technology management i mbakgr.ac.in/wp-content/uploads/2019/12/6.-tm.pdf · kg reddy college of...

KG Reddy College of Engineering &

Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)

Chilkur (Village), Moinabad (Mandal), R. R Dist, TS-501504

Accredited by NAAC

DEPARTMENT OF

MBA

R-19

TECHNOLOGY MANAGEMENT

I MBA

2019-20

Course File Prepared by

SAMEERA AFROZE

Assist. Professor




Accredited by NAAC

Department of Master of Business Administration

Course Name: Course Code:

Year/Semester: Regulation:

Course File Contents (Part-1)

S.No Topics Page No.

1 Vision, Mission, PEO’s, PO’s & PSO’s 1

2 Syllabus (University Copy) 3

3 Course Objectives, Course Outcomes,and Topic Outcomes 5

4 Course Pre-requisites 6

5 CO’s, PO’sMapping 8

6 Course Information Sheet (CIS) 10-14

a). Course Description

b). Syllabus

c). Gaps in Syllabus

d). Topics beyond syllabus

e). Web Sources-References

f). Delivery/Instructional Methodologies

g). Assessment Methodologies-Direct

h). Assessment Methodologies –Indirect

i). Text books & Reference books

7 Micro Lesson Plan 14

8 Teaching Schedule 15

9 Unit Wise Hand Written Notes (Hard Copy)

10 OHD/LCD SHEETS /CDS/DVDS/PPT (Soft/Hard copies)

11 University Question papers

12 Mid-exam Descriptive Question Papers

13 Mid-exam Objective Question papers




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14 Assignment topics with materials 16-25

15 Tutorial topics and Questions

16 Unit wise-Question bank

1 Two marks question with answers 5 questions

2 Three marks question with answers 5 questions

3 Five marks question with answers 5 questions

4 Objective question with answers 10 questions

5 Fill in the blanks question with answers 10 questions

17 Beyond syllabus Topics with material

18 Result Analysis-Remedial/Corrective Action

19 Record of Tutorial Classes

20 Record of Remedial Classes

21 Record of guest lecturers conducted

Course File Contents (Part-2)

S.No Topics Page No.

1 Attendance Register/ Teacher Log Book

2 Time Table

3 Academic Calendar

4 Continues Evaluation-marks (Test, Assignments etc.)

5 Status Request internal Exams and Syllabus coverage

6 Teaching Diary/Daily Delivery Record

7 Continuous Evaluation – MID marks

8 Assignment Evaluation – marks/Grades

9 Special Descriptive Tests Marks

10 Sample students descriptive answer sheets

11 Sample student’s assignment sheets




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HOD DIRECTOR

KG Reddy College of Engineering & Technology (Approved by AICTE, New Delhi, Affiliated to JNTUH, Hyderabad)


Accredited by NAAC

Document Softcopy Location:

1.Vision:

To achieve academic excellence by grooming students as future leaders having concern for business

ethics and values.

Mission:

To train the students into top class professionals and make them ready for a career in diverse

fields.

Foster a continuous learning environment both for students and faculty.

Explore, develop and adapt new learning methodologies.

Encourage faculty to strengthen their research base by undertaking various research and

consultancy assignments.

Program Outcomes

Apply knowledge of management theories and practices to solve business problems.

Foster analytical and critical thinking abilities for data-based decision making.

Ability to develop Value based Leadership ability.

Ability to understand, analyze and communicate global, economic, legal, and ethical aspects of

business.

Ability to lead themselves and others in the achievement of organizational goals, contributing

effectively to a team environment.

Analyze the alternative solutions using quantitative methods and logical arguments.

Identify and analyze the business opportunities in diverse business contexts.

Develop a habit of knowing and understanding the latest developments taking place in the field

of business management.

Program Education Objectives (PEO’s)

After the completion of the course the students can have knowledge of different functions of

business like Marketing, Finance, Human Resources and Systems.

Students will understand the techniques and tools useful for Financial Analysis and Control

develop leadership skills, team work, social, legal and ethical aspects in business and society.

Students will be ready to analyze markets and design customer driven strategies and

communicate business decisions by delivering superior customer value.



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Students achieve better communication skills and higher levels of proficiency for successful

career in various fields and will be ready for having highest regard for personal& institutional

integrity, social responsibility, teamwork and continuous learning of new environments.

Program Specific Outcomes:

PSO1: The students will be ready to formulate an integrative business plan through the plan through the

application of multidisciplinary knowledge comprising of marketing, finance, Human Resources,

Entrepreneurship & systems. PSO2: The students will be able to analyze the possible alternative solutions

for a problem by applying various quantitative techniques for decision making.

2.SYLLABUS (University Copy)

MBA SEMESTER-I

17MBA06C: OPEN ELECTIVE - I: TECHNOLOGY MANAGEMENT

Course Objective: To Understand the importance of technology in conduct of business.

Course Outcome: Student will be able to understand: a) Importance of Technological Innovation b)

Importance of Research and development in technology management c) Forecasting of Technology

UNIT – I:

The Process of Technological Innovation: The Need for a Conceptual Approach,

Technological Innovation as a Conversion Process, Factors Contributing to Successful

Technological Innovation. Strategies For Research and Development: R&D as A Business,

Resource Allocation to R&D, R&D Strategy In the Decision Making Process,

Selection and Implementation of R&D Strategy, R and D and Competitive Advantage,

New Product Development- Techniques For Creative Problem Solving.



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UNIT – II:

Unit – II: Technology Strategy: Collaborative Arrangements in domains of Technology Strategy, Risks of

Collaborative Activity, Evolution of Technology Appropriation principles, External Sourcing of

Technological Capability, Productivity of in-house R& D, influence of Environmental Trends

UNIT – III:

Research and Development: Programme Planning and Control, Portfolio Planning,Project Planning and

Control, Project Termination, Resource Allocation and Management-

New Product Development: New Product Development as a Competitive Strategy,

Market Research For Developing New Products, Commercialization of Research Outcomes,

Industrial Design, Product Architecture and Design For Manufacture, Developing

Indigenous Substitute For Raw Materials.

