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The first thing you should do before beginning any project is to be safe. When dealing with electricity is dangerous. By now your probably telling me that I’m stating the obvious, but many people try building their own PC and burn up their hardware, or worse, their home.

First Things First

To start . . . → Read More: Building A Computer From Scratch]]> Safety

The first thing you should do before beginning any project is to be safe.

When dealing with electricity is dangerous. By now your probably telling me

that I’m stating the obvious, but many people try building their own PC and

burn up their hardware, or worse, their home.

First Things First

To start with, you need some basic tools:

Phillips screwdrivers

antistatic grounding straps

small flashlight(I use the light on my cell phone)

And most importantly: YOUR HEAD.

Now We Begin

1. Locating the components for your project can be a lengthy task.

Compatibility is the most important. The parts must fit both, electrically and

physically.

2. Locate a case be sure to balance cost with quality. Note the power

supply wattage, the number of drive bays and board compatibility.

3. Locate a motherboard scalability is key. You want to be able to upgrade.

You also want to count expansion slots, note the type of slots(PCI, PCI Express, AGP and so on).

You need to note all data concerning memory speed, type, max capacity and so on.

You need to know the BIOS(read the manual that comes with your board)

Warning: Overclocking is risky. I don’t recommend it You could loose valuable data,

Or worse, you could fry your system!.

4. Locate a processor. Note the socket type that your mother board supports(LGA775, socket A ect…)

Try to find a bundle kit with heat-sink and fan to insure compatibility. Avoid OEM, OEM

Stands for Original Equipment Manufacturer These products come with Logo labels.

You have to obtain a license to use them.

5. Locate RAM(system memory). Note the type of memory supported by your mother board. Match the same type to insure compatibility(some type are reverse compatible).

6. Locate a hard drive. The more storage space and the higher the speed the better.

I.E. 320GB at 7200RPM. Note the type as well(ATA, SATA, Internal or external).

7. Locate floppy, CD, CDR., CDRW, DVD, DVDR, DVDRW drives of your choice.

Note the number of bays in your case and the max allowable IDE devices for your motherboard.

You may use USB or SATA if your board supports it.

8. Locate a video card. Note slot type. It must match your mother board.

9. Locate a sound card PCI is standard I recommend Sound Blaster for compatibility.

If your board already has integrated video and sound, you can ignore the last two statements

Unless you wish to bypass them. You then need to do that in BIOS(read the manual).

Put It All Together

First, use that grounding strap. It will keep your delicate components safe from ESD

(Electro-Static Discharge) AKA static. ESD is the No.1 killer of computer systems in general.

Lightening generates it in phone lines.

Its time to use that screwdriver. Begin by opening the case. It should come with all

the screws and fasteners you need.

Start by inspecting the case. Be sure it comes with a power supply if it does not then buy one.

Remove the I/0 plate on the back of the case and install the one that comes with your motherboard.

This is to insure a perfect fit.

Inspect the screw holes on the motherboard and note their locations.

Install the screw extensions(usually brass)that came with your case (in the same pattern of the mother board).

Be sure to read the installation instructions of your processor. Some socket types require you to install

a backing plate underneath the board to support the heat-sink prior to board installation.

Install the motherboard carefully. Use supplied screws(match Thread).

Wiring The Motherboard To the Case

I felt that this subject needed its own title because of the complexity.

You will find al sorts of wires inside the case with black plugs at the ends.

They are labeled. Usually one colored wire twisted around a white wire.

The colored wire is usually the positive and the white negative.

Polarity matters so be sure to read the manual that came with your mother board.

The plugs are labeled as followed HDDLED; PWRLED; PWRSW; RESETSW; SPEAKER. These plugs

are for the lights and switches on the case and are in some variation of the above.

Use that little flashlight of yours to locate on the motherboard(usually close to the front and bottom

of the case)the jumper panel usually labeled 1.

It is arranged as a selection of pins.

Due to the variety of different configurations it is easier to refer to the manual on this.

In the manual you will also find out what to do with all of the other USB and Audio ribbon cables inside

your case.

Plug In Your Mother board

Do not plug the computer in to the wall outlet yet. We are simply plugging in the power supply to the motherboard.

