Management Technologies –
Management technologies sound like something next-generation, from our age of knowledge, but no. Through time, the human being has developed various TG, which have focused their essence on different aspects to make organizations more productive; I could cite, within the first TG that expressed themselves with such, Taylorism, Fordism among others.
Towards the conclusion of the 20th century and the beginning of this one, we find a wide variety of TG, which have become fundamental support for organizations to be competitive or differentiate themselves in this global market in which we live; then let’s see what they are.
What is Management Technologies – TG?
I start by saying that Technology is applied knowledge and Management is Doing (these are pragmatic definitions). Then you could say that the TG is the set of expertise applied to do a job within an organization. For example, when using the PDCA cycle (plan, do, check, act) or Deming circle, a TG is being applied to carry out operations or projects in the organization; This Technology is based methodologically and sequentially on planning, execution, evaluation, and improvement actions.
TG become tools based on practical, theoretical knowledge, developed through proven proposals (scientific method; often trial and error), generating models to carry out work in organizations, and seeking to be more productive daily. Of its operations.
What are the Management Technologies?
There is a diversity of management technologies, but in the following graph, I want to show the twenty-five (25) most used today in the world according to the research carried out by Bain & Company.
Observe in the graph that strategic planning is the most used in the analyzed sample; perhaps it is due to its more excellent development, better understanding, or more results obtained over time. Also, keep in mind that whoever uses one Technology may be using two or more simultaneously.
What should Management Technology use?
Having a wide range of TG possibilities, I recommend that each organization carry out its diagnosis (alone or with accompaniment) to define what it needs to be more productive. Then inquire about the approach of each TG, continuing to determine what each TG would contribute. TG, then take what suits you best from each one, to start building its management technology.
Each of these TG will have its advantages and disadvantages according to where and when they use. However, the bottom line is to prepare ourselves both to seize the opportunities and handle the risks of globalization.
The critical functions of technology management are as follows:
- Integrate Technology into the organization.
- Incorporate new technologies.
- Transfer technology.
- Develop interdisciplinary and inter-organizational projects.
- Promote technological innovation.
- To solve the problems posed by the markets.
- Carry out prospective studies on the evolution of technologies.
- Define the position regarding technological trends.
- Overcome communication problems.
- Integrate and motivate creative and innovative staff
- Manage research and development centers and teams.
Another definition of IT Governance is due to Peter Weill and Jeanne Ross 3, who defines this concept as “the specification of decision-making capacities and the accountability framework to stimulate the most appropriate behaviors in the use of IT technologies. information”.
Therefore, IT Governance has to do, above all, with the capacity of decision-making, supervision, and control of information technologies. In addition, it constitutes an essential part of the company’s Governance as a whole. It together with the organizational and managerial structure necessary to ensure that IT supports and facilitates defined strategic objectives.
The IT Government has to ensure that:
- Information technologies align with the business strategy.
- IT services and functions are provided at the highest possible value or in the most efficient way.
- All IT-related risks are known and managed, and IT resources are safe.
My Closing Reflections
If we try to replicate a TG, we are becoming a “mold company,” one more company, a cloned company.
When building the PTG, we are creative and investigating; we are working on R & D + I – Research and Development plus Innovation, something essential to competitive.
By building the PTG, we are generating the “genome of our organization,” that unique information content footprint of our company’s work, expertise, and experience. Let’s work on developing genuine companies.
People are unique. People are the ones who create up organizations, and organizations are outstanding; then, “Organizations are as unique as all of the people who make it up.”