Eras of technology.

The first phase of technological development was the handicraft era. During
this period, people made things by hand. They build their own houses, made
their own clothes, and developed their own medicines and herbs to combat
illness. In short, they were self-sufficient. The only specialist during this era
was carpenters, cobblers, and tailors, who provided the local population with
their services and in turn receives goods or money with which to buy food,
clothing and shelter. However, these craftsmen were to be found only in
larger towns where their services were required. In outlying areas such as
farm communities, for example, there was little need for a tailor or a
cobbler, although a blacksmith might be able to eke out a living. In any
event, there was a minimum of specialization. Almost everyone was a jack-
of-all-trades.

If humankind were to progress, however, it was necessary for people

to specialize, for with specialization come increases in productivity and
output. Many individuals welcomed such advances because they saw the
chance to obtain cheaper and more abundant goods and services.

Next, came the mechanization era , in which machine labor replaced

human labor. One of the most significant developments of this era was job
specialization, by which workers were assigned to a limited number of tasks
that were to be repeated over and over again. During this period, humankind
began to harness energy and use it to drive machinery; the spinning jenny
and the power loom are illustrations. There was thus an increase of
mechanization on two fronts; the workers and machines. Each was seen as
complements to the other, and between them productivity increased them
productivity increased dramatically. The age of mechanization was upon us.

A further increase in the use of machines and jobs simplification was

represented by the era of mechanistic technology. Eli Whitney, best known
for his invention of the cotton gin, introduced standardized interchangeable
parts in his production plant and was soon turning out muskets and clocks in
greater qualities and at a lower cost than ever before. A century later, this
basic idea was further extended through the development of the modern
assembly line, such as that used by Henry Ford in building his Model T. now
the pace of technology was increasing and the roles of the worker was
diminishing. The number of tasks a person had to perform was decreasing
and the amount of skill required was also declining.
 In many organizations, automated technology has replaced
mechanistic technology. Automated technology involves linking together
and integrating assembly-line machines in such a fashion that many
functions are performed automatically without human involvement. Some
people have contented that this development represents the beginning of a
second industrial revolution. Modern auto assembly lines are an excellent
illustration. So are office computer systems that are linked one to a the
other, allowing managers using a microcomputer to interface with a giant
mainframe. Nor is technology confined to the office. For example, oil
companies now use undersea robots for deep-water dives to repair oil
platforms or perform other hazardous tasks that used to be carried out by
human divers.

At present, a fifth stage, cybernated technology, is emerging.

Cybernetics refers to automatic control; today, by means of cybernated
technology, machines are running and controlling other machines. A classic
example is provided by modern computers that can monitor the temperature
throughout a plant or building and order the heating and air conditioning
units to turn off or on as needed. This form of environmental control is
helping to reduce costs throughout industry. Computers are also being
programmed to operate humans. As a result, robotics is gaining a foothold in
many enterprises.

R & D, KNOWLEDGE, AND TECHNOLOGY.

How has humankind been able to accomplish such tremendous

breakthroughs in technology? One way is thought the billions of dollars
annually invested in research and development. These expenditure are
bringing about the development of all sorts of new products. The results can
be seen in any large retails store more goods than ever before. And it does
not stop there. Thanks to research breakthroughs, we have supersonic
transport, telecommunication satellites, and computers for medical research.
In shorts, at work or home the employee is surrounded by technological
innovation. Furthermore, there is no going back. Technology is speeding up,
and the modern organization is being forced to accommodate many
breakthroughs.

TECNOLOGYY AT WORK.
 Technology has an effect on people at work for two reasons. First,
technology is causing a change in people’s values, which they bring to the
workplace with them. Second, technology is leading to changes in the work
environment, from the machines people use in creating output and making
decisions to the way in which their offices and workstations are designed. In
analyzing this people work environment – technology interface, we should
consider five areas:

1. changing organizational culture.

2. alienation in the workplace.
3. the fear of replacement by machines.
4. how workers feel about their jobs. .
5. the quality of work life issues.