Refer to the manual for proper fit. ATX has at least two variation of plugs the small type from the

power supply is compatible to the large type on the motherboard if plugged up properly.

Plug in Your Drives

Hard disks and CD-ROM drives use slavery. I know your thinking I’m pulling your leg but I’m not.

If your using only one hard drive set it to “master” by moving the jumper on the drive to master.

It is usually labeled on the drive itself. Plug in the IDE cable from the hard disc

to the “primary” IDE port on the motherboard. It is usually labeled too(sometimes it is colored blue).

Since there is only one disk it is master(you really only need one disk 320gb is more than enough)

If you wish to connect more than one CD-ROM “type”(DVD, CDR, DVDR ect..) Drive then use a dual

IDE cable and set one of the drives to master and one to slave Then connect the cable from the two drives

to the secondary IDE port on the motherboard. Be sure to fully install all the

drives in the case before hooking up the plugs and IDE cables. Use screws supplied.

Plug in all the power plugs in all the drives from the power supply.

After installing the floppy or card reader plug in the special IDE and/or the Internal USB to the

Motherboard The IDE has a special twist in it so be sure to connect it properly(usually labeled)

Its smaller than the rest so plug it in to the “floppy IDE” port on the motherboard.

If its a card reader or a combo floppy card reader then plug in the internal USB to an available

USB Jumper Panel(refer to the manual for your mother board).

Plug in the special power plug into the floppy drive.

Plug In your RAM

When installing the RAM be sure to slide each card in the correct direction and facing the right way.

They can really only go in one way but this keeps you from damaging them by trying to force them.

Install The Processor

Be sure to install the processor in the correct direction. Apply Heat-sink Grease to the top of the

processor and install the heat-sink and fan according to the instructions that came with your heat-sink

or motherboard.

Plug In Your Expansion Cards

To plug in the expansion cards IE. video cards, network cards, sound cards ect.

Match slot type(PCI to PCI; AGP to AGP; PCI express to PCI express).

Be sure to remove the slot cover for the selected slot then install the card.

Be sure to place a screw to hold the expansion card so it does not come

out of place.

All card basically follow the same installation instructions.

The Final Check

Take the time to look over the system and be sure all plugs are properly installed. If you have any doubts

ask don’t be afraid to ask someone in the field of computers to help you or you can contact me.

Connect The External Stuff

You can now connect your monitor, keyboard, mouse and install your operating system.

After your operating system is installed be sure to install all the software provided with your motherboard,

video card, sound card, disk drives, monitor, and other input devices.

Your Done

Well you did it. Was it tough? It gets easier every time you do it.

I hope you did not have any serious problems.

Problems crop up almost every time you build a PC.

Its how you solve those problems that matters. Well Good luck!

I was born in Albuquerque, New Mexico. I was always fascinated with computers and electronics as a child. I completed the Cisco Networking Academy course in At Mary G. Montgomery High School and attended the University of South Alabama majoring in computer engineering but never completed. I’m mostly self taught. I am currently a webmaster and business owner of Hortontech Custom Computers [http://www.hortontech.net]

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Correspondence, perhaps the most commonly used medium in technical writing, is often viewed as a mundane administrative task. However, for the non-native English speaking technology professional, correspondence provides an opportunity to promote laboratory activities within a technical organization. Successful articulation also means greater access to similar organizations abroad. Nevertheless, when writing in the . . . → Read More: Technical Correspondence – What Professionals Need to Learn]]> Introduction

Correspondence, perhaps the most commonly used medium in technical writing, is often viewed as a mundane administrative task. However, for the non-native English speaking technology professional, correspondence provides an opportunity to promote laboratory activities within a technical organization. Successful articulation also means greater access to similar organizations abroad. Nevertheless, when writing in the workplace, technology professionals are often forced to rely on business correspondence materials owing to the lack of a more suitable reference. This article examines the technical correspondence of fifty-two Chinese technology professionals at the Industrial Technology Research Institute (Hsinchu, Taiwan) over a one year period. Based on those observations, five common types of technical correspondence are identified: technical cooperation, technical visits abroad, technical visits from abroad, technical training, and requesting information.

