19 2月 12 Information Technology Management
In last few years, information technology management has become a more integral part of a business process. The popularity of business is entirely depends on the flexibility and support of its information technology management. That is why, information technology is growing rapidly and becoming an important part of all processes and stages of organization irrespective of its nature, size, scope etc.
It is the power of information technology that keeps ideas take shape online. It connects people and helps them to share and gain from each other. The basic fundamental of information technology is easy access and convenience to each and every user. To get the fullest advantage of IT management, it is very important to understand its various usages. Also, clarity on how to use is also needed the most. People should investigate and comprehensively analyze the use of IT with respect of their organizations.
The power of technical information can be used to attain any difficult tasks and challenges. It can prove really profitable for companies to manager things easily and practically. The main principle of informational technology is to find the most useful information for shaping up a better business future. To survive in this fierce technical environment, it is quite important for companies to find ways to expand and make easier access to everyone for gathering relevant information and latest news.
Nowadays, there are specialist information technology management companies that can help normal businesses to improve better use of information channels. They help businesses to introduce better technology and reliable sources to gather data conveniently.
For more detail visit Information Technology Management and Information Resource Management
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24 1月 12 Combining Comfort and Space Management with Glass Desks for Computers
A variety of computer desks in different shapes and sizes are available for both desktop as well as laptop computers. Usually they are selected on the basis of the requirements, budgets, and choices of the end users. However, a few factors would still remain premier in such selections. Glass desks are great for combining comfort with effective space management for setting up desktop or laptop computers,
Getting the Right Height
For comforts as well as ergonomic reasons, the height of the computer desks is very important for the user. Since the computer desks are workstations and exact height is essential for such desks. At the same time the glass desks or wooden desks should not consume a lot of space either.
Proper Ventilation
Since the rear of computer generates a lot of heat, it would be necessary that an arrangement for proper ventilation is made by the user. In such cases the formation of the desks would of premier importance. Without proper ventilation, there can be damages sustained by the computer due to overheating.
Features of Computer Desks for Small Computers
Small computer desks are ideal for offices or rooms with small spaces. Accordingly the user has to take a few decisions as follows.
• No of compartments feasible or that can be conveniently accommodated in the small desk for small computers and small spaces.
• Either at home or at workplace the desks should match the contemporary styles and trends in the market.
• Wooden desks for small spaces should be sturdy as well as elegant besides being highly durable. However they would be a little expensive for such purposes. Advantages of wooden desks is that they can match any environment and with other furniture in the room very well.
• Glass computer desks for such smaller spaces and home or offices can excellently match the contemporary styles. Black, frosted, as well as clear glasses can be used for such purposes. They are not only stylish but much cheaper in comparison to their wooden counterparts.
• Wrought iron computer desks for such small spaces is one of the best options fro the users as they suit interiors effectively and are inexpensive in comparison to wood furniture.
Whatever the consideration for buying computer desks is, comfort and space management would be of utmost importance besides affordability.
Computerdesksforless.com helps prospective buyers dispense with the requirements of browsing through multiple stores only to be left disappointed. Buyers can find the exact computer desks they are hoping to buy right at the stores by checking out their great selection of corner computer desk and other related items.
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08 1月 12 Soft Skills Approach to TECHNOLOGY MANAGEMENT
TECHNOLOGY AND HUMAN RESOURCE MANAGEMENT
Soft Skills Approach
by
VIKRAM KARVE
The critical issues of technological change involve people, before profits. To anticipate signs of change when planning and implementing new technology, and assessing the impact of new technology on human resources, managers must ask questions such as the following:
What individual and organizational values are shifting? How will working conditions change? How will the change affect organizational and/or individual responsibility? Who must be re-skilled?
Seeking answers to these questions will enable managers to shift their focus from profit maximization to a concern about the integrated organization.
TECHNOLOGY FOSTERS INDIVIDUAL AND ORGANIZATIONAL VALUES
Traditionally, people chose to use new technology to perform dangerous, difficult or dirty tasks [3D’s], to meet a perceived need or because of a preference for a specific value.
Today, technology fosters value.
An unintended result is that technology becomes the prime driver and growth engine of organization and the human resource assumes a secondary role.
In a nutshell: employees facilitate the objectives of technology.
