Transcript Document

TEC 401
Session One
Human Factors In Technology
Joseph Lewis Aguirre
FUD
Information Age Paradox
"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,"
Major E-Business Applications
Electronic
Business
Applications
Telecommunications
Networks
Enterprise
Communication
and
Collaboration
Electronic
Commerce
Internal
Business
Systems
MAJOR AI APPLICATIONS
Artificial Intelligence
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
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.
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.
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
Convergence
Technology
Organizational
Performance
Human Factors
Management Core Functions
Planning
Organizing
Directing/Leading
Controlling
Management Roles
Mintzberg’s 10 Management Roles:
Interpersonal
Figurehead
Leader
Liaison
Informational
Monitor
Disseminator
Spokesperson
Decisional
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Decision Making Framework
Information
Characteristics
Decision Structure
Business Professionals
Structured
Semi Structured
Un Structured
Operational
Management
Efficient, do thing right
Tactical Management
Business Unit Managers
-Effective, right thing
Strategic Management
Executives, Directors
-Transformation
RELATIVE TIME SPAN
Pre specified
Scheduled
Detailed
Frequent
Historical
Internal
Narrow Focus
Ad Hoc
Unscheduled
Summarized
Infrequent
Forward looking
External
Wide Scope
Decision Structure
Structure
Noncollaborative
Collaborative
Consensus
Majority
Weighted
Consensus
Committee
Majority
Individual
Weighted
Decision Making Process
Stimulus
Decision
Maker
Problem
Definition
Implement
ation
Decision Making Process
Intelligent Phase
Design Phase
Choice
Objectives
Problem statement
Data Collection
Modeling
Criteria
Alternatives
Solutions to the Model
Sensitivity Analysis
Plan for implementation
Implementation
Decision Making: Intelligence
Problem Identification
Problem Classification
Problem Ownership
Decision Making: Design
Modeling
Criteria
Alternatives
Decision Making: Choice
Search appropriate action
- Blind
- Heuristic
Decision Making: Evaluation
Multiple Goals
Sensitivity Analysis
What-If
Goal Seeking
Decision Making
Decision: Commitment to action
4
1
11
3
8
2
17
10
5
12
13
14
16
6
9
15
16
7
Decision Making Knowledge Based
4
1
11
13
3
8
2
17
10
11
5
12
F(h)
6
16
Knowledge0
13
8
2
17
15
10
7
5
12
3
14
9
4
1
14
6
9
15
16
Knowledge1
7
Decision Making Context
Management
Level
Organizational
Design
Maturity
Concurrency
Knowledge Base
4
1
11
3
8
2
17
10
5
12
13
14
16
6
9
15
16
7
Problem Solving
Intelligence
Problem
Space
Design
Choice
Problem
Space
Decision Styles
Intent
Need
Category
Get it done right
Get it done right
Get Along
Get Appreciated
Control
Accuracy
Approval
Attention
Ruler
Analyzer
Relater
Entertainer
Analyzer
Ruler
Relater
Entertainer
Passive
Aggressive
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
Critical Factors
•Innovation
•Human Factor
-Large proportion of top level professionals
-Innovative
-Optimistic
•Organizational Factor
•Management Competence factor
•Know How/Know Why
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.
Information Management
Innovator
Expert
Professional
Awareness
Knowledge
What to Think
Insight
How to Think
Types of Information Systems
WGSS
MIS
Flow
CRM
DSS
Transaction
What
EIS
Organization
Decentralized
TPS
AI
Office IS
Shared
Personal IS
High-Tech Characteristics
Large proportion of top-level professionals
Innovative
Optimistic
Decision Making Drivers
Decision Making Drivers at Work:
Decision Making Drivers at Large :
Technology
Complexity
Competition
Globalization
Environmental/Regulatory
Change
DECISION SUPPORT DRIVERS
•Speed, Timeliness
•Accuracy
•Cost Reduction
•Increased Productivity
•Technical Support
•Quality Support
•Competitive Tool
•Overcome Cognitive Limits in Processing and Storage
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
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
Enterprise Applications
Accounting and
Financial
Management
Customer
Relationship
Management
Human
Resource
Management
Supply
Chain
Management
Business
Decision
Support
Enterprise
Resource
Planning
Organizational Effectiveness
ENVIRONMENT
CLIMATE
Other Teams
Enthusiasm
STRUCTURE
Competition
Reward
System
Reporting
Relationships
Values
Clarity
Mission
Philosophy
Commitment
Stress
Feedback
System
Flexibility
Culture
Accountability
GOALS
Creativity
Collaboration
Marketplace
Decision
Making
Behavior
Norm
Involvement
Pressures
Trust
Competition
Traditional MFG. Organizational
ENVIRONMENT
CLIMATE
STRUCTURE
Other Teams
Competition
Mechanistic
Reward
System
Functional
Structure
Hierarchical
Values
Clarity
Mission
Philosophy
Commitment
Feedback
System
Flexibility
Culture
Marketplace
GOALS
Creativity
Collaboration
Enthusiasm
Centralized
Decision
Making
Control:
Standardization
Involvement
Pressures
Stress
Trust
Competition
Advanced MFG Technology
Organizational
ENVIRONMENT
CLIMATE
Other Teams
Enthusiasm
STRUCTURE
Competition
Organic
Reward
System
Flat
Values
Clarity
Mission
Philosophy
Feedback
System
Flexibility
Culture
Product Team
GOALS
Creativity
Collaboration
Marketplace
Commitment
Decentralized
Decision
Making
Control: Mutual
Adjustments
Involvement
Pressures
Stress
Trust
Competition
Organizational Resources
INPUTS
RESOURCES
OUTPUTS
Money
Money
Funds
Materials
Material
Products
People
Human
Services
Knowledge
Knowledge
Knowledge
Feedback
Implications of Advanced IT
Flattening Organizations
Horizontal Information Flow
-
Challenges
Uncertainty of new technology
Workforce training
Special characteristics of high-tech Personnel
Hiring
Acquisition of resources
Change management