Five Common Types of Technical Correspondence The technical correspondence of fifty-two Chinese technology professionals at the Industrial Technology Research Institute (Hsinchu, Taiwan) was collected and analyzed over a one year period. Their correspondence was categorized into the following five categories:

1. Technical Cooperation Correspondence involving technical cooperation typically includes exchanging information, seeking technology licensors, paving the way for technology transfers, proposing how to proceed with technical cooperation, requesting participation in/or accreditation by an international body, and reporting the current status of related activities. Common patterns in correspondence related to technical cooperation include the following:

a. Stating the organization’s intention of seeking cooperation. Simply stating the organization’s desire to form a cooperative relationship with another organization helps avoid future confusion. Examples are provided below:

I’d like to propose a technological information exchange between our two organizations regarding environmental pollution prevention-waste minimization. We are seeking potential licensors of the Autoclaved Lightweight Concrete (ALC) product technology on behalf of local manufacturers in Taiwan, ROC. In addition to our in-house R&D, we are also considering the possibility of technology transfer, from a foreign company, of a technology that is ready for (or close to) commercialization and that is already under patent protection. We are currently involved in a gear box development program and are seeking foreign partners who are capable of developing gear boxes or who can engage in a cooperative technical program with automotive manufacturers in the R.O.C. We are anxious to develop long-lasting cooperative relationships with manufacturers such as yours. We recognize that the continued success of our work depends on our sharing and exchanging experience with similar organizations.

b. Giving background information about the organization (e.g., mission, major activities, and achievements). Providing background information about the organization allows the other party to know whether both parties’ interests and expertise are compatible. Examples are provided below:

Our organization, Mechanical Industry Research Laboratories (MIRL), is a subsidiary of the Industrial Technology Research Institute (ITRI) established by the government of the Republic of China (ROC). One of our missions is to aid the local industrial sector by upgrading technology levels. One of our strategies is to license technology from abroad. The experimental results generated so far in this project have already been most helpful in Taiwan’s environmental protection work.

c. Providing suggestions on how to initiate cooperation. Examples are provided below:

I am looking forward to hearing your ideas or suggestions regarding this information exchange opportunity. I would also like to arrange for a ten-day technical visit to your organization this upcoming May as the initial step of our cooperation. If you are interested in licensing this technology, please send the above mentioned information to the above address for evaluation. Further discussion, or a possible visit by members of ITRI to your production facility, would seem to be the appropriate next step. I suggest that ABC Corporation send a technical expert to UCL before the end of July and give a presentation, regarding the product development of this technology, to our scientists and technical staff. Please let me know if there are any areas of common interest you would like to discuss.

d. Commending the achievements and reputation of an organization. Sincerely acknowledging or commending the other party’s success in a particular technology expresses the organization’s intention to contribute toward as well as learn from the collaborative relationship. Examples are provided below:

Your corporation has a long tradition of providing outstanding engineering TP (e.g., Noryl) that has various properties and excellent quality. ABC Corporation is recognized as the global leader in developing, producing, and marketing transdermal drug delivery system. ABC’s Biotechnology Group has developed some interesting products that we would like to understand in more detail before reaching the licensing stage. Stat-Rite 2300 is an excellent anti-static polymer that blends well with other thermoplastics and can be used in ESD applications. We believe that this permanent anti-static plastic has a strong market potential, especially in light of the emerging electronics industry in Taiwan.

e. Describing the reason(s) for technical cooperation. More than merely attempting to describe the organization’s intentions, the writer should outline specific plans or describe what has been achieved so far. Examples are provided below:

A new facility is to be established in Taiwan to design, develop and produce auto transmission parts. Therefore, we are seeking partners for technical cooperation through licensing and joint venture agreements. We are currently involved in a gear box development program and are seeking foreign partners who are capable of developing gear boxes or who can engage in a cooperative technical program with automotive manufacturers in the R.O.C.