Therefore, managers within technology-driven organizations must consider three questions:
What individual and organizational values are shifting? Will the adoption of new technology devalue individuals? How can the new technology assist in the attainment of individual and organizational objectives simultaneously?
HOW TECHNOLOGY CHANGES WORKING CONDITIONS?
Managers often exploit employees to work long hours under technology driven working conditions and endure undue stress.
When profits are pre-eminent, managers use technology to control and monitor employers with the aim of maximizing output.
Employees tolerate managerial manipulation because they want rewards and job security.
With fear and insecurity as the prime motivators, employees tolerate stress, invasion of privacy, and expanded job descriptions in exchange for job security.
Before implementing technological change, managers must seek the balance between control and dignity. Technology must be used to enrich rather than degrade employees and managers must seek to prevent new technology from demoralizing the workforce.
HOW WILL TECHNOLOGICAL CHANGE AFFECT ORGANIZATIONAL AND INDIVIDUAL RESPONSIBILITY?
Technology brings with it the penalty of dependence.
When employees rely solely or to a great extent on technology in their tasks, they can soon believe themselves incapable of responding without technology.
Therefore, if technology can replace individuals, technology can displace responsibility.
In the technology-driven organizations, employees run computers and operate machinery. With the computer as the brain and the machinery as the backbone of the organization, employees no longer assume responsibility for production.
Because work is an extension of self, employees who do not feel good about their work do not feel good about themselves.
To deal with their depression and dissatisfaction, people look for solutions in self-defeating avenues and sources.
Never finding the answer and mitigation for their disenchantment, they return to work and find their feelings of worthlessness reinforced.
In order to help individuals cast off this vision of themselves as inadequate and accept responsibility, managers can collaborate with employees to define and align goals with appropriate standards for mutual benefit.
Managers can sustain and empower employees by sharing power and by holding employees responsible for output and for their security.
In this way, technology is the tool, and the organization is the environment in which employees seek satisfaction. As a result, the organization prospers.
WHO MUST BE RE-SKILLED?
If managers perceive technology as enhancing only the organization, the degree of change within tasks determines the extensiveness of re-skilling training. However, if their goal includes renewal of the human resource, training involves attitudinal, relational, and intra-organizational adjustment.
A comprehensive approach to training for technological change requires that managers perceive change as a process consisting of interdependent factors rather than merely training workers how to use new technology without considering behavioural, social, and contextual factors [Soft-Skills].
In addition to enhancing skills, managers must permit workers to express how they feel about their tasks as well as their changing roles and relationships with other employees.
By doing so, managers learn how to interact with employees in the technologically changed environment to create a synergy of experience, power, and knowledge.
Some employees, however, know ho to play the organization, to impede interaction and, ultimately, curtail growth.
Responsible managers, committed to the integrity of the organization and its employees, must identify these manipulative employees, confront and challenge them to change, and, if necessary, remove them.
Training for technological change requires courage as well as re-skilling.
Technological change involves people, not profits; therefore, the key to preparing for change is to understand how people react to technology.
Managers must ask how values and responsibilities shift within their own organizations. They cannot mimic the strategies of other firms or rely on the tactics of consultants.
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://www.linkedin.com/in/karve
VIKRAM KARVE educated at IIT Delhi, ITBHU and The Lawrence School Lovedale, is an Electronics and Communications Engineer by profession, a Human Resource and Training Manager by occupation, a Teacher by vocation, a Creative Writer by inclination and a Foodie by passion. An avid blogger, he has written a number of fiction short stories and creative non-fiction articles in magazines and journals for many years before the advent of blogging. His delicious foodie blogs have been compiled in a book “Appetite for a Stroll”. Vikram lives in Pune with his family and pet Doberman girl Sherry, with whom he takes long walks thinking creative thoughts.
Vikram’s Creative Writing Blog – http://vikramkarve.sulekha.com
Email: vikramkarve@sify.com
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05 1月 12 Management of Information Technology, Fourth Edition
Management of Information Technology, Fourth Edition
Management of Information Technology, Fourth Edition, is a comprehensive survey of the fundamental principles and practices necessary for managers to succeed in modern information-centric organizations. IT departments in today’s Web-based e-business world are in transition, moving from self-sufficiency toward managed dependencies in order to support aggressive and cost-effective e-commerce strategies. Managers in these high-performance organizations must implement disciplined processes and exhib
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21 10月 11 Business process Management – a technology for enterprise design
Business Process Management is a tool for enterprise design which requires to be agreed by only a few within the enterprise. BPM is concerned with the key features of business operations where there is great power and a large amount of added value. Business Process Management has to be directed by the following rules :
Major activities have to be properly mapped and documented.
