{AM a PG - 685 MANAGEMENT P-3 : Technology Management Time : 3 Hours Max. Marks : 75 SECTION -A Answer any six of the following : (6x2=12) 1. Explain the following concepts : a) Need of technology. b) Technology audit c) Technology life cycle d) Intellectualities property rights. e) VC funding. f) The role of R & D in technology management. 8) Vision, Mission and Goals. b) Opportunities of technology management. i) Marketing Intelligence. SECTION - B Answer any three of the following : (3x8=24) 2. Explain the role of technology in competitive environment. 3. What is the importance of technology forecasting ? Explain the techniques of forecasting technology under “Normative category”. 4, Explain the new product development process with examples,PG - 685 2 5. 6. Explain how technology transfer takes place. What are the major considerations for such transfer ? Explain the risks in technology management. SECTION - C Answer any two of the following : (2x12=24) fe 8. 2 Explain the different types of technologies with suitable examples. What are the problems and issues in R & D management ? What are the ingredients for good R & D management ? Employees are always view technological innovation as a threat. Do you agree ? Substantiate your views in this regard. SECTION - D . Case study (compulsory) : (1x15=15 Marks) The Indian Software Company Located in several major cities, such as Bangalore and Hyderabad, the Indian software industry has grown over the last 20 years to be an international leader in software production. Indian software engineers are renowned for their high technical skills and comparatively low labour costs. It is these attributes that attracted companies, such as Microsoft, IBM and Intel, to make substantial investments in India. Banglabad Systems is an ambitious, young, Indian software company secking the best way to realize its plans for growth. The company is 10 years old and employs eighty-five people, only ten of whom are over 35. It works as a ‘software factory’, writing millions of lines of code as a systems-software subcontractor, mainly for a number of US and European firms and for two locally based companies. Orders come in with highly specified requirements, and the company writes the code on a jobbing basis, mainly using computer-aided software engineering tools. Banglabad was started by two brothers, both graduates of the prestigious Indian Institute of Technology. Jajesh Chakravarti worked as a programmer for a largeiM 3 PG — 685 German electronics company in India while his brother, Kumar, worked for a number of years as a software engineer for a major US software company. They inherited some family money and decided to start a company together. The company then recruited a Chief Executive, Nitin Shah, a relative and an experienced manager from a Canadian telecommunications company. The company is based in Bangalore. The decision to locate there was made primarily on the basis of the city’s large labour market for programmers and software engineers Many multinational IT companies are based there. Furthermore, and importantly, its lower levels of pollution and traffic congestion mean that the general working, environement is more agreeable than many Indian cities. Bangalore is famous for its nightlife and bars-an important draw for the young workforce. One of the company’s major selling points is its strict adhesion to quality management. Asa legacy of Jajesh’s association with the German company, a large amount of time and resources have been dedicated to winning ISO 9000 approval from the International Organization for Standardization (ISO). The company is one of the few in Bangalore to hold all relevant ISO quality management approvals. At first sight, the company is doing well. Itis profitable and has good relationships with its customers. But the Chakravartis are worried about meeting their very high aspirations and these concerns led them to appoint Nitin Shah. One of the major problems confronting the company is a tightening labour market. Salaries are increasing rapidly, and good software engineers are now in a position to pick and choose among employers. Whereas a few years ago salary level was the primary consideration for employees, recently the company has been losing employees to other companies offering more interesting and varied work and greater leisure time, which has also made it more difficult for it to recruit new staff. The profit margins of the company are becoming squeezed, and the company's largest client has opened a software company in China, where salary levels are significantly lower. A Second problem lies in the rapid growth of the company. Neither of the Chakravarti brothers has managerial experience or training. Although the business has been successful in the past based on its excellent project and quality management skills, the brother's admit that they have ‘flown by the seat of their pants’ in other areas, such as marketing and human resource managementPG — 685 4 0 Nitin Shah is aware of these challenges and thinks that the company’s future depends upon managing collaborative development projects. He believes that software subcontracting of the sort the company has been involved in the past is a ‘race to the bottom’. Prices and margins will continue to be squeezed. He knows that competitiveness depends on attracting the best and brightest workforce, and wants the company to be attractive to the most talented and creative local employees, but is aware that the he will never be able to recruit all the clever programmers that Banglabad needs. His business strategy has two elements. First, he plans to start selling applications software services to companies in the telecommunications industry, a sector he knows well. The company has experience in