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TEC 401 Session One

TEC 401 Session One. Human Factors In Technology. Joseph Lewis Aguirre. FUD. "Despite the existence of more and better information than ever before, time pressure prevents decision makers from gathering all that they need and from sharing it,"

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TEC 401 Session One

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

  2. FUD

  3. "Despite the existence of more and better information than ever before, time pressure prevents decision makers from gathering all that they need and from sharing it," -- Peter Tobia, author, "Decision Making in the Digital Age: Challenges and Responses," Information Age Paradox

  4. Major E-Business Applications Electronic Business Applications Telecommunications Networks Enterprise Communication and Collaboration Electronic Commerce Internal Business Systems

  5. 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

  6. Objectives • Technology and Business • Define the core functions of management. • Demonstrate how technology supports business management. • Recognize management challenges posed by emerging technology. • Identify how to meet technological challenges. • Impact of Technology on Business • Discuss the customer and the virtual value chain. • Examine the effects of technology on partnering. • Describe technology as a driver for organizational change. • Organizational and Social Impact of Technology • Examine the “new social contract.” • Identify ethical information policies within the organization. • Describe the application of technology to HR functions.

  7. Objectives (Continued) • The Customer, Global Business, and Technology • Examine globalization of technology. • Discuss business management for the multinational customer. • Describe personal challenges in knowledge management. • Managing Change for Emerging Technology • Discuss characteristics of technology-driven organizational change with regard to the implementation of technology. • Examine management of resistance to technological change. • Plan management of personal and organizational change.

  8. Is eCommerce Dead? “Not so,”…. in Europe and the U.S., about 75 percent of IT managers and CIOs are familiar with the concept, and about one-third expect to participate in an e-marketplace this year either as a buyer or seller. -- John Gantz, senior vice president at IDC

  9. Convergence Technology Organizational Performance Human Factors

  10. Management Core Functions Planning Organizing Directing/Leading Controlling

  11. Management Roles Mintzberg’s 10 Management Roles: Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance Handler Resource Allocator Negotiator

  12. 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

  13. Decision Structure Structure Non- collaborative Collaborative Weighted Committee Individual Consensus Majority Weighted Consensus Majority

  14. Decision Making Process Implementation Decision Maker Problem Definition Stimulus

  15. Decision Making Process Intelligent Phase Objectives Problem statement Data Collection Design Phase Modeling Criteria Alternatives Choice Solutions to the Model Sensitivity Analysis Plan for implementation Implementation

  16. Decision Making: Intelligence Problem Identification Problem Classification Problem Ownership

  17. Decision Making: Design Modeling Criteria Alternatives

  18. Decision Making: Choice Search appropriate action - Blind - Heuristic

  19. Decision Making: Evaluation Multiple Goals Sensitivity Analysis What-If Goal Seeking

  20. Decision Making 16 16 Decision: Commitment to action 4 1 11 5 12 13 3 8 14 6 2 9 17 15 10 7

  21. Decision Making Knowledge Based 4 4 1 1 11 11 5 5 12 12 13 13 3 3 8 8 14 14 6 6 2 2 9 9 17 17 15 15 10 10 16 16 7 7 F(h) Knowledge0 Knowledge1

  22. Decision Making Context Management Level Organizational Design Concurrency Maturity

  23. Knowledge Base 16 16 4 1 11 5 12 13 3 8 14 6 2 9 17 15 10 7

  24. Problem Solving Intelligence Problem Space Problem Space Design Choice

  25. Decision Styles Task Oriented Analyzer Ruler Entertainer Relater People Oriented Passive Aggressive Intent Need Category Get it done right Control Ruler Get it done right Accuracy Analyzer Get Along Approval Relater Get Appreciated Attention Entertainer

  26. Alternative Decision Making Models • Paterson’s 5-step • Pounds’ 8-step • Kepner-Trego 3-step • Hammond elements for smart choices • Cougar’s Creative Problem-Solving • Pokras’ 6-step • Bazerman 6-step anatomy of a decision • Beach’s naturalistic decision theories

  27. Critical Factors • Innovation • Human Factor • Large proportion of top level professionals • Innovative • Optimistic • Organizational Factor • Management Competence factor • Know How/Know Why

  28. Innovation Ability to take existing objects and combine them in different ways for new purposes Unicorns: Excel at abstracting concepts to arrive at generalized principles. Ability to think in terms of global concepts rather than narrow formats of deductive logic. Eagles: Fluency, flexibility and power of observation. Think futuristically. Consummate team players Otters: Innovate through extension of principle….trivia buffs. From diverse interests, Otters can find association and connection between several previously unassociated ideas.

  29. Information Management Innovator Expert Professional Awareness Knowledge Insight What to Think How to Think

  30. Organization Types of Information Systems WGSS AI DSS MIS Transaction Flow What EIS CRM Decentralized Shared Personal IS TPS Office IS

  31. High-Tech Characteristics Large proportion of top-level professionals Innovative Optimistic

  32. Decision Making Drivers Decision Making Drivers at Work: Decision Making Drivers at Large : Technology Complexity Competition Globalization Environmental/Regulatory Change

  33. DECISION SUPPORT DRIVERS • Speed, Timeliness • Accuracy • Cost Reduction • Increased Productivity • Technical Support • Quality Support • Competitive Tool • Overcome Cognitive Limits in Processing and Storage

  34. Organizational Culture Individual Initiative – individual freedom, independence Risk Tolerance – degree to which employee is encouraged Directions – Clarify of objectives and performance Integration Management support – clear communication and support Control – rules and regulations Identity – Identity to corporate or group Reward System Conflict Tolerance Communications pattern – hierarchical structure

  35. Organizational Culture Values – risk taking, ethics, Goals: Clarity, Commitment, Consistency Structure– reward system consistent with values and goals, accountability, reporting (C3), decision making, walk the talk, feedback Climate - Enthusiasm, Competition (supporting goals), Creativity. Collaboration. F;exibility, Involvement, Trust. Creative stress/ Environment – Other Teams/organizations, marketplace, Culture, Competition, Pressures

  36. Accounting and Financial Management Supply Chain Management Customer Relationship Management Business Decision Support Enterprise Resource Planning Human Resource Management Enterprise Applications

  37. 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

  38. 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

  39. 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

  40. Organizational Resources Money Materials People Knowledge Money Material Human Knowledge Funds Products Services Knowledge INPUTS RESOURCES OUTPUTS Feedback

  41. Implications of Advanced IT Flattening Organizations Horizontal Information Flow -

  42. Challenges Uncertainty of new technology Workforce training Special characteristics of high-tech Personnel Hiring Acquisition of resources Change management

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