UNIT – IV:

Technological Forecasting For Decision Making: The Definition of Technological

Forecasting, Forecasting System Inputs and Outputs, Classification of Forecasting

Techniques, Organization For Technological Forecasting, Current Status.

UNIT – V:

Technological Intelligence: Levels of Technological Intelligence, External Vs Internal Technological

Intelligence, Mapping Technological Environment, Mechanism for Data Collection, Analytic Tools,

Managing Environmental Analysis in organizations, Contemporary challenges in mapping the technology

environment.

TEXTBOOKS:

1. Tarek Khalil, Management of Technology—The Key to Competitiveness and Wealth, Tata

McGraw Hill, Boston, 2015.

2. V.K.Narayanan, Managing Technology and Innovation for Competitive Advantage, Pearson

Education, 2015.

3. Norma Harison and Samson, Technology management – Text and cases, TMH, 2015

4. Shane: Technology Strategy for Managers and Entrepreneurs, Pearson, 2015.



Accredited by NAAC


5. Khandwala: Corporate Creativity, TMH, 2015.

6. Lucy C. Morse, Daniel L. Babcock: Managing Engineering and Technology (6th Edition),

Pearson.

3. Course Objectives:To Understand the importance of technology in conduct of business.

Course Outcome: Student will be able to understand:

1. Importance of Technological Innovation

2. Importance of Research and development in technology management

3. Forecasting of Technology.

Topic Outcomes

Lecture No. Topic to be covered Topic outcome

Unit-I

L1 The need for conceptual approach To understand the need for

conceptual approach

L2 Technological Innovation as a Conversion Process To know the innovation process

L3 Factors Contributing to Successful

Technological Innovation

To determine the factors for

successful innovation

L4 Strategies For Research and Development To know the various strategies for

R& D

L5 Resource Allocation to R&D To analyse the resource allocation

for R & D

L6 R&D Strategy In the Decision Making Process To understand R & D strategy in

decision making

L7 Selection and Implementation of R&D Strategy To understand the implementation

of R & D

L8 R and D and Competitive Advantage To understand the competitive



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advantage of R & D

L9 New Product Development To know the stages of new product

development

L10 Techniques For Creative Problem Solving To understand the techniques for

problem solving

Unit-II

L11 The Need For Cost Effectiveness To understand the need for cost

effectiveness

L12 R&D Financial Forecasts To study various financial

forecasting methods

L13 Risk as a Factor In Financial Analysis To know the importance of risk in

financial analysis

L14 Project

Selection Formulae

To study various project selection

formulae

L15 Allocation of Resources To know the process of allocation

of resources

L16 DCF technique problems To analyse the problems of DCF

techniques

L17 Techniques for evaluating R & D ventures. To study the techniques for

evaluating R & D

Unit-III

L18 Programme Planning and Control To study programme planning &

control

L19 Portfolio Planning To understand portfolio planning

L20 Project Planning and Control, To study project planning &control

L21 Project Termination, To study project termination

L22 Resource Allocation and Management To understand resource allocation

&management

L23 New Product Development: To understand new product

development



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L24 New Product Development as a Competitive

Strategy,

To study NDP as competitive

strategy

L25 New product development process To understand new product

development process

L26 Market Research For Developing New Products, To study market research

L27 Commercialization of Research Outcomes To understand commercialisation

of research outcomes

L28 Industrial Design To understand industrial design

L29 Product Architecture and Design For Manufacture, To study product architecture

L30 Developing


To understand indigenous

substitute for raw materials

Unit-IV

L31 The Definition of Technological

Forecasting

To study the importance of

technological forecasting

L32 Forecasting System Inputs and Outputs To understand forecasting system

inputs & outputs

L33 Classification of Forecasting

Techniques

To understand various forecasting

techniques

L34 Organization For Technological Forecasting To understand organisations for


L35 Current status of technological forecasting To study the current status of


L36 Technology upgradation To understand technology

upgradation

L37 Technology diffusion To understand technology

diffusion

L38 Technology policy To study technology policy

L39 Technology generation To understand technology

generation

L40 Technology promotion & development To study technology promotion &



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development.

Unit-V

L41 Models of technology transfer To understand modes of

technology transfer

L42 Modes of technology transfer To understand modes of

technology transfer

L43 Price of technology transfer To understand price of technology

transfer

L44 Morphological analysis of forecasting To study morphological analysis of

forecasting

L45 Negotiation for price of MOT To understand the negotiation

price for technology transfer

4. COURSE PREREQUISITES:

Marketing Concepts

Fundamentals of Technology

5. CO’s, PO’sMapping

Course

TM

Program Outcome

PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8

CO1 3 2 3

CO2 3 3 3

CO3 2 2 2

6. COURSE INFORMATION SHEET

a). COURSE DESCRIPTION:



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PROGRAMME: MBA DEGREE: MBA

COURSE: MANAGEMENT OF TECHNOLOGY YEAR: I SEM: I CREDITS: 3

COURSE CODE: 17MBA06C

REGULATION: R17

COURSE TYPE: ELECTIVE

COURSE AREA/DOMAIN: CONTACT HOURS: 3+1 (L+T)) hours/Week.

CORRESPONDING LAB COURSE CODE (IF ANY): NIL LAB COURSE NAME: NIL

b). SYLLABUS:

Unit Details Hours

I



Technological Innovation. Strategies For Research and Development: R&D as A Business,


Selection and Implementation of R&D Strategy, R and D and Competitive Advantage,


09

II

Technology Strategy:Collaborative Arrangements in domains of Technology Strategy,

Risks of Collaborative Activity, Evolution of Technology Appropriation principles, External

Sourcing of Technological Capability, Productivity of in-house R& D, influence of

Environmental Trends

09

III

Research and Development: Programme Planning and Control, Portfolio Planning,Project

Planning and Control, Project Termination, Resource Allocation and Management-


Market Research For Developing New Products, Commercialization of Research

Outcomes,



09

IV Technological Forecasting For Decision Making: The Definition of Technological 09



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Techniques, Organization For Technological Forecasting, Current Status.

V

Technological Intelligence: Levels of Technological Intelligence, External Vs Internal

Technological Intelligence, Mapping Technological Environment, Mechanism for Data

Collection, Analytic Tools, Managing Environmental Analysis in organizations,

Contemporary challenges in mapping the technology environment.

