Emerging Technology

When most people think of the technological environment the first thing that comes to mind is whether or not they "have the Internet". This is only one part of the world of business. Every day a new piece of technology is being developed somewhere around the world. The technological environment could be something as simple as whether or not vendors use Interact to receive payment, or do you have to pay cash. The degree to which a region has an advanced technological environment is often related to the health of the economic environment which would contain the companies that are making money, and paying taxes, to support the government funds spent on the infrastructure.

In 21st century, Internet and browser are almost as common as text book and chalk board. Teachers are painfully aware of the importance of bringing technology into their curriculum, both to engage students and also to give them the skills they will need to success. Now that the hardware and connectivity are in place, the push is on to find the media that teachers can use to make utilizing technology worthwhile.

Using a lot of technology in conjunction with their project, for instance, learn how to download and resize the pictures, do word processing, cutting and pasting on the computer, and going back and editing. Student can did their assignment by posting blog.

Reference:

1. Using technology (2002). retrieved from
http://www.nationalmathtrail.org/nmt_report/using_technology.htm

2. W. Tim G. Richardson (23rd Jan 2009), The 6 environments, retrieved from
http://www.witiger.com/internationalbusiness/6environments.htm

Malaysia Technology Expo 2009

Malaysia Technology Expo 2009 or can be known as MTE 2009 was held in PWTC, Kuala Lumpur on the 19th till 21st February 2009.
When i went there, I found many new Malaysia Technology what were showed by the universities who invented it. Which attract my sight first was the Bio-ink technology. The research was done by UTM, Malaysia. Their objectives were to develop natural Bio-ink by using renewable and sustain able biological resources from plant resins and pigments; to produce lasting and attractive color for Ink by using natural pigments from plants that can lower the cost of production.
Another one was Sustainable production of natural dyes for textile product via submex. The invention were produced using mini pilot scale SUBMEX(10L), patent disclosure has been submitted, product—chemical free, recommended for a delicate and sensitive skin consumer, possible to scale up the process due to its low cost and sustainable technology. It was invented by MTUN.
In a conclusion, I have seen many new Malaysia Technology on Malaysia Technology Expo 2009.

Implementation of new technology

Workers resist the implementation of new technology because they are fear of loss of status, money, control or something else that they value such as losing a workplace with which they are comfortable. For example, construction workers in US resist the implementation of new technology which requires computer knowledge. According to the president of Chicago-based landscape contracting firm, many of company’s younger workers are technically savvy because they growing up using computer while the implementation of IT can cause a lot of distress for some older workers who do not use computer [1] .In another case, a company promise the process workers a 5% increase in their pay if they increased the number of assemblies they produced by 30% over a one-month period but the increase in productivity was only possible if the process worker learned and used the new computer controlled production machine. One of the reasons is that the bonus is not enough for to make changes to lifestyle. The second reason would be whether they will get the bonus as promised because in the past the management always reneged and excuses to not giving the bonus. The third reason is that the workers could not achieve the standard given because they had never used computer and fear of the prospect [2].
Human are people of habit, and it is hard for many people to change the way they have in the past. The workers tend to fear of unknown, and introducing change means the introduction of new and unknown elements to their work environment.
When workers feel threatened by some changes, they will likely to resist it. The resistance can be overt and observable. For example, they slowdown their works or sabotage their works. The resistance also can be covert and not readily observable because it is doe under the guise of ‘working as usual’ [3].

The manager insures that the implementation of new technology can be positive rather than negative by taking initiative. Involvement of system users in the implementation of the system not only produces better results but also helps overcome resistance to the changes in how work gets done. The system users will support the implementation if they involve in the designing the changes in the organization. Alteration in routine practices and work procedures decrease worker's confidence and ability to perform successfully. Participation in planning and implementation helps the workers accept new technology and working methods. Change can creates conflict within an organization between those who support the change and those who do not. Workers do not change unless they see a good reason for they to so. So the important first step to implement a new technology is to make a persuasive case for change by mount a political campaign and present an agenda. The workers also need to know why the change is necessary and important. The message must be show repeatedly using multiple media such as slide presentations, graphs and charts, and in one-on-one conversations. Sometime the increase of level of dissatisfaction with the current system is necessary to build the changes in the system.

