europe, Japan, S/Korea- NICs established infrastructure before, to acquire
technology.
Before you acquire technology –social, political, economic & cultural changes –
made & conditions created to make society fertile enough for technology & to
germinate & take firm roots.
• The rapid change in technology promises to intensify in the new century.
The following changes are expected to occur.
 technological complexity is expected to increase. This will require a higher
level of human knowledge & skills to deal with complex technology, putting
additional demands on human resource developments.
 Technological complexity will also require multidisciplinary involvement.
This, in turn, will necessitate cross disciplinary, cross-cultural training with
an emphasis on teaming, interpersonal relationships & sensitivity to both
technological & human issues.
 technology fusion will be more pronounced. Technologies from one
discipline will cross-fertilize technologies of other disciplines, thus
enhancing the level of performance of technology.
 it used to be that technology life cycles were much longer than business
life cycles. This created difficulty in synchronizing business & technology
strategies. Today, however, technology life cycles for high-tech industries
are becoming much stronger. This trend will continue in the future,
enabling closer linkage & better harmonization of business & technology
strategies.
• Management should consider the
implementation of:
 Reward and incentive systems for engineer,
scientist & internal entrepreneurs in
corporations(e.g., evaluation and use of a “dual
ladder” reward system).
 Measure to facilitate the transition from
technical special specialist to technical manager.
 Measure methodologies related to professional,
human & worker machine interactions.
• It is the means by which we accomplish objectives.
• Practical implementation of knowledge, a means of aiding
human endeavor.
• All knowledge, products, processes, tools, methods, &
systems employed in creation of goods or in providing
services.
• The way we do things is technology
• A set of pieces of knowledge, Both practical and theoretical,
Know-how, Methods, Procedures and physical devices which
incorporate such knowledge.
• Object-embodied technology (Technoware)
 (Products, Tools ,Equipments, Machines and Physical
Infrastructure)
• Person-embodied technology (Humanware)
 (knowledge, Production skills, Wisdom, Creativity and
Experiences)
• Documents-embodied Technology (Infoware)
 (Processes, Procedures, Methods, Theories ,
specifications, Production facts and information)
• Institution-embodied Technology (Orgaware)
 (Management Practices, Organizational and
Production arrangement and linkages)
• Technology Gap
The asymmetric technological capabilities
between countries or individual firms created
by innovators at a particular point in time.
Indigenous technological Capability pyramid
1. Indigenous Technology Development Perspective
 Element 1: General Technological Status / Competence Level
Capability of Industry
 Element 2: Linkage Capability
 Element 3: Research/ Innovative Capability
2. Import of Foreign Technology Perspective
 Element 4: Acquisition capability
 Element 5: Assimilation capability
 Element 6: Improvement capability
3. Supportive Technology Climate Perspective
 Element 7: Supportive organizational Environment
 Element 8: Supportive Management Style
 Element 9: Supportive Government Role
• Indigenous Technology Development Perspective
 Element 1: General Technological Status / Competence
Level Capability of Industry
 Element 2: Linkage Capability
 Element 3: Research/ Innovative Capability
ELEMENT 1: General Technological Status / Competence Level Capability of Industry
 Availability of Designing of Dies, Molds.
 Adequate knowledge of process techniques
 Availability of Heat Treatment of Dies/Molds
 Sufficient CAD/CAM expertise
 Functionality of local machinery
 High Process change over time
 Difficulty in inventory management
 Availability of skilled manpower and raw material
 Availability of sophisticated machinery in the local market
 Unplanned production schedule
 Utilization level
 Common facility centre, weak supply chain and high labor turnover
 Accuracy of result, frequent quality defects and incomplete testing facility
 Others
ELEMENT 2: Linkages Capabilities (Universities, Industries, R&D’s Institutions
•Linkages with different bodies
Researchers / scientists from the industry, universities, Govt. Research institutes
Customers, Vendors and suppliers, Distributors, Manufacturers
Govt. Agencies, Regulatory bodies