09

Contact classes for syllabus coverage 45

Lectures beyond syllabus 00

Tutorial classes 00

Classes for gaps& Add-on classes 01

Total No. of classes 46

c). GAPS IN THE SYLLABUS - TO MEET INDUSTRY/PROFESSION REQUIREMENTS:

S.NO. DESCRIPTION PROPOSEDACTIONS

d). TOPICS BEYOND SYLLABUS/ADVANCED TOPICS:

1 Marketing Concepts 1 class

e). WEB SOURCE REFERENCES:

Sl.

No.

Name of book/ website

a. https://books.google.co.in/books/about/Management_Of_Technology.html?id=OEhgqgP3e1MC

b. https://books.google.co.in/books/about/Fundamentals_of_Technology_Project_Manag.html?id=PYk-AQAAIAAJ&redir_esc=y

c. https://books.google.co.in/books/about/Fundamentals_of_Technology_Project_Manag.html?id=rcN3pwAACAAJ&redir_esc=y

f).DELIVERY/INSTRUCTIONAL METHODOLOGIES:

https://books.google.co.in/books/about/Fundamentals_of_Technology_Project_Manag.html?id=PYk-AQAAIAAJ&redir_esc=y

https://books.google.co.in/books/about/Fundamentals_of_Technology_Project_Manag.html?id=rcN3pwAACAAJ&redir_esc=y



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CHALK & TALK STUD. ASSIGNMENT WEB RESOURCES

LCD/SMART BOARDS STUD. SEMINARS ☐ ADD-ON COURSES

g). ASSESSMENT METHODOLOGIES-DIRECT

ASSIGNMENTS STUD. SEMINARS TESTS/MODEL

EXAMS

UNIV. EXAMINATION

☐ STUD. LAB

PRACTICES

☐ STUD. VIVA ☐ MINI/MAJOR

PROJECTS

☐ CERTIFICATIONS

☐ ADD-ON COURSES ☐ OTHERS

h). ASSESSMENT METHODOLOGIES-INDIRECT

ASSESSMENT OF COURSE OUTCOMES

(BY FEEDBACK, ONCE)

STUDENT FEEDBACK ON

FACULTY (TWICE)

☐ASSESSMENT OF MINI/MAJOR PROJECTS BY EXT.

EXPERTS

☐ OTHERS

i). TEXT/REFERENCE BOOKS:

T/R BOOK TITLE/AUTHORS/PUBLICATION

Text Book Tarek Khalil, Management of Technology—The Key to Competitiveness and Wealth,

Tata


Text Book V.K.Narayanan, Managing Technology and Innovation for Competitive Advantage,

Pearson

Education, 2015.

Text Book Norma Harison and Samson, Technology management – Text and cases, TMH, 2015

Reference

Book Shane: Technology Strategy for Managers and Entrepreneurs, Pearson, 2015.

Reference

Book Khandwala: Corporate Creativity, TMH, 2015



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Reference

Book

Lucy C. Morse, Daniel L. Babcock: Managing Engineering and Technology (6th Edition),

Pearson.

7.Topic wise Coverage [Micro Lesson Plan]

S.No. Topic Scheduled date Planned date

UNIT-I:

The Process Of Technological Innovation:

1 Introduction

2 The need for conceptual approach

3 Technological Innovation as a Conversion

Process

4 Factors Contributing to Successful


5 Strategies For Research and Development

6 R&D as A Business

7 Resource Allocation to R&D

8 R&D Strategy In the Decision Making Process

9 Selection and Implementation of R&D Strategy

10 R and D and Competitive Advantage

11 New Product Development

12 Techniques For Creative Problem Solving

Unit-II

Financial Evaluation of Research and

Development Projects:

10 Introduction

11 The Need For Cost



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Effectiveness

12 R&D Financial Forecasts

13 Risk as a Factor In Financial Analysis

14 Project

Selection Formulae

15 Allocation of Resources

16 DCF technique problems

17 Techniques for evaluating R & D ventures.

UNIT-III

Research and Development:

19 Programme Planning and Control

20 Portfolio Planning

21 Project Planning and Control,

22 Project Termination,

23 Resource Allocation and Management

24 New Product Development:

25 New Product Development as a Competitive

Strategy,

26 Market Research For Developing New Products,

27 Commercialization of Research Outcomes

28 Industrial Design

29 Product Architecture and Design For

Manufacture,

30 Developing



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31

UNIT-IV

Technological Forecasting For Decision

Making::

28 The Definition of Technological

Forecasting

29 Forecasting System Inputs and Outputs

30 Classification of Forecasting

Techniques

31 Organization For Technological Forecasting

32 Current status of technological forecasting

UNIT-V

Transfer of Technology :

37 Models of technology transfer

38 Modes of technology transfer

39 Price of technology transfer

40 Powder Method

41 Negotiation for price of MOT



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Teaching Referance Plan

Subject TECHNOLOGY MANAGEMENT

Text Books (to be purchased by the Students)

Book 1 Tarek Khalil, Management of Technology—The Key to Competitiveness and Wealth,

TataMcGraw Hill, Boston, 2015

Book 2 V.K.Narayanan, Managing Technology and Innovation for Competitive Advantage,

PearsonEducation, 2015

Reference Books

Book 3 Norma Harison and Samson, Technology management – Text and cases, TMH, 2015

Book 4 Shane: Technology Strategy for Managers and Entrepreneurs, Pearson, 2015

Unit

Topic

Chapters Nos No of

classes Book 1 Book 2 Book 3 Book 4

I

Introduction to technological

innovation

1

Strategies for R &D 1 1 1 4

R & D financial forecasts 1 1 2 5

II

DCF techniques 2 2 3 6

Techniques for evaluating R & D 3 3 4 4

Resource allocation 7 6 4 3

Project Planning & Control 7 6 10 1

New Product development as

competitive strategy 4



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III

Market research for developing new

products 7 6 10 2

IV

Forecasting system inputs & outputs 8 7 9 5

Classification of forecasting techniques 8 7 9 5

Current status of technological

forecasting 5

V

Modes of technology transfer 9 10 10 8

Negotiation price for MOT 9 11 11 7


Tutorial classes 00


1. COURSE OBJECTIVES To Understand the importance of technology in conduct of business.

COURSE OUTCOMES

1. Realize the importance of technological Innovation.

2. Learn process of technological innovation.

3. Distinguish various forecasting of technology.

4. Know the application of Research and development in technology management.

5. Finally management of technology helps the student to understand the importance of

technological innovation in research and development.

