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Showing posts with label Technology. Show all posts
Showing posts with label Technology. Show all posts

Sunday, December 6, 2015

TECHNOLOGICAL CHANGE EFFECT ON PRODUCTION FUNCTION

Technological change has been defined broadly as “the process by which economies change over time in respect of the products and services they produce and the processes used to produce them" and more specifically as alteration in physical processes, materials, machinery or equipment, which has impact on the way work is performed or on the efficiency or effectiveness of the enterprise. Technological change may involve a change in the output, raw materials, work organisation or management techniques but in all cases it would affect the relationship between labour, capital and other factors of production.

PRODUCTION FUNCTIONS AND TECHNOLOGICAL CHANGE

'A production function attempts to specify the output of a production process (as a function of the various factors of production e.g., labour, capital, technology, management or organisation and land). It may be possible to explicitly state the nature of this function based on econometric studies but that is not our interest at present. We would like to understand the role of technology in the production process and for that purpose we would like to begin with the isoquant approach. An isoquant specifies a range of alternative combinations of two factors of production, say labour and capital, which can be used to produce a given quantity of the output and is based on the assumption that the other factors of production e.g. the state of knowledge of technology is constant.


Figure 1 : Isoquants and factor substitution 

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Sunday, January 30, 2011

Technology Transfer & Routes of Technology Technology Transfer

What is technology transfer ? Briefly discuss various routes of technology transfer. Give an example of specific route of technology transfer as adopted by an organisation.


Ans : Basically there are two ways of acquiring new technology : first is Develop it or purchase it; the second way of acquiring technology is commonly called “Technology Transfer”

The important reasons for purchasing technology are :

a) It involves little or no R & D investment.

b) Technology can be used quickly; and

c) Technological and financial risks are often quite low.

There are also good reasons for selling technology, such as :

a) Increasing return on investment

b) Technology may not have immediate use.

c) Technology has already been utilised up to its limit.

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Tuesday, November 24, 2009

Resistance to Change

Why do individuals and organizations resist change ? explain instances of resistance to change in any organization and the effectiveness of management strategies to overcome the resistance.

Ans : The main reason behind the employee’s resistance is the underlying fear and anxiety caused by uncertainties of change. In most situations resistance arises out of individual problems rather than technical problems. Resistance is often because of attitudinal factors and blind spots, which the functional specialists have as a result of their concern for and preoccupation with technical aspects of new ideas.

One of the common reasons for resisting change is the feeling of discomfort with the nature of change itself, which may violate their moral belief systems. Another reason for resistance may be the method in which change is introduced. This is observed when authoritarian approach is used and people are not informed. Other reasons for resistance may be inequity where the employees feel that someone is likely to get greater benefit than they are likely to get.

SOURCES OF INDIVIDUAL RESISTANCE :

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Wednesday, November 11, 2009

Organisation Culture

What is organization culture? Describe how organizational culture change can take place ? illustrate from an organization where culture change had taken place.
Ans : Organization culture covers a wide range of behaviour : the methods of production, job skills and technical knowledge, attitude towards discipline and punishment, the customs and habits of managerial behaviour; the objectives of the concern, its way of doing business, the methods of payment, the values placed on different types of works, belief in democratic living and joint consultation, and the less conscious conventions and taboos.


Definitions of Culture :
According to Schein (1885) the term “culture” should be reserved for the deeper level of basic assumptions and beliefs that are shared by members of an organization, that operate unconsciously, and that define in a basic “ taken-for-granted” fashion an organisation’s view of itself an its environment. The assumptions and beliefs are learned responses to a group’s problems of survival in its external environment and its problems of internal integration.

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