DEALING WITH TECHNOLOGY

Technology is making many jobs easier. At the same time, it many cause
concern among personnel who are convinced that computers, robots, or
some other form of advanced technology will replace them. There is nothing
can be done to prevent the advance of technology. However, there are
human relations steps that could be followed to help with the personnel
challenge. Five of the most useful steps follow:

1. Become familiar with the jobs your people are doing. This has two
benefits. First, if new technology is to be introduced, you will have a
pretty good idea of what it can do. Second, most workers objects to
any changes that is likely to, lead to their being displaced. If you
understand how their jobs work, you are in a better position to help
them confront these problems.

2. Be aware of the negative impact technology can have. When people

become adjuncts of the machines they operate, their self-esteem and
 job satisfaction often drop. You cannot help your people deal with this
problem until you realize it is a common response to technology. It
does no good to tell a person that his job is interesting if he does not
see it that way. Try to empathize with those who are most affected by
the impact of technology. Then you will be better able to help them
adjust.

3. Get worker input regarding how to use technology. This is one of the
most effective ways of introducing work changes. The personnel often
have good ideas for using new machinery and equipment; after all,
they are the ones who do the job. If there are any shortcuts that can be
worked out, or problems in making the machine do what it is
supposed to, they will find them. There is no better source for
evaluating job technology than the workers themselves.

4. Keep your people apprised of what is going on. If you and your boss
have been talking about putting in new automated machinery, tell this
to the workers as soon as the decision is made. If you wait until the
machines delivery, the impact of the change will cause panic. You
need to introduce the change slowly. Surely, some of the workers may
accuse you of trying to undetermined their jobs and threaten to quit.

5. Be honest with your people. Some of workers will be displaced by

new technology. This is particularly true for those who do simple jobs
or those who are unable to learn new work procedures. In many cases,
these people will be able to obtain work elsewhere in the organization.
If this in not possible, the management should be open with them and
tell them they are going to be laid off. No one likes to gives people
this kind of news, but it is better to be honest with them in the dark
until the last minutes. The way you treat workers who are about to
leave will influence the morale and trust of those who remain in the
department. Honesty is always the best policy.

HOW CHANGE OCCURS.

When change takes place, three things happen:

1. There is a movement from one set of conditions to another.

2. Some force causes the change to come about
3. A consequence result from change.
The consequence is an alteration in the way things are done. For example, to
keep better track of inmates in prisons and to ensure the wrong person is not
accidentally released or transferred to another cell block, some prisons have
introduced “eyed entity” technology.

THE DIMENSIONS OF CHANGE.

The first things a manager must be know are the three dimension of change.
First there is the logical dimension, which is based on technological and
scientific reasons. Why is the change needed, from an organizational
standpoint? The logical answer is found in responses such as increases in
profit, productivity, or efficiency and decreases in cost, worker fatigue,
monotony, or machine down time.

Then there is the physiological dimension, the logic of the change in

terms of the workers affected by the change. Do these people feel the change
in the way the affected workers do? Do those changes beneficial for them? Is
it in line with their values? If the answer is affirmative, the psychological
dimension has been satisfied.

Finally there is the sociological dimension, which refers to the logic of

the change in term of the work group. Will the change be consistent with the
norms of the group? Will it help maintain teamwork? Will the group
members be able to live with it?

Unless the manager considers all three dimensions, implementation of

the change will be less than ideal.

THE BASIC STEPS IN CHANGE.

If the three dimensions changes are considered, the attention then be

focused on the basic steps of changes. There are five basics steps in securing
effective change, and each is vital to maximum effectiveness.

First, the manager must answer the question, “Is this change really
necessary?” Both the benefits and costs must be weighted. If the manager
has examined the dimensions of change we have discussed, the answer to
this question must be affirmative before further consideration of the change
process in undertaken.
 Second, the manager must consider whether the proposed change is
the right one. In many cases, there are alternative changes, any one of which
might accomplish the desired result. The manager must choose one that will
provide the best result for both the organization and the personnel.