2. COURSE PRE–REQUISITES

1. Concept of Entrepreneurship

2. Concept of technology innovation



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3. Professional issues in technology development.

4. Technology Marketing

5. Product development

3. SYLLABUS (University Copy)

MBA SEMESTER-I

19MBA06C: OPEN ELECTIVE - I: TECHNOLOGY MANAGEMENT

Course Objective: To Understand the importance of technology in conduct of business.

Course Outcome: Student will be able to understand: a) Importance of Technological Innovation

b)

Importance of Research and development in technology management c) Forecasting of

Technology

Unit – I: The Process of Technological Innovation: The need for a Conceptual Approach,


Technological Innovation, Characteristics of Innovative firms, Dynamics of diffusion, A model of

Innovation Adoption, Factors that drive the process of diffusion. Unit – II: Technology Strategy: Collaborative Arrangements in domains of Technology Strategy,

Risks of Collaborative Activity, Evolution of Technology Appropriation principles, External

Sourcing of Technological Capability, Productivity of in-house R& D, influence of Environmental

Trends.

Unit – III: Research and Development: Programme Planning and Control, Portfolio Planning,

Project Planning and Control, Project Termination, Resource Allocation and Management- New

Product Development: New Product Development as a Competitive Strategy, Market Research

For Developing New Products, Commercialization of Research Outcomes, Industrial Design,

Product Architecture and Design For Manufacture, Developing Indigenous Substitute For Raw

Materials.

Unit – IV: Technological Forecasting for Decision Making: Technological Forecasting,

Forecasting System Inputs and Outputs, Classification of Forecasting Techniques, Organization

for Technological Forecasting. Transfer of Technology: Modes of technology transfer, Price of

technology transfer, Negotiation for price of MOT.

Unit – V: Technological Intelligence: Levels of Technological Intelligence, External Vs Internal

Technological Intelligence, Mapping Technological Environment, Mechanism for Data

Collection, Analytic Tools, Managing Environmental Analysis in organizations, Contemporary

challenges in mapping the technology environment.

TEXTBOOKS:

1. Tarek Khalil, Management of Technology—The Keyto Competitiveness and Wealth, Tata




Accredited by NAAC


2. V.K.Narayanan, Managing Technology and Innovation for Competitive Advantage, Pearson

Education, 2015.

3. Norma Harison and Samson, Technology management – Text and cases, TMH, 2015

4. Shane: Technology Strategy for Managers and Entrepreneurs, Pearson, 2015.

5. Khandwala: Corporate Creativity, TMH, 2015.

6. Lucy C. Morse, Daniel L. Babcock: Managing Engineering and Technology (6th Edition),

Pearson.

4. COURSE INFORMATION SHEET

4.a). COURSE DESCRIPTION:

PROGRAMME: MBA DEGREE: MBA

COURSE: MANAGEMENT OF

TECHNOLOGY

YEAR: I SEM: I CREDITS: 3

COURSE CODE: 19MBA06C

REGULATION: R19

COURSE TYPE: ELECTIVE

COURSE AREA/DOMAIN: CONTACT HOURS: 3+1 (L+T)) hours/Week.

CORRESPONDING LAB COURSE CODE (IF

ANY): NIL

LAB COURSE NAME: NIL

4.b). SYLLABUS:

Unit Details Hours

I


Technological Innovation as a Conversion Process, Factors Contributing to

Successful

Technological Innovation. Strategies For Research and Development: R&D as A

Business,


Selection and Implementation of R&D Strategy, R and D and Competitive

Advantage,


09

II

Unit – II: Technology Strategy: Collaborative Arrangements in domains of

Technology Strategy, Risks of Collaborative Activity, Evolution of Technology

Appropriation principles, External Sourcing of Technological Capability,

Productivity of in-house R& D, influence of Environmental Trends

09

III Research and Development: Programme Planning and Control, Portfolio

Planning, Project Planning and Control, Project Termination, Resource Allocation

and Management-

09



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Market Research For Developing New Products, Commercialization of Research

Outcomes,



IV

Unit – IV: Technological Forecasting for Decision Making: Technological


Techniques, Organization for Technological Forecasting. Transfer of Technology:

Modes of technology transfer, Price of technology transfer, Negotiation for price of

MOT.

09

V

Unit – V: Technological Intelligence: Levels of Technological Intelligence,

External Vs Internal Technological Intelligence, Mapping Technological

Environment, Mechanism for Data Collection, Analytic Tools, Managing

Environmental Analysis in organizations, Contemporary challenges in mapping the

technology environment..

09


Lectures beyond syllabus 00

Tutorial classes 00

Classes for gaps& Add-on classes 01


4.c). GAPS IN THE SYLLABUS - TO MEET INDUSTRY/PROFESSION REQUIREMENTS:

S.NO. DESCRIPTION PROPOSEDACTIONS

4.d). TOPICS BEYOND SYLLABUS/ADVANCED TOPICS:

1 Marketing Concepts 1 class

2

4. e). WEB SOURCE REFERENCES:

Sl.

No.

Name of book/ website

a. https://books.google.co.in/books/about/Management_Of_Technology.html?id=OEhgqgP3e1MC



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b. https://books.google.co.in/books/about/Fundamentals_of_Technology_Project_Manag.html?id=PYk-AQAAIAAJ&redir_esc=y

c. https://books.google.co.in/books/about/Fundamentals_of_Technology_Project_Manag.html?id=rcN3pwAACAAJ&redir_esc=y

4. f). DELIVERY/INSTRUCTIONAL METHODOLOGIES:

CHALK & TALK STUD. ASSIGNMENT WEB RESOURCES

LCD/SMART BOARDS STUD. SEMINARS ☐ ADD-ON COURSES

4.g). ASSESSMENT METHODOLOGIES-DIRECT

ASSIGNMENTS STUD.

