浅析技术管理的重要性
英国启航论文
在现如今商业发展大环境下，技术管理是能够有效地提高工作效率的一种新的管理理念，一种新的技术。现在的商业更需要技术驱动型的现代科技管理理念，也正因为这种管理理念的有效实践，为工作业绩做了很好的铺垫。
实际上，对于一家企业来说，管理技术是贯穿整个阶层和所有纪律最重要的部分。因此，管理科技的原则对那些想要有效地处理应用，技术转移和集成整合的所有企业都很适合，而不仅仅是适应于传统的科学社会群体。新的经营模式有助于企业创造更加优质的产品和服务，以及更加快捷和更高质量的商品，这一新技术在每一家企业中都占据着越来越重要得到地位。
有很多企业、政府部门、金融机构、建筑公司和医疗供应商都得在有效的技术型环境下运作，才能更有效的管理企业。510转基因项目可以让我们更好的了解到管理技术的几个特点：
Knowledge of modern technology management concepts and best practices provides the foundation for effective job performance in technology-driven business environments. Management of Technology discuss cutting-edge management concepts, tools, and techniques that effectively work in today's technology-intensive organizations.
New management tools and techniques play an increasingly important role in every organization for creating quality products, rvices, and content faster, cheaper, and at a higher quality. Technology cross virtually all levels and all disciplines of an enterpri. Therefore, the principles of managing technology are relevant not only to people in the traditional engineering-scientific community, but also apply to any organization and business that must effectively deal with the application, integration, and transfer of technology.
Financial institutions, government agencies, architectural firms, and healthcare providers are just a few examples of the vast array of organizations that must function effectively in technology-bad environments, and therefore be able to manage technology. Specifically, TMGT 510 cour helps to understand following features:
Methods for asssing the effectiveness and performance of the organization and its management process.
Insight into the functioning of contemporary work process, such as concurrent engineering, design-build, integrated product development, and pha-gate process.东芝笔记本
Special tools and techniques for effectively managing technology-bad projects, including dealing w廉洁从教承诺书
人生如一场梦
ith organizational interfaces from R&D to markets.
Managerial Practices and Tools
一望无垠的近义词Technology-intensive projects are managed under a project management (PM) framework that includes a PM Plan, project organization, PM tools and techniques, and performance monitoring, and control. Thamhain (2009) suggested, “Tools such as the Project Maturity Model, the Six Sigma Project Management Process and focus groups, can rve as a framework for analyzing and fine-tuning the team development and management process” (p. 130, para. 1). The tools and techniques can be grouped in the categories bad on their application as (1) Product Management, (2) Project Management, (3) General Management, (4) Strategic, (5) Quality Control. Organizational Behavior deals with the management of individuals, groups, organizations, process and dynamic environments. Human Resources Management deals with the issues such as hiring, career management, management of hierarchical levels, management of competencies and training, remuneration, internal communication and evaluation of staff. HRM and OB have to deal with scientists, rearchers, engineers, technicians and other technologists. Thamhain (2005) has stated, “Today’s business culture demands that project teams — in meeting and performing their project responsibilities —engage in multiple activities” (p. 35, para. 2). The work process in the technology-i
ntensive enterpris is team-bad, lf-directed, and agile which are structured for parallel, concurrent execution of the work. They affect people issues, management style, and organizational culture and management tools such as scheduling, budgeting, and project performance analysis. Technology-intensive enterpris have a unique organizational culture with its own norms, value, and work ethics. The cultures are team-oriented in terms of decision-making, workflow, performance evaluation, and workgroup management.
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Project Management
Project is a temporary task undertaken by a project manager and his team to produce a specific output and a product. Contemporary linear work process and top-down controls are no longer adequate, but are steadily being switched with alternate organizational designs, new management methods and business process, such as concurrent engineering (CE), design-build, and stage-gate protocols. CE is the consideration of the factors like product functionality, manufacturing, asmbly, testing, maintenance, reliability, cost, and quality associated with the life cycle of the product during design pha. Thamhain (2005) explained the benefits of formal project management system so that managers can better respond to specific requirements, schedule management, short product life cycle, work culture differences, and diver group dynamics (pp. 141-142). There are var
ious practices of the PM and some of the best ones are described as to plan the work by utilizing a project definition document and to create a planning horizon. It is in the best interest to define PM procedures upfront and to look for warning signs ahead of time.
口腔护士工作总结Management should ensure that the sponsor approves scope-change requests and guard against the scope creep. It is very important to asss potential risk throughout the project and to work on a risk mitigation plan as necessary.
