High technology management*

Article type: Research Article

Authors: Zeleny, Milan^;

Affiliations: The Joseph A. Marlino Graduate School of Business Administration, Fordham University at Lincoln Center, New York, NY 10023, USA

Note: [*] This paper is based on the earlier presentation in the ‘High-Technology Management/Management of High Technology’ Symposium at the AAAS Annual Meeting in New York City, May 1984. The author gratefully acknowledges the data and information inputs from Cathleen O'Connor of Pfizer International.

Abstract: High technology is fundamentally different from any other technology: it affects directly the nature and organization of tasks to be performed. Therefore, high technology, more than any other technology, has to be managed. We propose operational definition of high technology in terms of its effects on the support net of requisite relationships. This allows us to bring the distinctions between high technology, technology and appropriate technology into sharper operational focus. The symbiosis of men and machines is discussed in the framework of human systems management and symbionics. Principles of high technology management are outlined and their use in organization design demonstrated on real-life example of high-technology effects on systemic operations structures of an international company.

Keywords: High technology, human systems, technology support net, high technology management

DOI: 10.3233/HSM-1986-6203

Journal: Human Systems Management, vol. 6, no. 2, pp. 109-120, 1986