SEMINARS

TESTS/MODEL

EXAMS

UNIV.

EXAMINATION

☐ STUD. LAB

PRACTICES

☐ STUD. VIVA ☐ MINI/MAJOR

PROJECTS

☐

CERTIFICATIONS

☐ ADD-ON

COURSES

☐ OTHERS

4.h). ASSESSMENT METHODOLOGIES-INDIRECT

ASSESSMENT OF COURSE OUTCOMES

(BY FEEDBACK, ONCE)

STUDENT FEEDBACK ON

FACULTY (TWICE)

☐ASSESSMENT OF MINI/MAJOR PROJECTS

BY EXT. EXPERTS

☐ OTHERS

4.i). TEXT/REFERENCE BOOKS:

T/R BOOK TITLE/AUTHORS/PUBLICATION

Text Book Tarek Khalil, Management of Technology—The Key to Competitiveness and

Wealth, Tata


Text Book V.K.Narayanan, Managing Technology and Innovation for Competitive

Advantage, Pearson

Education, 2015.

Text Book Norma Harison and Samson, Technology management – Text and cases, TMH,

2015

https://books.google.co.in/books/about/Fundamentals_of_Technology_Project_Manag.html?id=PYk-AQAAIAAJ&redir_esc=y

https://books.google.co.in/books/about/Fundamentals_of_Technology_Project_Manag.html?id=rcN3pwAACAAJ&redir_esc=y



Accredited by NAAC


Reference

Book Shane: Technology Strategy for Managers and Entrepreneurs, Pearson, 2015.

Reference

Book Khandwala: Corporate Creativity, TMH, 2015

Reference

Book

Lucy C. Morse, Daniel L. Babcock: Managing Engineering and Technology (6th

Edition),

Pearson.

5.a). Vision of MBA Department

5.b). Mission of MBA Department

5.c). Program Educational Objectives of MBADepartment

5.d). Program Outcomes of MBADepartment



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Topic wise Coverage [Micro Lesson Plan]

S.No. Topic Scheduled date Planned date

UNIT-I:

The Process Of Technological

Innovation:

1 Introduction

2 The need for conceptual approach

3 Technological Innovation as a Conversion

Process

4 Factors Contributing to Successful


5 Strategies For Research and Development

6 R&D as A Business

7 Resource Allocation to R&D

8 R&D Strategy In the Decision Making

Process

9 Selection and Implementation of R&D

Strategy

10 R and D and Competitive Advantage

11 New Product Development

12 Techniques For Creative Problem Solving

Unit-II

Financial Evaluation of Research and

Development Projects:

10 Introduction

11 The Need For Cost

Effectiveness



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12 R&D Financial Forecasts

13 Risk as a Factor In Financial Analysis

14 Project

Selection Formulae

15 Allocation of Resources

16 DCF technique problems

17 Techniques for evaluating R & D ventures.

UNIT-III Research and Development:

19 Programme Planning and Control

20 Portfolio Planning

21 Project Planning and Control,

22 Project Termination,

23 Resource Allocation and Management

24 New Product Development:

25 New Product Development as a

Competitive Strategy,

26 Market Research For Developing New

Products,

27 Applications of optical fibers

28 Commercialization of Research Outcomes

29 Industrial Design

30 Product Architecture and Design For

Manufacture,

31 Developing


UNIT-IV Technological Forecasting For Decision

Making::

28 The Definition of Technological Forecasting



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Teaching Schedule

Subject TECHNOLOGY MANAGEMENT

Text Books (to be purchased by the Students)

Book 1 Tarek Khalil, Management of Technology—The Key to Competitiveness and Wealth,

Tata

McGraw Hill, Boston, 2015

Book 2 Norma Harison and Samson, Technology management – Text and cases, TMH, 2015

Book 3 V.K.Narayanan, Managing Technology and Innovation for Competitive Advantage,

Pearson

Education, 2015.

Reference Books Book 3 Shane: Technology Strategy for Managers and Entrepreneurs, Pearson, 2015.

Book 4 Lucy C. Morse, Daniel L. Babcock: Managing Engineering and Technology (6th

Edition),

Pearson.

29 Forecasting System Inputs and Outputs

30 Classification of Forecasting Techniques

31 Organization For Technological Forecasting

32 Current status of technological forecasting

UNIT-V

Transfer of Technology :

37 Models of technology transfer

38 Modes of technology transfer

39 Price of technology transfer

40 Powder Method

41 Negotiation for price of MOT



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Unit

Topic Chapters Nos No of

classes Book 1 Book 2 Book 3 Book 4

I

Technological Innovation 41 1

Technology

Development 42 2

II

Financial Evaluation 44 3

Project Appraisal 34 15

III

Development of Projects 39 16

Research & Development 16

New Product Development 16

IV

Technological Forecasting 5 1

Forecasting Techniques 5 2

V

Technology Transfer 6

Negotiation Price for MOT

7

18,

19,

20


Tutorial classes 00


UNIT-I

QUESTION BANK: 2M

1. Define Technology.

2. Define Innovation.



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3. Need for conceptual approach.

4. Problem solving.

5. Decision making process.

5M

1. Whatis the process of technological innovation?

2. Explainthefeaturesof Need for conceptual approach.

3. Factors contributing successful technological innovation.

4. Explain the resource allocation to Research and development.

5. Explain the strategies for decision making process.

10M

1.Explain technological innovation as conversation process?

2.What are the factors contributing to successful technological innovation?

3.Explain R&D strategy in decision making process ;

4.Explain various techniques for creative problem solving?

5.Write short notes on competitive advantage.



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UNIT-2

2M

1. Financial Evolution. 2. Project selection. 3. Need for cost effectiveness. 4. Financial Analysis. 5. Financial forecast.