2. Technical Visits Abroad

Correspondence involving technical visits overseas typically includes proposals for technical visits, topics of discussion, confirmation reminders, changing dates or itineraries, hotel accommodations and transportation, expressing appreciation for hospitality during stay, accepting invitations, and declining invitations. Common patterns in correspondence related to technical visits overseas include the following:

a. Proposing the visit and outlining preliminary details. A technical visit should be viewed as a way of satisfying an organization’s need (e.g., information exchange, short training courses, or general understanding of their operations). Details such as time and discussion topics should also be included. Examples are provided below:

It would be much appreciated if you could arrange for me to observe your production line during my stay at ABC on March 19, 1993. I would like to visit the Special Carbon Division (or the Technical Center) of ABC Corporation/Massachusetts during the upcoming trip. Professor Liu from the Virginia Institute of Technology recommended that we visit your renowned institute and find a time to discuss our needs with you, as well as to learn of your own related experiences. We recognize that ensuring continued success of this program depends on our observing and understanding similar work in other countries. At this stage, I would like to arrange for a visit to your country. I am keenly interested in visiting Dr. Jones and his staff to learn of all the operational aspects involved with this program.

b. Explaining the purpose of the visit. A direct statement of what the writer expects during the technical visit may prevent confusion about what the other party is able or willing to provide. Examples are provided below:

We need to enhance our knowledge of carbon black in terms of the chemistry, characterization, and processing application (e.g., ESD protection, wire and cable, coating and UV protection). Such knowledge would also benefit our customers, many of whom are manufacturers. Purpose: to understand and evaluate successful cases and the current status of the Japanese dye industry with respect to technology, equipment, and information on industrial waste minimization. Visits to compressor system companies that manufacture systems for heat pump or vapor recompression would be equally beneficial. Information regarding the variety of available heat pump systems would also be quite useful for future promotion of such systems in Taiwan.

c. Commending the organization’s achievements. Complementing another organization on its achievements is not only good public relations. It also gives the organization a clearer idea of what your expectations will be when and if you pay a visit to their facilities. Examples are provided below:

Waste minimization is a global trend, and your country already has much experience in this area. As well known, ABC Corporation has the resources needed to produce good quality diverse carbon blacks.

d. Emphasizing the cooperative nature of the visit. The technical visit should be described in terms of a specific perspective. It is not only your organization that stands to benefit. A technical visit can also clarify the common interests and capabilities of both organizations. This may pave the way for future collaborative activities. The following Examples are provided:

I hope this visit will strengthen the ties of cooperation that bind our organizations. In light of these concerns, we are looking forward to collaborating with your organization in the near future. We hope this visit will open doors for further cooperation between our two organizations.

3. Technical Visits from Abroad

Correspondence involving technical visits from abroad typically includes inviting speakers, inviting a consultant or guest worker, setting agendas for technical visits, letters of approval-technical visits, financial arrangements, hotel accommodations or travel arrangements, and changing the dates of technical visits. Common patterns in correspondence related to technical visits from abroad include the following:

a. Inviting the speaker. Speaker invitations should include preliminary information on the role that the participant will play and the topics covered at the event. Examples are provided below:

In light of your renowned research and your contributions in the field of GRIN polymers, we would like to formally invite you to serve as the Invited Speaker at the upcoming GRIN Materials Symposium. We would like to invite you to give a talk at our upcoming silicone technology seminar. This is an official invitation to three ABC Corporation specialists, Mr. Smith, Mr. Jones, and Ms. Lin, to participate in a CGMP seminar and visit our local bulk pharmaceutical chemical plants. Please recommend one scientific expert to serve as a short term consultant at CMS, whose expertise is highly relevant to the following subjects.

b. Providing details of the event. The letter should include specific topics, time of the event, and perhaps a description of some of the participants who will attend this event. Examples are provided below:

We are organizing a seminar on Conductive Plastics for Anti-static/ESD Applications that will be held at Union Chemical Laboratories/ITRI on April 16. The ultimate purpose of the seminar will be to provide a channel of communication between IC assembly houses and IC container manufacturers. The seminar will also focus on issues related to the properties and technology of conductive plastic compounds. The meeting will be held on April 25-26, 1994 at the National Central Library, Taipei. We hope that you can give two lectures, at 31:20-14:05 and 15:10-15:55 (4/25/94), respectively. Reception dinners are to be held on the evenings of April 25 and 26, and there will be a short tour of Taipei on April 29.