•Types of linkages
Joint publications, Joint patent
Joint labs at industry and university
Joint research project
Internships
Joint conferences
Contract research consulting
Informal meeting
Technical services
Consulting services
Others
ELEMENT 3: Research / Innovative Capabilities
 Research grants and expenditure per year(in million)
 No. of research collaborations
 No. of hours spent in doing research
 No. of skilled R&D manpower (researchers and engineers)
 Infrastructure (equipment and facilities)
 No. of Patents filed
 No of Copy rights obtained
 No of New products developed
 No of New processes developed
 No. of new services
 No of Books Published
 No of Technical Reports published
 No of Papers presented in National / International conferences / Seminars etc.
 No of S&T Personnel deputed for National / International
Conferences/seminars. etc.
 No of S&T Personnel deputed for National / International Training Programs
 No. of awards and recognitions
 Others
• Element 4: Acquisition Capability

• Element 5: Assimilation Capability

• Element 6: Improvement Capability

• Element 4: Acquisition Capability
 Appropriate selection criteria
 Priorities in technology selection
 Correct mode of technology acquisition
• Element 5: Assimilation Capability
 Mode of technology assimilation
 Types of technology assimilation capability
• Element 6: Improvement Capability
 Type of innovation capabilities which includes (basic, intermediate and
advance)
 Capability of part / product design
 Existence of part / product design department
 Existence of R & D centers
 Bench Marking
 Element 4: Acquisition Capability
1. Appropriate Selection Criteria
 Have dedicated unit for technology selection
 Proper procedure exists for identifying technology need.
 Study/analyze the existing level of technology
 Scan international technology-shelf prior to technology selection
 Selection based on technological gap analysis
 Technology assessment procedure
2. Priorities in Technology Selection
 Low cost
 Lower degree of operating complexity
 High performance/efficiency
 Low maintenance cost
 Good after sales service
 High flexibility
 High automation
 Others
3. Correct Mode of Technology
 Joint venture
 Licensing
 Reverse engineering
 Sub-contracting
 Corporate R&D
 Others
• Element 5: Assimilation Capability
1. Modes of technology assimilation

2. Types of technology assimilation capability

• ELEMENT 5: ASSIMILATION CAPABILITY
1. Modes of technology assimilation
 Establishment of Training centre
 Hire foreign and local expertise for training
 Arrange seminars / conferences
 Provide on-job training to workers
2. Types of assimilation capability
 Installing
 Operating
 Maintenance
 Replicating and Adapting
 Assembling
 Other
• Element 6: Improvement Capability
 Type of innovation capabilities which includes (basic, intermediate and
advance)

 Capability of part / product design

 Existence of part / product design department

 Existence of R & D centers

 Bench Marking

 Others
• Element 6: Improvement Capability
1. Innovative Capabilities
 No innovative capabilities
 Basic innovative capabilities
 Intermediate innovative capabilities
 Advanced innovative capabilities
2. Part Design Capabilities
 Self developed
 Local developed
 Acquired from abroad
3. Acquisition of Part Design
 Licensing
 Reverse engineering
 Corporate R&D
 Others
4. Department of Part Design in Industries
 Exist
 Doesn’t exist
5. R & D Centers
 Exist
 Doesn’t exist
6. Bench Marking Practices
 Exist
 Doesn’t exist
• Element 7:
Supportive organizational Environment