5M

1. Explain strategies to improve need for cost effectiveness?

2. Explain the risk factor in financial analysis?

3. Research and development financial forecast.

4. Techniques involved in R& D ventures.

5. DCF & Other techniques.

10M

1. Explain Portfolio planning.

2. Explain the key elements project planning and control.

3. Explain market research for developing new products.

4. Explain the steps involved in marketing research.

5. Explain commercialization of Research process.



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UNIT-3

2M

1. Industrial design.

2. Project termination.

3. Competitive strategy.

4. Product Architecture.

5. Design for manufacture.

5M

1. Explain project selection process?

2. Explain the decision modes in project selection.

3. Explain the mathematical models in project selection.?

4. Explain new product development process.

5. Explain Developing Indigenous substitute for Raw materials.

10M

1. Meaning definition and features of technology forecasting?

2. Explain the process of competitive strategy of new product development?

3. Explain the process of market research for new products?

4. Explain and illustrate the process of technology generation. What particular aspects would you keep in mind while managing and monitoring R&D projects?

5. . For building technological capability, absorption of acquired technologies from abroad is a must. Do you agree? If yes, why? Account for the reasons for poor record of absorption of most Indian business houses. What have been the barriers in technology absorption?



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UNIT 4

2M

1. Radical innovation

2. Delphi technique.

3. Technology transfer routes.

4. Technology Policy instruments.

5. Technology up gradation.

5m

1) Differentiate between technology assessment and technology evaluation. What stages

would the process of technology assessment go through? Explain.

2) 4. As a manager incharge of the relevant function in a financial institution,

what points/criteria would you like you keep in mind in evaluating R&D

projects? Explain

3) " The two industrial cultures - technical and functional - need to be bridged and

management should integrate technology strategy with business strategy." Explain.

4) What could be the different incentives and support mechanisms in the context

of Technology Policy? Illustrate your answer with suitable examples.

5) Explain the concept of Technology Diffusion. Why is technology diffusion important?

What impact the current world scenario has on the technology diffusion cycle? Give

reasons for your answer.

10M



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1) Examine the role of venture capital in promoting technology development. Explain any

one venture capital fund operating in India with its role, activities and achievements

2. Though technology information may abound it is always desirable to have a systematic

approach to acquiring technology information." Do you agree? What sources an organization

could tap for technology information? Also offer your critical comments on various sources.

3. What is technology evaluation and why is it important? What parameters could be used in

technology evaluation by a business firm?

4. Give a brief historical account of the emphasis placed on technology generation, promotion and

development etc. in successive five-year plans. What kind of focus should technology receive for

future planning in India?

5. Differentiate between technology assessment and technology evaluation. What stages would the

process of technology assessment go through? Explain.

UNIT -5

2M

1. Transfer of Technology.

2.modes of Technology.

3. price of technology transfer.

4. Negotion for price .

5. Gap in Technology.

5M

1. Why is Technology Information System (TIS) important for business organizations?

2. What are the sources of technology information in India? Explain any three of these in detail.

3. Write a note on international cooperation in science and technology. Has it really benefited the

developing countries?



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4. Discuss some useful activities of Indian industry associations for promotion of technologies or

technological development.

5. Delphi technique and morphological analysis of technology forecasting.

10M

6. Macro-level technology strategy and Micro-level technology strategy.

7. For building technological capability, absorption of acquired technologies from abroad is a must. Do

you agree? If yes, why? Account for the reasons for poor record of absorption of most Indian business

houses. What have been the barriers in technology absorption?

8. Differentiate between technology assessment and technology evaluation. What stages

would the process of technology assessment go through? Explain.

9. 4. As a manager incharge of the relevant function in a financial institution,

what points/criteria would you like you keep in mind in evaluating R&D

projects? Explain

10. Macro-level technology strategy and Micro-level technology strategy

ASSIGNMENT QUESTIONS

UNIT - I 1. Define management of Technology.

Technology management is a set of management disciplines that allows organizations to

manage their Technological fundamentals to create competitive advantage. Typical

concepts used in technology management are:

Technology strategy (a logic or role of technology in organization), Technology

forecasting (identification of possible relevant technologies for the organization, possibly through technology scouting), Technology Roadmap (mapping technologies to business

and market needs), and technology project portfolio (a set of projects under

development) and technology portfolio (a set of technologies in use).

The role of the technology management function in an organization is to understand the

value of certain technology for the organization. Continuous development of technology is valuable as long as there is a value for the customer and therefore the technology

management function in an organization should be able to argue when to invest on

technology development and when to withdraw.

2. Explain innovation management?

Invention is an activity often identified with a single engineer or scientist working alone in a laboratory until he or she happens upon an idea that will change the world, like the

light bulb. In reality, industrial invention, at least since the time of Edison, has involved

many people working together in a collaborative setting to create new technology.

Innovation requires an even broader set of people, including manufacturing engineers,

marketing and sales managers, investors and financial managers, and business strategists. The methods for organizing this set of people to bring a new idea from the

laboratory to the marketplace form the basis of the discipline of innovation management.

Innovation traditionally has been viewed as a linear process, which involves several



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stages in sequence: research, development, manufacturing, marketing, and ultimately,

reaching the customer.

In each step, a group of employees take the idea as it is passed to them from the previous stage, modify it to accomplish a specific function, and pass it on to the next

stage. Each team involved in the process has a clear function. Researchers are

responsible for creating a working demonstration of the technology, developers and

engineers turn it into something that can be produced, manufacturing engineers actually

turn out the product, and marketers sell it to customers.

This linear model of innovation has proven to be a misconception of the process, however. For example, problems during the manufacturing process may require

researchers to go back and change the technology to facilitate production. The

technology may reach the marketing stage, only to turn out to be something no one

wants to buy. Technology cannot be handed off between stages like a baton in a relay

race. In any case, managing innovation in a sequential process would take a very long time, especially if each stage needs to perfect the technology before it can move on to

the next stage. Some models simply add on to the linear stage-gate development

approach, adding R&D discovery or planning phases to the front end of the process.

3. Factors contributing successful Technological Innovation.

The following are factors contributing successful Technological innovation. Leadership support. Support for technological innovation at the executive and

administrator level helps foster a campus culture where innovation is encouraged, allows

for some level of risk, and strengthens the overall potential for success. A willingness of

an organization to allow some amount of trial and error is needed because not all

innovative efforts lead to success.

Having upper-level support gives IT leaders the freedom to take risks when pursuing cutting-edge solutions for their campus and gives IT personnel the latitude to

experiment.