• BPM builds a focus on clients through parallel connections between crucial events.
• BPM trusts on systems and documented processes to confirm discipline, uniformity and repeatability of excellence presentation.
• BPM relies on capacity action to evaluate the performance of each specific process, set goals and provide production levels which can encounter business goals.
• BPM has to be based on a unceasing method to optimization through problem solving and acquiring out extra profits.
• BPM has to be encouraged by best practices to make sure that superior effectiveness is realized.
• BPM is an tactic for value change and does not result simply through having good systems and the accurate structure in place.
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Business process management is the means by which the business enterprise targets to increase its procedures in order to attain its company goals. They have a set of normal processes in their business architecture and these are sustained by BPM values, which fulfill with business process management rules of extensiveness, possession, documentation, measurement and assessment.
business process management is the means by which the enterprise employees target to develop business processes to accomplish their main goals. Small and mid-size enterprise has a set of typical business processes in its corporate architecture which are reinforced by the use of core BPM values, although there are various in-process events, there is little understanding of BPM; the extent to which processes are documented differs extremely and the application of the BPM principles is arbitrary
business process management is the means by which the enterprise employees target to develop business processes to accomplish their main goals. Small and mid-size enterprise has a set of typical business processes in its corporate architecture which are reinforced by the use of core BPM values, although there are various in-process events, there is little understanding of BPM; the extent to which processes are documented differs extremely and the application of the BPM principles is arbitrary
Author is Internet Marketing professional, presently working with one of the leading enterprise software company offering business process management, BPM Software over the globe
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08 10月 11 Institute of Management Technology
Management courses have been growing in demand and so are the colleges providing these courses. Education industry, across the globe has seen a shift towards the increase in the ratio of students opting for management courses. The increasing requirement of the management skills in almost every industry and company has lead to the launch of management courses in all the study fields. The colleges in India have gained proficiency in providing world- class management education to students, thereby training them for jobs in companies all around the globe. The number of management colleges in India, keeps on getting opened day by day, but there are very few, which succeeds in gaining credibility from the students. One management institute, which has accomplished in forming a positive image among the students, is Institute of Management Technology.
The institute is popularly known as IMT Ghaziabad and is catering education in management courses to a large number of students pan India. The institute was formed three decades back and in this duration it has achieved the position among the top 10 business schools in India. The institute provide full time as well as part time management courses to its students. The main institute is located at Ghaziabad, with its branches in Nagpur and Dubai. IMT has a separate division for courses in distance learning, which is designed to provide education to all.
The regular management courses provided by the IMT Ghaziabad, are:
v Post graduate Diploma in Management
v Post graduate Diploma in Management- Finance
v Post graduate Diploma in Management- Human resource
v Post graduate Diploma in Management- International Business
v Post graduate Diploma in Management- Information Technology
ü Eligibility for all above courses is graduation with 50% marks in any field.
v Post graduate Diploma in Management- Executive
ü For doing Executive MBA course at ITM, the student needs to have graduation degree in any field, plus working experience of five years from a reputed agency.
The students appeared for the CAT examinations are only valid for the education in IMT. The students need to fill the admission form of IMT, which can be obtained from different IMT branches, IMS learning centres, various branches of Axis bank, and TIME centres. The selection of the students is on the basis of the CAT scorecard, followed by the procedures of group discussion and interview rounds. The students are judged on various parameters, before finally getting selected for the management courses at IMT. The respective dates for the submission of forms are updated on the official website of the institute, which should be checked by the students after a fixed interval of time.
IMT also conducts management development programme, which is to train the individuals in their respective fields. The institute has organised management development programmes for some of the most renowned companies of the country NTPC ltd., Steel Authority of India, Cyber Media India, HCL Technologies, Alstom Power, etc. The programme is aimed to train the managers to deal with the upcoming developments and to keep pace with the changes in the industry. The managers are provided with tips and sessions to polish their skills, so that they produce more effective and profitable results for the company. IMT works on the vision of providing world class education to its students, maintaining the global standards of the students, so that they are further able to compete with companies across the globe. The students are groomed with the vision of building workers, as per the standards of corporate excellence, matching the international standards, thus leading to the production of world class talent.