[1] Mike Soniat (2008), ‘Overcoming Employee Resistance to Technology’, available at http://www.constructionexec.com/Issues/September_2008/Workforce_Development.aspx [Accessed 25 March 2009]

[2] Leslie Allan,‘Why People Resist Change’, available at
http://www.thefreelibrary.com/Why+People+Resist+Change-a01073927411 [Accessed 25 March 2009]

[3] Louise Fleming, ‘Business Studies: Your step by step guide to HSC success’ available at http://books.google.com.my/books?id=c_DsWIQ4QvoC&pg=PA27&lpg=PA27&dq=example+worker+resist+new+technology&source=bl&ots=P-SmKQrzuS&sig=rlryY2STTWQ2FbQIgo6zewCknZM&hl=en&ei=7cnJScvOO5yi6gPR_7ivAg&sa=X&oi=book_result&resnum=4&ct=result#PPA28,M1 [Accessed 25 March 2009]

[4] Robert T. Bramson and Ruth A. Bramson (2004), available at http://www.ajronline.org/cgi/content/full/184/6/1727 [Accessed 24 March]

1. Why might a worker resist the implementation of a new technology? Give some examples to support the idea.
The worker like use differentiation strategy. Even use new technology can reduce cost and time, but some are become normal and not special. Example: handtailor product compared to electronic embroider , some people like handtailor product due to its special and can not find one as the same as it in the world.2. What are some of the possible consequences of asking a worker to use a computer or similar device in his or her job? Critically discuss this.If the worker is really don’t adopt to the computer and feel hard to use, he or she might give up the job which they were doing now.
3. How can IT alter an individual’s work? How can a manager insure that the impact is positive rather than negative?
Though the computer, even people are far from each other, still can communication with the work .
For a manager , before doing the thing, he need collect dat from internet which is much more fast way.then planning and allocating the jobs. before do a project, he can evluate it with IT's help.

Malaysia Technology Expo 2009

Malaysia Technology Expo 2009 or can be known as MTE 2009 was held in PWTC, Kuala Lumpur on the 19th till 21st February 2009. Under the invention and innovation categories there were numbers of classed started from Class A till Class W. Each classes represented different kinds of industry such as telecommunication, agriculture, architecture and so on. Meanwhile, each of the innovation and invention consist of a project leader and few group members. On the other hand, there were some introduction about the University Kebangsaan Malaysia, UKM such as the faculties, the institute and etc.

Information Systems Strategy Triangle

1.Why is it important for business strategy to drive organisational strategy and IS strategy? What might happen if business strategy was not the driver?

Business strategy:
Where a business wants to go and how it’s going to get there.
Derived from market forces, customer demand, and organizational capabilities.
Competitive Advantage
Doing something well that customers value and competitors can’t do well.
If a capability is going to provide competitive advantage, it must be:
rare
valuable
inimitable
Competitive advantage produces “super-normal” profits.
It is often the result of many small decisions, which, in totality, create a “system” that has competitive advantage over other “systems.”
First-mover advantage – being the first to implement a particular strategy can “distance” one firm from the others, at least temporarily.
Sometimes, moving first allows a firm to develop a large enough market share that the competitive advantage can be sustained for a long period.
Threshold variables – not reaching this minimum level (or not having this capability at all) puts the firm at a competitive disadvantage.

Organizational goal (e.g., increase market share, etc.)

Strategy – plan for meeting goal

Org Culture

Org Capabilities and processes

IT

Fit/Alignment
Organizational goal (e.g., increase market share, etc.)

Strategy – plan for meeting goal

Org Culture

Org Capabilities and processes

IT
Fit/Alignment

Figure A: An alternative view of the relationship between business strategy, organizational strategy, and information systems
Porter’s strategies for achieving competitive advantage:
Low cost
Differentiation
Focus (niche)
Hypercompetition Framework
Assumptions:
Every advantage is eroded, they only last until competitors catch up. Once something is no longer an advantage it becomes a cost of doing business.
Sustaining an advantage is less important than creating new ones.
Advantages should be used to cause disruption; you should not try to sustain them. A series of “disruption” advantages can be used to erode competitors’ positions.
Initiatives should be started before the benefits of a current advantage erode.