The campus benefits from these endeavors through an increased potential to find viable

creative solutions.

Stakeholder involvement. Involvement of faculty, staff and students helps to map technological innovation efforts, which is crucial to the direction of technology on college

campuses. A fundamental element of stakeholder involvement is communication;

therefore, IT leaders are always searching for effective ways to communicate their ideas.

Ultimately, the goal of the communication is to solicit the input of faculty, staff and

students regarding technological initiatives and to garner their support.

Training. To sustain ongoing use and stimulate future expansion of technologies, training is paramount. However, over time training tends to become diluted by the daily activities

of the campus community and is further eroded by the turnover of knowledgeable

faculty and staff.

The knowledge base that has gradually developed over time can be depleted. On the

other hand, new training opportunities may be realized through the infusion of new personnel and the new perspectives they bring with them.

Resources and financial support. It is important for IT leaders to budget for technological

innovation; otherwise, you can easily get caught drifting in a rapidly moving current with

little control of your destination. IT leaders cannot take too many chances in terms of

innovation because that can be costly and have an adverse effect on their budgets.



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However, playing it too safe can put IT leaders behind the curve and cause them to fall

short of meeting technological expectations.

Support from campus community. Skill level of faculty, staff and students helps determine the success or failure of a technological innovation because it impacts the

adoption and use of the technology. Users’ ability and acceptance of the technology are

integral to adopting the process.

But if the technology is too complex or has little support from the campus community, a

lack of adoption may impede the probability of success. Regardless of how beneficial a

technological innovation can be to an institution, the benefits of that technology cannot be realized without the commitment of the campus community.

Rapid changes in technology require higher education institutions to stay current to

address the needs of an evolving audience. Increasing expectations may be attributed to

the technologically savvy environment in which we live as well as to the advances in

technology that are occurring on a continual basis.To help meet the challenges of this changing environment, IT leaders must continually seek new ways to be innovative,

wisely invest their scarce resources, and fully leverage new technologies to realize their

maximum value.

4. Explain Various Techniques for creative problem solving.

Creative problem solving isn't just brainstorming, although that's what many people may

associate it with. It's actually a well-defined process that can help you from problem

definition to implementing solutions, according to Jeffrey Baumgartner.

1. Clarify and identify the problem 2. Research the problem

3. Formulate creative challenges

4. Generate ideas

5. Combine and evaluate the ideas

6. Draw up an action plan

5. Explain new product development process.

The product development process

New product development is a process of taking a product or service from conception to

market.

The process sets out a series of stages that new products typically go through, beginning with ideation and concept generation, and ending with the product's introduction to the

market.

Occasionally, some of the stages overlap or vary depending on the nature of the business.

Key stages in the process of product or service development

The process involves eight key stages: 1. Idea generation – brainstorming and coming up with innovative new ideas.

See generating ideas for new products and services

2. Idea evaluation - filtering out any ideas not worth taking forward. See screening new

product or service idea

3. - considering specifications such as technical feasibility, product design and market



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potential. See researching new product and service ideas.

4. Strategic analysis - ensuring your ideas fit into your business' strategic plans and

determining the demand, the costs and the profit margin. 5. Product development and testing - creating a prototype product or pilot service.

See concept development and testing.

6. Market testing - modifying the product or service according to customer, manufacturer

and support organizations’ feedback. This involves deciding the best timing and process

for piloting your new product or service. See how to test the market

7. Commercialization – determining the pricing for your product or service and finalizing marketing plans. See pricing your proposed service or product.

8. Product launch – a detailed launch plan can help ensure smooth introduction to

market.

UNIT-II

1. Explain the kinds of risk involved in project selection.

3.1 Currency risk Operating revenues and operation costs – including but not limited to

interest costs – will often be denominated in currencies other than NOK, generally USD or EUR. The reference currency for the underlying company's operating assets will typically

be USD or EUR, and corporate funding will generally have the same denomination.

Currency fluctuations can affect the posted and net asset value of a vessel or project

when expressed in or converted to NOK, and thus also the yield to the investor and

equity value of shares in any given project.

3.2 Counterparty riskThe return calculations in any project depends heavily on the charterers/counterparty's ability to honour their obligations under the charter party

and/or other agreements (where applicable), including honouring any put

option/purchase obligations at the end of the charter party. Should the counterparty

default on its obligations, this may have adverse consequences on the investment.

3.3 Market risk and residual valueThe projects involve assets operating in a competitive environment together with a number of other players. The demand for, and the pricing

of, any project and assets before and after delivery are impossible to control. On the

supply side there are uncertainties tied to, amongst other things, the ordering of new

vessels and the scope of future scrapping. The actual residual value of a vessel might be

lower than in our estimates. 3.4 Economic life, technical risk and redeliveryThe possibility for rational operation

greatly influences a vessel's economic life, which depends on the running maintenance of

the vessel. Technical risk will always be present, even if the vessel is on a bareboat

charter.

3.5 Secondary marketThe liquidity for the shares of a project in the secondary market

varies greatly over time and from project to project. As such it can prove difficult to trade the shares in the secondary market.

3.6 Tax risk Changes in laws and regulations with regards to topics including, but not

limited to, taxation can lead to different conditions for investors, including reduced

profitability on a project. The liquidity for the shares of a project in the secondary market

varies greatly over time and from project to project. As such it can prove difficult to trade



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the shares in the secondary market.

3.7 Financial riskAny changes in the underlying interest rate would affect the returns on a

project with floating rate bank financing directly. Indirectly, the interest rate levels can also affect the value of a vessel at the point of sale. In projects with bank debt, the

underlying interest rate may or may not be fixed/swapped. The issue will normally be

addressed by the board in each single purpose company. Lenders to projects/banks will

impose covenants on the project, and may impose certain penalties if these are not met,

such as an extraordinary repayment of the loan if the company is in a breach of these

covenants. For projects in which there is a debt which matures before the end of the charter party in particular, and for debt financing in general, there is a risk associated

with the respective company's ability to refinance the loan. Terms of such refinancing, if

secured, may be better or worse than the terms of the existing loan arrangements.