Gurleen Kaur writes on behalf of Shiksha.com. Shiksha is a portal that connects education seeker with education provider. Shiksha provides information about PGDM Courses and PGDMF Courses
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Tina Seelig of the Stanford Technology Ventures Program addresses the question of whether innovation and entrepreneurship can be taught to students. This is part of the Winter 2007 series: Technology: Change and Challenge. Series: Technology Management Program [5/2007] [Business] [Show ID: 12486]
04 10月 11 Supply Chain Management From Maharashtra Institute Of Technology, Pune
Supply Chain Management
Supply Chain Management From Maharashtra Institute Of Technology Pune Approved By Distance Education Council, Govt. of India, Supply Chain Management is a field related to Manufacturing Industries which deals with the transportation of Materials from one place to another. It is not just transportation, it also tells about time management, material handling.
Supply chain management (SCM) means the management of the flow of materials, information, services, and funds across the entire supply chain, from suppliers to component producers and from producers to the customer who is the ultimate receiver of the service or product. SCM does not merely handle the pre-sale or logistics activities but also helps in post-sale service activities. It has become interesting as well as inevitable phenomenon in the business world since it has proven that for better coordination, it is must. Also like Supply Chain Management, Material Management, Project Management to name a few. All Courses are Approved By Distance Education Council, Govt. of India.Career In Distance Learning Courses like Supply Chain Management, Material Management, Project Management to name a few. All Courses are Approved By Distance Education Council, Govt. of India
For this MIT Pune offers PGD in Supply Chain management which includes the following subjects:
Semester 1
Sub Code Details
113 Management Information Systems
112 Legal Framework and Business
130 Managing e-business
101 Quantitative Methods
108 Technology and Operations Management
Semester 2
Sub Code Details
702 Supply Chain Management
128 Enterprise Resource and Planning
603 Legal Aspect of Supply Chain Management
124 Risk Management
Project Report
For further details:
Contact: Delhi -9810202332
Pune – 09527632033
psmalik@mitsde.com
URL: http://www.mitsde.com/mailer_new/pr_mailer.html
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12 9月 11 2010 Cadillac Escalade ESV Gets Active Fuel Management Technology
The Escalade ESV array is accessible in four trims: Base, Luxury, Premium, and Platinum. The Platinum version of the Escalade symbolizes the peak of Cadillac distinction with the entire package of lavish inner features and a pleasing exterior with a polish that makes it a fine successor. Inside, the seats are leather exteriors in black or a color called cashmere adorns the Escalade inside, while Aniline leather takes care of creating the stylish look of the Platinum border. A great deal of the inside is electric powered, including heat and coolness, even the cup holders. fresh external colors for the 2010 Escalade ESV array comprise of Silver Lining, Galaxy Gray, Celestial Blue and last but not least, Black Ice.
The predictably motorized Escalade ESV’s carry on to make use of the completely aluminum 6.2-liter L94 V-8 engine, but now , the new version appears outfitted with Active Fuel Management technology that provides better gas effectiveness. Combined with the Hydra-Matic 6L80 6-speed automatic conduction, the 403-horsepower ESV is capable of pulling 8300 pounds including a rear wheel drive. It hauls 8100 pounds when using four-wheel drive in the set body due to the 417 pound per feet of revolving strength of the V-8 engine and a 3.42 back end. With extra bulk to pull, the bigger Escalade ESV has a somewhat lower towing upper limit of 7600 pounds on rear wheel drive and a hauling limit of 7800 pounds when using the four-wheel drive.
Innovative features included with the new 2010 Escalade ESV are a USB port located in the middle console, a steering column that locks, a Platinum type inner clock that is now on all standard ESV’s, face side thorax airbags, a improved parking brake discharge, and a battery efficient approach that turns the power off as soon as the battery’s energy becomes low owing to extensive feature usage. The internal door motif also has received a renovation to provide better collision defense on the sides.
Find out more about Cadillac Escalade ESV Engine and other industry specific topics.