• Element 8:
Supportive Management Style

• Element 9:
Supportive Government Role
• Element 7: Supportive Organizational Environment
 People here are given the opportunity to develop a particular product Process/system.
 There is a set of rules and procedures that are followed.
 People here generally enjoy working together as a team.
 People here are allowed to experiment with new ideas.
 Authority is delegated so that people can act on their own.
 Our organization has a culture of learning from failure and to constantly improve ourselves
 People here are appropriately rewarded for job well done.
 People here believe that their work can have a positive impact on the organization’s performance
 The interests of customers are considered in decision making.
 Professional business attitude
 Standards of living conditions and safety standards of the labor
 Top management sets a moral tone
 There is procedure for conflict resolution
 Ethical values are widely acknowledged
 Respect for colleague in terms of shared commitments and mutual trust
 Professional rights and employees rights are fully recognized
 People fulfill their contractual duties with willingness
• Element 8: Supportive Management Style
 Management commands respect from everyone
 Management is a role model for employees
 Management is ready to trust his/her employees
 Management transmits a vision.
 Management makes everyone around him /her enthusiastic and motivated about work
 Management encourages us to express our ideas and opinions
 Management is satisfied when I meet the agreed-upon standard for good work
 Management makes me feel we can reach our goals without him/her if we have to.
 Management enables me to think about old problems in new ways
 Management shares information widely with in the organization
 Management impart training on various skills
 Management believe in performance rewards on merit
 Management believe in suggestion system in individual and group form
 Management believe in empowerment at down tier management
 Management is based on fact
 Management believe in Non discriminatory attitude.
 Management believe supportive guidance rather than Fear of punishment
 Others
• Element 9: Supportive Government Role
 Government provide loans, shares R&D cost, builds industrial parks, makes
industrial development plans
 Government Provides financial incentives, technology acquisition fund (TAF)
and creates industrial technology research institutes
 Government sets national objectives for technology
 Government enforces supportive policies for development of the industry
 Government appoint engineers and technical in government top hierarchy.
 Government ensure the competitive availability of fundamental industrial
inputs.
 Government formulate retention and repatriation policy of skills and
knowledge workers.
 Government maintain the Information data base.
 Government attract FDI for industrial and technology investment
 Government provides R&D matching grants and other tax incentives
 Government introduces reduction in utilities prices and energy management
scheme
 Others
 Element Element Element Element Element Element Element Element Element
1 2 3 4 5 6 7 8 9
3.60 1.95 1.54 2.21 2.11 1.56 2.21 1.50 1.68

Element 1:Technological Status / Minimum

competence level capability
Element 2: Linkages capability
Element 3: Research / Innovative capability
Element 4: Acquisition capability
Element 5: Assimilation capability
Element 6: Improvement capability
Element 7: Supportive organization environment
Element 8: Supportive management style
Element 9: Supportive government role
• Dismal performance in:
 Minimum technological competence level capability
 Technological obsolescence but showing encouraging tendency towards
improvement
 Industry is unable to determine and identify its technology needs themselves
 Poor confidence to extend / collaborate linkages with various bodies such as
universities and R & D institutions
 Linkages capabilities of the targeted sectors viz a viz various bodies
 Poor linkages among technology creating, using and regulating institution
 Research and innovative capability in the universities and R & D
institutions
 Low research/ innovative capability but showing increasing trend
 Acquisition capability with reference to the import of foreign
technology
 Absence of technology assessment procedures
 Unable to make appropriate / correct choice of technology, mode of
acquisition
• Dismal performance in:
 Assimilation capability with reference to the import of foreign
technology
 Absence of seminars, training centers, conferences, hiring of expertise and lack of
replicating capability

 Improvement capability with reference to the import of foreign

technology
 Unable to adapt the imported technology to specific production conditions and local
resources
 Unable to inject incremental innovations
 Absence of R&D and design centers

 Organizational environment is highly individualistic

 Professional and employees rights are not acknowledged
 Ethical issues
 Conflict management
 Absence of standardized practices
 Management style is highly centralized
 Lack of employee empowerment
 Lack of information sharing
 Performance is not tied up with rewards
 Absence of institutional mechanism
 Government role is highly unidirectional
 Insufficient financial incentives to the industries
 Technology policies based on assumptions and not real pictures of
industries
 Non existence of technology and industrial parks
 High utility prices
• Inter dependence pattern among the nine elements are the real deciding
factor in the technology up-gradation
• Realize the power of integration of all the nine elements
• New technology can only be viable decisions if the supportive technology
climate (supportive organizational environment , supportive management
style and supportive government role) around the technology is
appropriate and conducive
• Change the mind set of the people and build the performance focused
culture
• Creative urge, fresh ideas. freedom of thought, enterprise development,
boldness to take risks and managerial ability.
• Learning for learning, education and universities for creation of breadth of
vision
• Enlightening and strengthening the spirit of enquiry.
• Technology cannot flourish in morally corrupt/decadent &
socially sick feudal society.
• Technology can flower only in an industrials culture where
creativity & initiative are not curbed.
• This explains many developing countries possessing too much
technology & still largely remaining under developed.
Questions
&
Answers