c. Compensating for the visit. Financial details regarding compensation should be stated as simply and directly as possible to avoid confusion. Examples are provided below:

Round-trip airfare ticket (business class) and accommodations will be provided. Please pay in advance for the round-trip airfare ticket, and other incidental expenses; retain the receipts as well. We will reimburse you (by check) prior to your departure of Taiwan.

d. Making preparations before the visit. The speaker should not be given any last minute surprises with respect to what materials and future information is required. Examples are provided below:

Please fax us your curriculum vitae, lecture topics, and half-page abstracts before January 31, 1994, as well as the complete papers before March 1, 1994. Please fax and send all our materials to me on time so that we will have sufficient time for translation and printing. I also need your curriculum vitae, including name, date of birth, place of birth, nationality, marital status, academic qualifications, professional experience, scientific achievements, current scientific activities, other science-related activities, and selected publications.

4. Technical Training

While technical visits overseas (point #2 above) may only last a couple weeks, the correspondence for technical training is more detailed since the length of stay may be up to one year. Correspondence involving technical training typically includes invitations to speakers, guest worker applications, application cover letters, suggestion letters for training content, training course confirmations, arranging accommodations, application rejection acknowledgments, and appreciation letters upon return from training program. Common patterns in correspondence related to technical training include the following:

a. Proposing the training course of guest worker period. Proposing the technical training period should be stated with confidence in the organization’s ability to meet the organizational or individual needs. Examples are provided below:

Could you provide a short training course on the current developments and applications of MS in polymer research. Would you allow me to serve as a guest worker in your laboratory? I would like to serve as a guest worker in your laboratory for six to eight months.

b. Describing the applicant’s current work and research interests (as related to the training program). Providing as much information about the applicant’s individual background or organizational requirements or needs will allow the reader to determine whether he or she can be of assistance. Examples are provided below:

I have a masters degree in Materials Science and Engineering and have received special training in thin film deposition photolithography and chemical etching. I am currently designing a process that would integrate these technologies for the development of a pressure sensor that is based on a metal thin strain gauge. The Pressure/Vacuum Measurement Laboratory at the Center for Measurement Standards is planning to develop the primary pressure standard (PPS) of the mercury manometer so as to promote and strengthen our laboratory’s measurement capabilities.

c. Clearly stating how the training course can benefit the applicant’s organization. A clear statement of what the applicant expects to gain from the training course will avoid further confusion. Examples are provided below:

I also agree that the introduction of Molecular Simulation at UCL would provide a more thorough understanding of the polymer morphology-structure property relationship and the directions for research activity. You laboratory, one of the leaders in this field of research, could provide me with a marvelous opportunity to learn about sensor manufacturing.

d. Setting an itinerary or set of topics that will be covered during the training program. Stating the applicant’s expectations of the training itinerary may prevent later disappointment. Examples are provided below:

I hope that through this short training program we can determine the systems and research topics that need to be focused on. The following topics may be a helpful guide for you when deciding the contents of this short training course. Of course, you should feel free to amend or expand on any of these topics. We hope to enhance our technical knowledge of PPS, particularly with respect to temperature measurement and control, anti-vibration, and pressure control.

5. Requesting Information

Correspondence involving information requests typically includes requesting program information, requesting company information, requesting product information, requesting technology information, requesting reference materials and price quotations – information services. Common patterns in correspondence related to requesting information technical training include the following:

a. Stating the organization’s interest in the requested information. Requests for information should not be viewed as merely a means to obtain information. Instead, information requests should be considered as the first step in identifying the mutual interests of both organizations. For instance, how will the other organization benefit from supplying this information? Examples are provided below:

We intend to explore other possible applications of these films, particularly in the IC, electronics and packaging industries here in Taiwan. We plan to file an IND for scopolamine T.D.D.S. with the Bureau of Drugs (Taiwan’s counterpart of the FDA). Please provide us with the following documents and samples required by the Bureau. Our laboratory is currently developing a flow measurement test rig. Our design consultant suggests the use of ABC valve products on some of the mechanical components. The following is a list of items we are interested in purchasing from your company.

b. Requesting information. By clarifying your organization’s interests, you allow the reader to make a correlation between the interests and goals of both organizations. Examples are provided below:

Please send me introductory information as well as other relevant publications that explain your strategies, methodologies, achievements, and future objectives. Since our goal closely resembles that of your organization, we would like to develop a partner relationship with your Industrial Material Exchange Service and, in this way, facilitate information exchange and other possible collaborations.