Third, and often most important, the impact of the change must be
evaluated. What will be the effect of the change in the short run? In the long
run? These may be difficult question to answer, but the manager should
attempt some investigation to compare the impact various proposed changes.

Fourth, the manager must work to secure acceptance of the change. In

this case, workers most directly affected by the change hold the keys to
success. Their anxieties and fear must be reduced if the company hopes to
effect a successful change or both.

Fifth, there must be some follow-up. After the changes are

implemented, the manager has to obtain information on how well things are
going. Has the change been accepted and implemented properly? More
important, is it doing what was desired or was it waste of time?

PURPOSE OF ORGANIZATION.

The purposes of the organization are to give each person a separate, distinct
job and to ensure that these jobs are coordinated in such a way that the
organization accomplishes its goals. Except on the very rarest of occasions,
organizations are never ends in themselves, but are means to an end-that
“end” being the accomplishment the organization’s goals. Thus, an
organization consists of people who carry out differentiated jobs that are
coordinated to contribute to the organization’s goals.
ORGANIZATIONAL CHANGE AND DEVELOPMENT.

THE CHANGE PROCESS:

Over 400 years ago Machiavielli, a shrewd observer of management

behavior, made the following statement in regard to change, and it is as
applicable today as it was then:

It must be considered that there is more difficult to carry out, nor more
doubtful of success, nor more dangerous to handle, than to initiate a new
order things. For the reformer has enemies in all those who would profit by
the old order, and only Luke warmness arising partly from fear of their
adversaries, who have the laws in their favor, and the partly from the
incredulity of mankind , who do not truly believe in anything new until they
have had actual experience of it. Thus it arises that on every opportunity for
attacking the reformer, his opponents do so with the zeal of partisans, the
others only defend him halfheartedly, so that between them, he runs great
danger.

STAGE IN THE CHANGE PROCESS.

Expert agree that most organizational changes do not take place overnight,
instead, they proceed in stages. One way to think of these stages was
proposed by Lewin years ago. He identified three stages of change and
called these: unfreezing, changing and refreezing. The first, unfreezing
stages is necessary for prodding people into seeing the need for change. Here
some provocative problem or event is usually necessary to get people to
recognize the need for a change and to search for new solutions.

In the second, change stage the new change is introduced and

implemented. In the last, refreezing stage you provide the necessary
reinforcement to ensure that the new behavior patterns are adopted on a
more permanent basis. Lewis ‘s three stage process is important because it
underscores the need to “unfreeze” the parties and then “refreeze” them once
the changes are made.

In other words, assuming that some problems has been brought to

management,s attention :

1. Identify a “performance improvement area” and set standards.

2. Next, analyze the present performance, and determine if there is a
performance deficiency.
3. Analyze the cause the ABCs of the problem and finally.
4. Plan and implement the change.

HOW TO DEAL WITH RESISTANCE TO CHANGE.

Why do people “resist” change?

Whether you are trying to implement small changes in work

procedure or major changes, overcoming or minimizing employees’
resistance can quickly undermine and destroy your major hurdle. This is
because such resistance can quickly undermine and destroy your change
efforts and can manifest itself in many ways including decreased output,
absenteeism, stike , and hostility.

Why do people resist change? Lawrence says that resistance is not a

necessary concomitant of change and that a change if handled correctly may
evoke little or no resistance. He says this is because it is not the
“technological” aspects of the change that employees resist, but rather the
social consequences of the change “the change in their human relationship
that generally accompany the technical change” thus the important thing to
remember is that it is not the technical change itself most employees object
to, but rather the social consequences of these changes.

THREE APPROACHES TO ORGANIZATIONAL CHANGE.

Assuming it is useful to minimize employee resistance, what is the best way

to bring about an organizational change? If you think about it for a moment
you will see there are two extreme approaches you can take to implement
that change. On the other hand you could unilaterally decree that the change
will take place, and hope for the best. At the other extreme you could
delegate the problems is and let them come up with solution and proposed
changes.