Team management
Thamhain (2005) has stated, “Today’s business culture demands that project teams — in meeting and performing their project responsibilities — engage in multiple activities” (p. 35, para. 2). Project teams are time limited and they produce one-time outputs, such as a new product or rvice. The tasks involved in the project teams are non-repetitive and require knowledge, judgment, and experti. The project team consists of individuals from different functional unit. At the completion of the project, the individuals return to their respective units or move on to the next project. Not all projects may have the same members; however, they may have some common members. Staffing is also one of the most important elements for the success of the project. The team members of the pr
oject should posss just not only the pre-required skills, qualifications, and experience necessary for the job, but they must also posss tho traits personality and ethics of work that are easily compatible with the values and the culture of the organization (Markopoulos et al., 2008, p. 366). The team should include people who understand the project thoroughly, who are technical experts, who can provide objectivity in the process and outcome, a nd suppliers. The knowledge workers of today’s modern world expect autonomy, a continuous level of learning, and innovation to be a vital part of the job. They are comparatively much better and educated as compared to their counterparts in the past. They function better in a lf-directed and high performance groups and teams. Teams are an important ast when it comes to completing projects. When experiences teams are assigned tasks they come up with fruitful results for the organization; therefore, the design of the team is a much more important and significant managerial control. It also facilitates the better functioning and performance of lf-directed teams and improvis the quality and worth of the member relationships and contentment.
Decision making authorities
The Decision-making authority, accountabilities, and responsibilities of the team members should be defined in a very clear way to eliminate the role of any kind of ambiguity, uncertainty, or interdepartm
ental Conflicts. Once the project teams have been properly asmbled and have ttled down, then they should be supervid, coached, and supported at regular intervals to ensure that they are fulfilling their roles as expected (Markopoulos et al., 2008, p. 366). Motivation, empowerment, and mentoring are no doubt powerful and they exert indirect controls over the project in order to gain success by bringing out the best in an individual as well as project team performances. Evaluation of the project team and each individual involved in the team is important for the project manager and the organization. Evaluating team
project performance is the key if the team needs to succeed and improve on future projects.
The role of the organization in Project Success
Organizational design also plays a very vital role in controlling and supervising the technology intensive work in any organization. Organizational design contemplations consists of: the nature of the rvice or the product, the quential as well as spatial distribution of the locations of the work, in-hou in contrast to the outsourcing of the work, the convenience and flexibility given by virtual organizations, simultaneous engineering and incorporated product development, the extent of the u of technology, the availability and accessibility of core competencies and most important of all th
e strategic objectives of the company (Booth, 2011, pp. 111-113). The contemporary management practices indicate that the project management techniques and tools should be incapable of solving the complex problems, and at the same time, facilitating the effective and efficient control of deliverables of work, and eventually contributing to the continuous improvement.
中国伟大人物Tools & Control techniques for Project Management
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The tools of project management should not only fulfill their aimed or intended purpo, but they should also be ur friendly, easily compatible with the culture of the organization, and in alignment with the process of the business (Markopoulos et al., 2008, p. 367). The new tools should be pre tested in the environment in which they will be ud, and should ask for feedback from the urs. Therefore, “fixing” incompatibilities eventually simplifies the introduction of the new tool in the organization or the workplace. PM control techniques are categorized into analytical management, people oriented and press oriented. The following discussions associate widely accepted PM techniques with the ‘monitoring and control’ feature of PMBOK as a source of knowledge (Markopoulos et al., 2008, p. 366). This is not an in-depth source as many other methods and means are prent from which the Project Manager can have his pick. Benchmarking
Benchmarking is the comparison of tangible projects with comparable projects to spot the strong points of that project to come up with better ideas and rve as a standard to asss the performance. Institutions to asss their strong points and weak points as compared to the organization, which is considered the best, u benchmarking. It is the basis of controls, which stimulate the process of rectification. Benchmarking is a key method to verify estimates and schedules of a company by itlf (Pinheiro, 2010, p. 7). Project Managers u benchmarks to compare and check on factors such as the time to market, major accomplishments, rates of accidents regarding safety, costs of production per unit, and satisfied customers. The lection of benchmarks is very specific and is relevant to the objectives of a company, which show great improvement. In order to choo a benchmark, the
knowledge of how and what to benchmark, collection and analysis of data to pick out the ‘best in class’, asssing tactics, operations, and procedures alongside the benchmark, putting up targets of improvement, and rectification measures in ca the result is below the benchmark (Pinheiro, 2010, p. 7).
Change Management
Change management is the process of shifting of technology, organization, person, process, or political balance from current state to the next state. According to New man (2012), “a strong n of imagination, creativity and patience is required
if one is to pervere through the process” (p. 68). Change management can be either on the part of organization or on the part of an individual, it is about transforming and modifying in order to maintain or improve effectiveness. People resist and act conrvative while undergoing a change. From organizational perspective, changes include mission/vision changes, strategic changes, operational changes, technological changes, and behavioral changes. According to Raineri (2011), “change management practices include a variety of organizational interventions that, when executed properly and in consistency with internal and external organizational events, facilitate the enactment of organizational change process” (p. 266). Change affects entire organization both outside and inside the organization. Both the organization and the employees get under pressure while undergoing a change. Management requires some basic skills for managing changes that include:
Skills to identify the problem.
Skills to formulate techniques and strategies to solve tho problems.
Skills of implementing the process leading towards change.
Problem Diagnosis
Problem diagnosis is the investigation to find out the root cau of any problem. Proper resource allocation is required to help diagno forces and factors and resolve the problem. Technology facilitates rapid detection, diagnosis, and diffusion of problem by insuring systematic, detailed, clear, and reliable methods and techniques like rapid detection of problem, continuous monitoring, and correction from deviation ant it may include following steps: Is the problem recoverable?
Does it need to be resolved?
Are adequate resources available?
How long will it take?