Conclusion This article has identified five common types of correspondence written by non-native English speaking technology professionals. As a preferred alternative to business correspondence materials that often do not match the writer’s requirements, the common types of technical correspondence introduced here allow technology professionals to articulate their goals of promoting laboratory activities and creating collaborative ties with their counterparts abroad.

References

• Knoy, Ted (1995). A Correspondence Manual for Chinese Technical Writers Hsinchu, Taiwan Industrial Technology Research Institute
• Knoy, Ted (2000, February). Overcoming Chinese Colloquial Habits in Writing. The Internet TESL Journal, Vol. VI, No. 2
• Knoy, Ted (2000). An Editing Workbook for Chinese Technical Writers. Hsinchu, Taiwan: C Web Technology
• Knoy, Ted (2000). Advanced Copyediting Practice for Chinese Technical Writers. Hsinchu, Taiwan: C Web Technology

For Your Students You may refer your students to a set of sample correspondence in template form at http://www.chineseowl.idv.tw/html/correspondence/

Ted Knoy
http://www.chineseowl.idv.tw

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Socio-Technical Systems (STS) is “concerned with the interactions between the psychological and social factors and the needs and demands of the human part of the organization, and its structural and technological requirements.” (Szewczak, 2002, p. 107). In organizational development, STS is an approach to complex organizational work design that . . . → Read More: Reinforcing Values through Socio-technical Systems]]> Socio-technical theory & Organizational Culture

Socio-Technical Systems (STS) is “concerned with the interactions between the psychological and social factors and the needs and demands of the human part of the organization, and its structural and technological requirements.” (Szewczak, 2002, p. 107). In organizational development, STS is an approach to complex organizational work design that recognizes the interaction between people and technology in workplaces. Initially, practitioners looked at optimizing the requirements of technology with the needs of humans. However, McLoughlin (1999) asserted “The chief lesson of the research was that if management concentrated on maximizing their economic gains by improving the technological system of the organization without similar attention to the social system, then the economic benefits would be less.” (p. 136). In the pursuit of economic efficiency, an STS approach must take into account both elements as well as how they affect the organizational culture.

Organizational culture comprises the attitudes, values, beliefs, norms and customs of an organization and is considered to be intangible and difficult to measure. In describing organizational culutre, Trompenaars and Woolliams (2003) use the analogy of an onion that can be distinguished in three distinct layers (p. 25 – 27). The first layer is the outer layer and consists of what people primarily associate with culture (i. e. clothes, food, language, organizational charts, etc.) The second, and middle, layer refers to the norms and values of an organization (i.e. right and wrong or good and bad). Finally, the third layer is the deepest inner layer of the onion which is the level of implicit culture which results from human beings organizing to reconcile frequently occurring dilemmas (e.g. The daily routine of problem-solving).

The Right Technology at the Right Time

Davis (1997) observed that “The process begins with a transformation of scientific thought, with new perceptions about how the world works.”(p. 147). How often have you tried to contact customer service of your local power company, or the help desk of your Internet provider, or even ordered a pizza from pizza hut and found yourself annoyed by the awkward recording? Every organization at some point has to cope with the idea of ‘the right technology, at the right time.’ “[T]he technical aspect of needs for efficiency and economic return should be viewed as interrelated with concern for the human aspect of every organization.” (Wren, 2005, p. 292).