working in open, client-server, architectures and he feels it can produce software that will fit seamlessly with customers’ current environments, He needs to identify the best-possible collaborators to work with, a major issue given the great size difference between his firm and his customers. Second, he realizes that the company’s project management skills give the firm the opportunity to coordinate other local subcontractors to create significant scale in software writing projects. Here the company’s edge derives particularly from expertise in using capability maturity module (CMM), a package developed to measure how effective a software organization is in managing software projects to budget, and its ISO quality approvals. In effect, he plans to position the firm as the prime contractor, coordinating a network of subcontractors. Nitin’s plans include reorganizing the workforce around key collaborative projects and promoting five of the highest-potential engineers to project management pesitions. He recognizes the need to develop a technologically aware marketing Tunction. Previously, the company’s marketing was reactive and domestic in nature Itnow needs to become international and proactive in identifying and working with key clients. He needs to develop the management skills of the workforce such that it can manage both clients and its own new software products, and at the same time develop the ‘network management” skills required te coordinate local software suppliers. The company also needs to continue and develop its effective use of such tools as CMM, as it expands its technological ambitions in collaborative projects. ‘Analyze the case and give your comments in the light of Technology Management.(AQAA PG - 787 eee III Semester M.B.A. (Day) Examination, January 2009 (2007-08 Scheme) MANAGEMENT P-3 : Technology Management Time : 3 Hours Max. Marks : 75 SECTION - A Answer any six of the following. Each question carries two marks. (6x2=12) 1. a) Creativity b) Reverse engineering c) Venture capital d) Automation e) Technology audit f) TRIZ g) Technology Road Map h) Contract R and D. SECTION - B Answer any three of the following. Each question carries eight marks. (3x8=24) 2. Explain opportunity recognition process in technology development. 3. Discuss the various modes of technology acquisition. 4, Discuss the diffusion process of high-tech products in the market.PG — 787 QU 5. Leadership and team building are essential for technology management. Discuss. 6. Explain brain storming as a tool of problem solving. SECTION - C Answer any two of the following. Each question carries twelve marks. (2x12=24) 7. Explain the various ways of show-casing high-tech products in National and Intemational Markets. 8. Discuss the role of academy, R and D and industry in bringing out new technologies into the market. 9. Explain, in detail, technology forecasting, monitoring and assessment as applicable to technology management. SECTION ~D This case study is compulsory Game theory. It carries fifteen marks. (1x15=15) 10. Define a game and value of the game. What are the various strategies the players can adapt ? Define pay off and saddle point in game theory. Solve the following problem whose pay off matrix is given by : Player B B, B, B, Aft 3 4 e043 Ag aes | Player Aae __-PB - 637 If Semester M.B.A. (Day) Degree Examination, Jan./Feb. 2007 (Updated Scheme) MANAGEMENT P3: Technology Management Time: 3 Hours Max. Marks: 75 SECTION - A Answer any six questions. (6x2=12) 1. a) What is USP used by marketing ? b) Define “value” of a product. ¢) What is risk 2 d) Explain why why ana ©) What is innovation ? f) Distinguish between SKD and CKD. g) What is exponential smoothing ? h) What is product life cycle ? i) What is venture capital ? SECTION ~ B Answer any four questions (4x5=20) 2. What is Moore’s Law ? Where is it used ? How does technology play a major role in having competitive edge ? & Explain the concept of technology forecast. . What do you understand by translating the voice of customers to a product design ? What are the financing strategies used for technology management ? Explain. - What are the paths to corporate venturing What are the advantages and limitations of each ? Po,PD - 637 SECTION - C Answer any three questions. (3x10=30) 8. a) Explain the term market intelligence. b) What are the characteristics of technology intensive markets ? 9, Explain the process of technology acquisition. What are the issues involved in intellectual property rights ? 10, Whay are the steps involved in new product development ? Give the steps for a product like mobile phone - a) How can an organisation create innovative abilities of its Engineers ? Give few suggestions. b) While developing a technology what are the factors to be considered by an organisation before investing on the same ? 12. a) How do you Quantify Risk 2 b) New products for existing customers and new customers for existing products. Explain the above concepts. SECTION - D Compulsory (1x13=13) 13. Some organisations feel that they will make products which will give entertainment to customers in one form or the other. They will not make products which could be used for human destruction like those connected with nuclear application ion, how do you think they can plan their products for the With the above mis next 20 years ? Suggest some areas where they can go in for technology which will be playing a ~ major role in the next 20 years.HL Semester M.B.A. (Day) Degree Examination, Jan./Feb. 2006 (Updated Scheme) ECHNOLOGY MANAGEMENT ‘Time: 3 Hours Max, Marks: 75 SECTION -A Answer any six out of the followi (6x2=12) $. a) What is ‘incubation’ ? b) What is technology diffusion ? ©) What is venture capital ? dl) What is CKD’ ? ©) What is technology portfolio ? 