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07 9月 11 Technology Management: Top strategic priority
Technology management for companies is about sustaining and improving a company’s competitiveness in the long-term. The aim of Technology Management is to sustain and improve the competitive position of a company’s technology exploitation. The management of technology should comprise three major factors: leadership, motivation of employees and appropriate management of technology (Li-Hua R, K halli T, 2006). The goal of Technology Management is to create a synergy among all the factors (i.e. research, development, planning, engineering, machines, software, production, and communication) to make them work together in the most efficient way to produce profit for the company in the long-term. Companies are under constant pressure to be innovative, to introduce new products and services to create difference in the market, and to make process innovations to improve their business performance (Schilling M.A, 2008). Rapid changes in the business environment and global competition forces companies to understand the business opportunities and risks of new technologies, and how important technological innovations are for industrial competitiveness (Mogee, 1993). Technological innovations can involve changes in products and services or changes in the ways of operating (i.e. process innovation) (Tidd J, Bessant J, Pavitt K, 1997). The aim of this study is to identify the common perception of Technology Management functions in IT companies, which elements are the most critical for them, and where the biggest development needs are in practice. The study was realised qualitatively in ten IT companies in Bangalore. The results show many similar characteristics in the IT companies, such as the nature of the technology strategy, the mode of co-operation in technology development, or the ways of acquiring technologies. However, differences were also identified mainly in the companies’ business models and company size.
None of the functions of Technology Management (Technology Management), were evaluated as the most important by the IT companies. However, certain functions of Technology Management were highly appreciated and are mostly related to the engineering activities, such as product development, technology development, information and knowledge management, life cycle management, and production process management.
Indian IT companies have been well known for their services and product development related capability, but there are shortcomings in the strategic and business management levels. Thus we decided to collect knowledge about the current state of Technology Management in IT companies. Before analysing the practices, we outline the functions of technology management according to the current literature. After that, we examine these functions in practice and identify the areas for development and importance of those.
Sancharan Roy has completed B.E. from Jadavpur University, with a specialization in Electronics & Tele-communication Engineering. He has completed MBA from NIT (National Institute of Technology), Trichy. He has more than seven years of work experience.
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Alexander Manu is involved in the development of strategic intellectual property and business concepts in the areas of conceptual design, intellectual property, user interaction, ideal experience mapping, and industrial design. In this presentation to the Technology Management Program he explores and defines new competitive spaces through strategic foresight for pre-competitive innovation. Series: Technology Management Program [9/2008] [Science] [Business] [Show ID: 14883]
Video Rating: 4 / 5
01 9月 11 ITSM (IT Service Management)
IT Service Management (ITSM)
IT service management (ITSM or IT services) is a discipline for managing information technology (IT) systems, centered on the customer’s perspective. ITSM stands in deliberate contrast to technology-centered approaches to IT management and business interaction.
ITSM is process-focused and has ties with process improvement movement (e.g., TQM, Six Sigma, Business Process Management, CMMI) frameworks and methodologies. ITSM is not concerned with the details of how to use a particular vendor’s product, or with the technical details of the systems under management.
ITSM is concerned on operational concerns of information technology management, and not on technology development. For example, the process of writing computer software for sale, or designing a microprocessor would not be the focus of the discipline, but the computer systems used by marketing and business development staff in software companies would be. Many non-technology companies have significant information technology systems which are not exposed to customers.
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IT Service Management is frequently cited as a primary enabler of information technology governance objectives.
The concept of “service” in an IT sense has a distinct operational connotation. It would be incorrect to assume that IT Service Management is only about IT operations, it does not encompass all of IT practice, and this can be a controversial matter.
It does not typically include project management. ITSM is related to the field of Management Information Systems (MIS) in scope. However, ITSM has a distinct practitioner point of view, and is more introspective as opposed to the more academic and outward facing connotation of MIS.
IT Service Management in the broader sense overlaps with the disciplines of business service management and IT portfolio management, especially in the area of IT planning and financial control.
Many companies are attempting to run their IT organizations like a business. They are viewing internal business units as customers who require maximum value from their IT investments, rapid response to their needs, consistent service levels, and full visibility into technology costs. In particular, senior executives are demanding this cost visibility to exercise appropriate financial controls and more accurately benchmark service costs.
To adopt this strategy, organizations must understand the business, including visibility into the defined or documented service offerings and business processes the IT organization delivers to the organization.
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