Understanding the Interrelationship

Each organization has its own particular cultural dynamics which vary in contexts, structures, and power relations. Any discussion of socio-technical change must also recognize an overarching set of beliefs and assumptions about technology that informs the processes of adaptation. Technology is not ‘merely’ a collection of bits and pieces, components, or design elements. McLaughlin (1999) contends “[Technology] should be regarded as an ensemble, whose component parts and their composition are held together by social relations among people, as much as by more physical ties such as screws, bolts or electrons.” (p. 2). The social and technical systems must integrate and assist one another.

Reinforcing Organizational Values

How do organizations use STS to reinforce organizational values? Organizations develop and employ technology in service of their mission, but also in service of their vision, values, and day-to-day operating requirements. Technology has the potential to liberate people and processes to greatly enhance creativity, performance, and quality, while reducing costs. Holman (2003) stated that “The reason for the change will greatly affect its nature.”(p. 333). As our society focuses on technology development, organizations are undergoing massive transformations to integrate technology into future operations. Human consideration in technological advances has a critical area in this transformation. “When any new technology is introduced, it is important that the user population have a positive attitude towards the new technology. For it to be successful, any new technology needs to be understood and valued by the users. (Szewczak, 2002, p. 108).

The users of this new technology, from an organizational context, are bound together by organizational culture which provides them with a common viewpoint, shared beliefs, or values. These values help them understand the activities of others in the organization, and it guides their own activities within and on behalf of the organization. “Because the shared beliefs include values about what is desirable and undesirable how things should and should not be, they dictate the kinds of activities that are legitimate and the kinds that are illegitimate.” (McLaughlin, 1999, p. 67). When followers participate in the embedding of technology, their values are also rooted in the resulting socio-technical organization. Embedding technology occurs in three major areas. Leaders can build commitment during the acquisition of technology. During the integration of technology into the organizational culture leaders can inspire empowerment. And through the proper management of the resulting socio-technical systems leaders can encourage teamwork and autonomy.

Commitment

Why do people complain about new technology? Technology acquisition is the process by which a company acquires the rights to use and exploit a technology for the purpose of improving work processes, products, or services. From the top-down view, managers fear the loss of control. Managers desire new technology to increase production and maintain control but during introduction they discover flaws such as poorly defined requirements and user dissatisfaction. Yates and Maanen (2001) maintained that managerial assumptions regarding control are incorrect and relationships between workers, supervisors, and top management are frequently altered by new technologies. (p. 207). Beekman and Quinn (2006) discussed how technology contributes to organizational culture by providing: “flatter” hierarchies, making it easier for workers at different levels to communicate; “increased integration” so departments can communicate openly; and “increased flexibility” allowing businesses to quickly react to changes. (p. 429-430).

From the bottom-up view the simple answer to why people complain about technology may simply be because they disapprove of the change itself. People at all levels tend to resist change when they don’t clearly understand the motivations behind the changes. Yates and Maanen (2001) discussed a “culture of complaint” which results from cynicism and negative attitudes toward organizational changes. (p. 174 – 175). The notion is that even if the current problems with technology were solved, other problems would be found to complain about.

David Haas (2003) who leads Collaborative Change Management team at the Altarum Institute, Alexandria, Virginia assisted the military in identifying the critical factors for acquisition success. Of the top ten critical factors for success, user involvement was number two second to executive support. (p. 12 – 13). One method of reducing the fear and resistance is for leaders and followers to design the socio-technical systems simultaneously and jointly. “Through faith we understand that the worlds were framed by the word of God, so that things which are seen were not made of things which do not appear.” (Hebrews 11:3). Involving employees in the acquisition process provides a sense of commitment and faithfulness to the organization.

Empowerment

Another major impact for organizational management caused by the adoption of technology is integration. Although organizations have always been concerned about change management, the introduction of new technology significantly affects the breadth and depth of change. Sarmento (2005) asserted “One major impact on the organization is on how they manage and control processes, relationships and projects. The fundamental challenge to management is the need to implement the processes and infrastructure that support information management.” (p. 281). In order to be successful, organizations must undertake major changes that include changing existing work processes and transitioning workers to new roles and skills. “A major concern of corporate leaders and managers is how to effectively, efficiently, and quickly transform an organization from an older business design and model to one that is competitive and fully operational in the digital business world.” (Sarmento, 2005, p. 282). Leaders and managers must function as fully informed change agents, anticipating the need for transformation and carefully guiding the organization through implementation of all the facets of new work paradigms. Oden (1999) suggested “Other things being equal, the greater the total degree of integration or fit among the various components, the more effective the organization will be.” (p. 309).

