Intergration of Technologies in Business

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Executive Summary
This paper takes a look at the problem that organizations are having with the way in which new technologies are introduced into their businesses. The problem does not rest with the training packages that accompany the new technology it rest with the poor planning that takes place.
The paper also focuses in on the negative consequences that new technology brings to the supervisor without proper integration and training being conducted. According to Longenecker, (1998), he calls this problem the “Job Skills Gap Syndrome”, a condition, he says, that is spreading rapidly. The “Gap”, is the difference between the actual skill level and the skills needed to perform the job efficiently. A lot of organizations are having problems with training, compound that with the integration of new technology and you have just created the supervisors nightmare.
Policymakers in every organization are interested in improving the efficiency of the systems they have in-place, and if an investment is made in new technology then a return on the investment is expected. According to Barrios-Bradberry, (1998), one issue is Strategic Training and Development doesn’t take place. Most of time, companies develop and implement training without a thorough needs analysis resulting in training too much, training to little, or training for the wrong reasons. The overall long-term result is that employees/supervisors are not equipped or empowered to facilitate change. Normally, the following is how new technology is introduced to organizations which creates major problems for the supervisor.
Big Business offers this new technology with the promise of improved efficiency and lower operating cost. This new technology is mostly force feed down to the line with little or no input from the actual user or the supervisor on the implementation plan or the training plan. When the sale is made final a train the trainer team is supplied by the vendor and the product is introduced into the organization.
The problems start to develop prior to this point but normally the responsibility for failure is laid on the low-quality of the training support package, the problem is compounded by the organization that is receiving the training not ensuring that the main supervisors from that department’s where the new technology is headed aren’t included in training. This happens in most instances due to the organizations unwillingness to cut the supervisors lose to go to training or mandating that the supervisors go to training.
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