Reflection question: How can a firm use information systems to
become a low cost leader
differentiate its products in the marketplace

Organizational strategies
How will the business organize itself to implement its business strategy?
Consists of: (See Figure 1.7 in text)
Organization
Business processes
Formal reporting relationships (structure)
Informal networks/communication
Decision processes/authority
Control
Decision processes/authority
Data (availability and use)
Planning processes
Performance measurement and evaluation
Culture
Values
Incentives and rewards
Informal networks/communication
Information Systems strategy
What IS capabilities would assist the organization in implementing its business strategy and fit with the organization strategy?
Alternative view - IT-oriented business strategy approach: What business strategy would allow the business to use a unique implementation of IT to gain competitive advantage (e.g., the Amazon approach).
Specifically, what IT architecture (hardware, software, network capabilities, and data) will allow the implementation of the chosen business strategy?

2
Electronic markets allow cooperating competing companies to control how a market in a certain business area operates. This can have strategic implications due to way this manipulates the environmental threat and opportunities. Internet commerce has the potential to replace traditional sales channels in both the business-to consumer and business-to-business sectors. In addition e-commerce can generate new business opportunities, for instance the sale of electronic content has provided a new channel for the distribution of music, and it may be argued, provided a different product. Overall, the business model has changed, so the operation of the organization also would be changed.


3. Chief information officers (CIOs) have the difficult job of running a function that rues a lot of resources but offers little measurable evidence of its value. Line managers are increasingly assuming responsibility for planning, building, and running information systems that affect their operations. To respond to business and technological changes, CIOs now must build relationships with line managers and assume new and more strategic roles. The strategic role of the CIO is becoming ever more complex, requiring an expansion of the organizational and structural possibilities for filling that role. This paper presents an extensive literature review on the role of the CIO. The research examines CIO role in Norwegian organizations. In this paper, results from a survey of Norwegian CIOs are presented. Norwegian CIOs have on average worked in the current organization for eight years, have worked in information technology (IT) for twelve years, report mostly to the CEO or CFO, and have eleven people reporting to them. A large percentage have a masters degree. Also, formal IS planning tended to be adopted by organizations with higher annual revenue, larger number of total employees, and broader span of control (i.e., the number of people reporting to the CIO). Higher CIO reporting level was also associated with greater extent of information systems plan implementation.
CIOs have two targets when they manage the IT project portfolio, money and time. CIOs estimate how much time each IT employee has to work on projects (as opposed to support). The combination of that time is use to determine the total project time for the year.
Typically, if a CIO does not spend all they planned then can accrue that money for future use. However, time is different. Every hour that reserved for projects is lost forever if it is not used that way.
In this troubled times, there is a huge demand for IT projects, it is critical that staff time is utilized efficiently. Historically CIOs approved projects, and then they waited for those championing the projects to bring them forward. The issue with that approach is that many managers are busy they tend to wait until the last possible moment to get things going. In the mean time, that time set aside for projects is going unused.
CIOs should encourage business manager and other champions to getting things moving sooner and telling them the resources are available now.

1. M.A. Dorenbos, The Information Systems Strategy Triangle, Available at: http://fhict.fontys.nl/es/MScModules/Isom/Shared%20Documents/Sheets/Chapter+1_Info+Stg+Triangle%5B1%5D.ppt ( Access on February 28, 2009)
2.Information Systems Strategy Triangle:
www.cobhomepages.cob.isu.edu/KreggAytes/mba624/no...

Information Systems Strategy Triangle

1.Why is it important for business strategy to drive organisational strategy and IS strategy? What might happen if business strategy was not the driver?

Business strategy:
Where a business wants to go and how it’s going to get there.
Derived from market forces, customer demand, and organizational capabilities.
Competitive Advantage
Doing something well that customers value and competitors can’t do well.
If a capability is going to provide competitive advantage, it must be:
rare
valuable
inimitable
Competitive advantage produces “super-normal” profits.
It is often the result of many small decisions, which, in totality, create a “system” that has competitive advantage over other “systems.”
First-mover advantage – being the first to implement a particular strategy can “distance” one firm from the others, at least temporarily.
Sometimes, moving first allows a firm to develop a large enough market share that the competitive advantage can be sustained for a long period.
Threshold variables – not reaching this minimum level (or not having this capability at all) puts the firm at a competitive disadvantage.

Organizational goal (e.g., increase market share, etc.)