1) What is radical innovation ? g) What is know-why ? hy What is Moore's Law ? i) What is Fourth Generation R und D 2 SECTION -B Answer any four questions out of the following: (4x5=20) 2. What do you understand by the term ‘technology audit’ ? 3, What are the sources of VC Funding in India ? 4, What do you understand by the term ‘appropriate technology’ ? 5, What are the indicators of technology competitiveness ? 6. What is the importance of marketing intelligence in technology management? What is Pearl's curve ?JU ~ 2945 SECTION -C Answer any three questions out of the following: (3x10=30) 8. What are the methods for technology forecasting ? 9, Explain in detail the various stages of Technology life cycle. 10, What are the different modes of Technology transfer? elaborate. II. What are the issues in pricing technology ? 12. Develop a format for sustained innovation in a pharmaceutical company. SECTION-D Vhis section is compulsory and it carries 13 marks 13. Technology for Logistics Management 1 Logistics contributes to an extent of 10 to 15 percent of national GDP. It bas heen established that an efficient logistics greatly improves the economy of country bringing in considerable saving. An efficient logistics can contribute to the economy through considerable reduction of lead time, inventory cost, cost and time over runs and expenses on transportation cost, The efficiency of logistics can be greatly enhanced through adoption of technology in logistics services, in the Indian context. a) What are the areas where technology can be leveraged for improvement in logistics efficiency ? b) What hu management ? les are there to overcome for infusion of technology in logisticsPeer one TIT Semester M.B.A. (Day) Examination, April 2004 (Updated Scheme) MANAGEMENT P3 : Technology Management Time: 3 Hours Max. Marks: 75 SECTION - A 1. Answer six questions from the following (6x2=12) a) What is corporate vision statement? b} Define vechnology cycle. ©) Define technology flow process. @) Detine drivers of value e) Whats venture capital ? 1) Whats innovation engine ? g) What is value chain ? h)_ Ditferentiate between science and technology. i) What are external assets of a country ? SECTION - B Answer four questions (4x5=20) 2. Explain importance of R & D in an organization, Give examples. 3. Explain the stages of new product development cycle. 4, How is a business plan developed for sustained innovation ? 5. Write a note on characteristics of technology intensive markets. 6. Explain the team approach forecasting and the Delphi technique. 7. Explain the changing role of a worker in a moving technological environment, SECTION ~C Answer three questions: (Gx10=30) 8 What is technology audit ? How does it differ from the conventional financial audit ? Give examples. 9. Explain risks and strategies for funding of venture capital projects. Give examples, 10. Develop a market plan (o launch a new high-tech product. 11, Whatis technology transfer ? What prerequisites are needed for a successful transfer of technology from a developed country to an underdeveloped country ? 12, What are the issues in intellectual property rights ? How is the scene in India ? SECTION - D Compulsory questions Suppose you are M.D. of a drug manufacturing company. How will you use technology and innovation to gain competitive edge ? Develop a business pian for sustained innovation. 13PG -710 Mae TH Semester M.B.A. (Day) Examination, January 2011 (2007-08 Scheme) MANAGEMENT P—3: Technology Management Time : 3 Hours Max. Marks : 75 SECTION - A Answer any six of the following. Each question carries two marks. (6x2=12) 1. Explain the following : a) Business Information Systems Strategy b) Process Automation c) Process Re Engineering d) Technological Feasibility e) Programmed decisions f) Innovations Management g) Employee Transformation h) IPRs. SECTION - B Answer any three questions. Each question carries eight marks. (3x8=24) 2. Explain the process of developing a Corporate Strategy and the role of internal and external factors. 3. Explain the following with suitable organisational examples. a) Economic Feasibility) Operational Feasibility 4, Explain the process of Change Management. 5. Explain the stages in Technology Life Cycle. 6. Explain the advantages of Intellectual Property Rights. P.T.O.PG - 710 SECTION — C Answer any two of the following. Each questions carries twelve marks. (2x12=24) 7. Mention various implications of technology on management. 8. Explain the role and relevance of R & D in leading the organisation to success. 9. New Product Development process is essential for success. Discuss. SECTION - D 10. Case Study This section is compulsory. (1x15=15) Joe Luddite, the leader of the Amalgamated Windmill Operatives Union, is preparing the annual wage claim for his members and has to decide between asking fora modest rise of 5 per cent and demanding a staggering increase of 15 per cent. He is not sure of the employer’s attitude. They may settle for 15 per cent to avoid a strike but they could hold out for 5 per cent and risk industrial action, A third possibility is that they would be willing to compromise at 10 per cent. Joe standing in the union depends on his success in the negotiations. If he asked for, and won, a 15 per cent rise his stock would be high. On the other hand, a 5 percent settlement after a 15 per cent claim would be taken as a sign of weakness. Worst of all would be a situation in which he asked for 5 per cent and it transpired that the employers would have settled for 15 per cent. He draws up the following payoff matrix to represent the relative benefits to himself of the various possibilities. Employers willing to settle for : 5% 10% 15% Union Claim. 5% 15% Determine Joe’s best strategy and the value of the game.