Sage Publishing Managing Technological Change: A Strategic Partnership Approach

This book examines how new workplace technology can improve performance - and how it can have the opposite effect when it is not properly planned and introduced with the participation of key stakeholders. It provides an overview and explanation of the steps involved in technology planning, acquisition, development, implementation, and assessment. The theoretical underpinnings of each of these steps - systems theory; concurrent engineering; industrial relations theory - are discussed. The methods for assessing an organization′s needs and readiness for technological change are explored as are ways of identifying and eliminating organizational barriers to technological change, such as organizational culture, poor labour relations, and employee feelings of disenfranchisement. The final chapter addresses the necessity for ongoing evaluation and monitoring to ensure that the technological change continues to meet organizational, business and performance objectives. This textbook is designed for graduate students and academics in industrial and organizational psychology, industrial relations, professional degree programs (public administration), and executives in management training programs. Review "This book is essential reading for those practicing or studying technology management. It goes beyond rational technical introductions to technology management to include the social, human, and political world of organizational life. Organizations need to understand and address these dimensions if they are to succeed in improving their innovation processes, and also create a humane workplace."  -- Richard J. Badham "Managing Technological Change presents an integrative, strategic, and participative approach to technology management from a multi-industry perspective."  -- Jeffrey K. Liker "Managing Technological Change is the first volume that addresses the importance of including workers and their unions in the strategy management of technological change. It also contributes to the literature on this subject by moving beyond manufacturing and into the service and education sectors. This book should be of interest to scholars, students, and practitioners alike." -- Ulrich Juergens Synopsis This book examines how new workplace technology can improve performance - and how it can have the opposite effect when it is not properly planned and introduced with the participation of key stakeholders. It provides an overview and explanation of the steps involved in technology planning, acquisition, development, implementation, and assessment. The theoretical underpinnings of each of these steps - systems theory; concurrent engineering; and, industrial relations theory - are discussed. The methods for assessing an organization's needs and readiness for technological change are explored as are ways of identifying and eliminating organizational barriers to technological change, such as organizational culture, poor labour relations, and employee feelings of disenfranchisement. The final chapter addresses the necessity for ongoing evaluation and monitoring to ensure that the technological change continues to meet organizational, business and performance objectives.This textbook is designed for graduate students and academics in industrial and organizational psychology, industrial relations, professional degree programs (public administration), and executives in management training programs. About the Author Dr. Carol J. Haddad is a Professor in the School of Technology Studies at Eastern Michigan University in Ypsilanti, Michigan.  She joined the faculty in 1993, after a distinguished career in industry and academe.  Prior to her arrival at EMU, she served as a tenured faculty member at Michigan State University′s School of Labor and Industrial Relations (1978-1990), and held senior positions with the American Society for Training and Development in Alexandria, Virginia and with the Industrial Technology Institut