Strategy – plan for meeting goal

Org Culture

Org Capabilities and processes

IT

Fit/Alignment
Organizational goal (e.g., increase market share, etc.)

Strategy – plan for meeting goal

Org Culture

Org Capabilities and processes

IT
Fit/Alignment

Figure A: An alternative view of the relationship between business strategy, organizational strategy, and information systems
Porter’s strategies for achieving competitive advantage:
Low cost
Differentiation
Focus (niche)
Hypercompetition Framework
Assumptions:
Every advantage is eroded, they only last until competitors catch up. Once something is no longer an advantage it becomes a cost of doing business.
Sustaining an advantage is less important than creating new ones.
Advantages should be used to cause disruption; you should not try to sustain them. A series of “disruption” advantages can be used to erode competitors’ positions.
Initiatives should be started before the benefits of a current advantage erode.

Reflection question: How can a firm use information systems to
become a low cost leader
differentiate its products in the marketplace

Organizational strategies
How will the business organize itself to implement its business strategy?
Consists of: (See Figure 1.7 in text)
Organization
Business processes
Formal reporting relationships (structure)
Informal networks/communication
Decision processes/authority
Control
Decision processes/authority
Data (availability and use)
Planning processes
Performance measurement and evaluation
Culture
Values
Incentives and rewards
Informal networks/communication
Information Systems strategy
What IS capabilities would assist the organization in implementing its business strategy and fit with the organization strategy?
Alternative view - IT-oriented business strategy approach: What business strategy would allow the business to use a unique implementation of IT to gain competitive advantage (e.g., the Amazon approach).
Specifically, what IT architecture (hardware, software, network capabilities, and data) will allow the implementation of the chosen business strategy?

2
Electronic markets allow cooperating competing companies to control how a market in a certain business area operates. This can have strategic implications due to way this manipulates the environmental threat and opportunities. Internet commerce has the potential to replace traditional sales channels in both the business-to consumer and business-to-business sectors. In addition e-commerce can generate new business opportunities, for instance the sale of electronic content has provided a new channel for the distribution of music, and it may be argued, provided a different product. Overall, the business model has changed, so the operation of the organization also would be changed.


3. Chief information officers (CIOs) have the difficult job of running a function that rues a lot of resources but offers little measurable evidence of its value. Line managers are increasingly assuming responsibility for planning, building, and running information systems that affect their operations. To respond to business and technological changes, CIOs now must build relationships with line managers and assume new and more strategic roles. The strategic role of the CIO is becoming ever more complex, requiring an expansion of the organizational and structural possibilities for filling that role. This paper presents an extensive literature review on the role of the CIO. The research examines CIO role in Norwegian organizations. In this paper, results from a survey of Norwegian CIOs are presented. Norwegian CIOs have on average worked in the current organization for eight years, have worked in information technology (IT) for twelve years, report mostly to the CEO or CFO, and have eleven people reporting to them. A large percentage have a masters degree. Also, formal IS planning tended to be adopted by organizations with higher annual revenue, larger number of total employees, and broader span of control (i.e., the number of people reporting to the CIO). Higher CIO reporting level was also associated with greater extent of information systems plan implementation.
CIOs have two targets when they manage the IT project portfolio, money and time. CIOs estimate how much time each IT employee has to work on projects (as opposed to support). The combination of that time is use to determine the total project time for the year.
Typically, if a CIO does not spend all they planned then can accrue that money for future use. However, time is different. Every hour that reserved for projects is lost forever if it is not used that way.
In this troubled times, there is a huge demand for IT projects, it is critical that staff time is utilized efficiently. Historically CIOs approved projects, and then they waited for those championing the projects to bring them forward. The issue with that approach is that many managers are busy they tend to wait until the last possible moment to get things going. In the mean time, that time set aside for projects is going unused.
CIOs should encourage business manager and other champions to getting things moving sooner and telling them the resources are available now.

1. M.A. Dorenbos, The Information Systems Strategy Triangle, Available at: http://fhict.fontys.nl/es/MScModules/Isom/Shared%20Documents/Sheets/Chapter+1_Info+Stg+Triangle%5B1%5D.ppt ( Access on February 28, 2009)
2.Information Systems Strategy Triangle:
www.cobhomepages.cob.isu.edu/KreggAytes/mba624/no...