The integration may be gradual or quick, narrowly or widely focused, involve only internal components or extensively involve customers, suppliers and other external entities. Major characteristics and processes for successfully managing the transition include vision, process reengineering, and architecture redesign knowledge and skills.

“[Socio-technical] infrastructure is complex, requires high levels of consistency and reliability, and often is globally implemented.” (Sarmento, 2005, p. 283). For example, employees must acquire new skill sets for rapid development and implementation. Managers need to understand the capabilities and limitations of new technologies and develop strategies for integration into existing administrative structures and policies.

Technological innovations by themselves introduce new challenges for leaders and followers. For example, using leader-follower integrated planning teams to develop administrative policies. Just as Jesus empowered his disciples in Mark 6:7, “he gave them power against unclean spirits” managers must empower their followers by extensively involving them in the integration process. Davis (1996) asserted, “Manage the context, and let subordinates manage the content. And let them do the same – and so on down the hierarchy, until the technology of the new economy and the values of the new society together evolve into the network that is now replacing the old order.” (p. 122).

Autonomous Teams

The third area in which socio-technical systems reinforce values is in managing the system. Socio-technical approaches include job enrichment as a design strategy and in addition emphasize worker and work group autonomy. When Jesus empowered his disciples in Mark 6:7, he also sent them out in autonomous teams “by two and two”. The purpose of going out in pairs may have been to bolster credibility by having the testimony of more than one witness, as well as to provide mutual support during their training period but he gave them, knowledge, power, and autonomy. Oden (1999) argued “Sub-units and teams should be relatively autonomous in comparison to previous organizational eras.”(p. 236).

Rather than providing traditional supervision, technology will allow managers to coach, assist with problem solving, and provide linkage to top management, to other organizational units, and to other organizations. Upper management should simply set goals, supply resources and manages the culture. “When workers were asked to suggest changes to the way in which their work was organized, the result was the setting up of autonomous work groups, individuals taking on more varied job tasks, and a flattened management hierarchy.” (Chmiel, 1998, p. 114). The effectiveness of technology depends in part on suitable ways of organizing workers to use it.

References

Chmiel, Nik. (1998). Jobs, Technology & People. Florence, KY. Routledge.

Davis, Stan (1996). Future Perfect. Reading, MA. Addison-Wesley Books.

Haas, David (2003). Government-wide Information Technology (IT) Acquisitions. Increasing Likelihood of Success Through Leadership and Integrated Planning Teams Development. Alexandria, VA. Altarum. Retrieved Electronically January 28, 2006. http://www.altarum.org/publications/pdfs/esd_ITA.pdf

Holman, David (2003). The New Workplace: A Guide to the Human Impact of Modern Working Practices. Hoboken, N.J. John Wiley & Sons, Ltd.(UK), 2003.

Holy Bible (1999). King James Version. Study Bible. Grand Rapids, MI.

McLaughlin, Janice. (1999). Valuing Technology: Organizations Culture and Change.

London, GBR. Routledge.

McLoughlin, Ian. (1999). Creative Technological Change: The Shaping of Technology and Organizations. London, UK: Routledge.

Oden, Howard W. (1999). Transforming the Organization: A Socio-Technical Approach. Westport, CT. Greenwood Publishing Group, Inc.

Sarmento, Anabela (2005). Issues of Human Computer Interaction. Hershey, PA. IRM Press.

Szewczak, Edward J.(Editor). (2002). Managing the Human Side of Information Technology: Challenges and Solutions. Hershey, PA. Idea Group Publishing.

Trompenaars, Fon and Woolliams, Peter (2003). Business Across Cultures. West Sussex, England, UK. Capstone Publishing.

Yates, JoAnne and Maanen, John V. (2001). Information Technology and Organizational Transformation. History, Rhetoric, and Practice. Thousands Oaks, CA. Sage Publications, Inc.

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