Additionally, there may be additional costs and risks associated with the refinancing of

debt. 3.8 Pollution All shipping and offshore activities involve the transportation of cargoes and

other activities that can potentially harm the environment, which in turn may give

grounds for compensation claims, fines and suchlike. Therefore, owing a commercial

shipping or offshore venture involves a level of pollution risk.

3.9 Regulatory risk / Legislative changesOver the past 20 years the shipping and offshore industry has been subject to a range of changes in the laws and regulations

affecting the industry. There is always a chance that the new legislation or regulations

will be proposed and passed. Such changes can impact the industry and make serious

changes to the economic lifetime and earnings potential of ships and offshore assets.

3.10 Execution risk There is always a possibility that any described transaction might not

conclude due to various execution risks related to, but not limited to, documentation, vessel inspections and/or class records and/or due diligence. Thus there might be some

costs, including to external and third parties, that are not refundable.

3.11 Yard riskSome projects involve newbuilding(s) rather than acquiring second-hand

tonnage. In these projects the yard's ability to deliver the vessel(s) according to

specifications and on time may be potential risk factor. The installments paid to the yard will normally be guaranteed by a refund guarantee from the yard or a financial

institution. Their ability to honour this obligation in a default scenario is a potential risk,

and may have adverse consequences on the investment.

3.12 Political risk Shipping and offshore vessels operate globally and may be exposed to

political risk, local content requirements, risk of privacy, risk of corruption, etc.

2. Research and Development uses.

R&D program managers are close to the projects and activities that make up their

programs. They typically are able to relate the ins-and-outs and smallest details to others.

They work hard to make their programs succeed. Yet, they may lack information in the

form needed to describe and document the benefits their programs are producing -- particularly in the interim period after their direct involvement with projects and other

program activities ends and in the longer run when knowledge and/or market impacts

are achieved. Program managers may need to know,

• If their research is being done right (e.g., has high quality and research efficiency) • If

the program’s R&D efforts are focused on the right research areas. • How program-



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created knowledge finds varied applications that generate additional benefits to the

nation. • How collaborations and other activities stimulated by the program have

affected the nation’s R&D capabilities. • How their programs are providing benefits to the users of resulting energy-saving and

energy-producing innovations. • How their programs are enhancing energy security by

providing alternative energy sources, protecting existing sources and having options

ready for deployment if warranted by changing circumstances. • If their past efforts were

worth it and if planned new initiatives will be worth it.

3. Discounted Cash Flow. Investments are essentially current capital expenditures incurred at present in

anticipation of future returns. Hence, the timing of expected future cash flows is

important in the investment decision. In any economy, capital or funds invested have

value and therefore, time value of money is an important concept. For example, investors

place a higher value on recent returns than on future ones. Hence, the technique that discounts [or reduces] the future values into their present values at a specified time value

[discount rate] is called as DCF technique.

4. Financial Fore cast

A financial forecast is an estimate of future financial outcomes for

a company or country (for futures and current markets). Using historical internal accounting and sales data, in addition to external market and economic indicators, a

financial forecast is an economist's best guess of what will happen to a company in

financial terms over a given time period—which is usually one year.

See Financialmodeling.

Arguably, the most difficult aspect of preparing a financial forecast is predicting revenue. Future costs can be estimated by using historical accounting data; variable costs are also

a function of sales. Analysts often use information such as the 52-week high of stock

prices to augment their fundamental analysis of stock prices.

Unlike a financial plan or a budget a financial forecast doesn't have to be used as a

planning document. Outside analysts can use a financial forecast to estimate a company's

success in the coming year.

5. Project Selection.

Project Selection is a process to assess each project idea and select the project with the

highest priority. Projects are still just suggestions at this stage, so the selection is often

made based on only brief descriptions of the project.

UNIT-III

1. Explain product new product diffusion.

A conceptual framework that captures the factors influencing the diffusion of new

products is four major groups of factors affect both the first and repeat purchases of a new product by customers. These factors are: adopter characteristics, innovation

characteristics, firm characteristics, and environment characteristics. The adopter

characteristics that affect the purchase of a new product include adopter class, risk

disposition, geo demographics, economic value need, and word of mouth behavior. The

innovation characteristics include relative advantage, relative cost price, perceived

https://en.wikipedia.org/wiki/Company

https://en.wikipedia.org/wiki/Country

https://en.wikipedia.org/wiki/Financial_modeling

https://en.wikipedia.org/wiki/Financial_plan

https://en.wikipedia.org/wiki/Budget



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usefulness, ease of use, and network externality. The firm characteristics comprise firm

size, firm marketing efforts, and firm reputation. The environment characteristics that

drive new product trials and repeat purchases include infrastructure, availability and demand for related products, and market conditions. In addition, first purchases

influence repeat purchases, sales revenues, and profits of a new product and firm value .

Toward the end of the life cycle of an innovation, replacement product or technology

takes over. The adoption of the replacement product is driven by the same set of factors

that determine the original product’s purchases. Five classes of adopters comprise a

population: innovators, early adopters, early majority, late majority, and laggards. 2. Explain new product adopter process .

Adopters differ in their risk disposition. For example, innovators are very risk-taking,

whereas laggards are very risk averse. Adopters are also heterogeneous with regard to

geo demographic variables such as location, age, income, gender, and education. The

economic value of an innovation may differ across adopters. These adopter characteristics along with word of mouth from previous adopters influence the purchases

of an innovation. Among innovation characteristics, relative advantage refers to the

functional superiority of the innovation over other alternatives. Rogers (2003) proposes

that relative advantage and relative cost (price to the adopter) determine the success of

an innovation. Furthermore, according to the technology acceptance model (TAM), perceived usefulness and ease of use are two dominant factors influencing the adoption

of technological innovations (Davis, 1989). Network externality, the property of an

innovation by which the utility to an adopter increases with the number of adopters (e.g.,

telephones, automated teller machines, videogames), also influences the innovation’s

sales.

Environmental factors also contribute toward the purchases of a new product. Presence of the right technological and economic infrastructures is important for the

adoption of innovations. The availability and demand for related products such as

complements and accessories also determine the rate and level of adoption of a new

product.

3. Industrial Design.

Industrial design is a process of design applied to products that are to be manufactured

through techniques of mass production Its key characteristic is that design is separated

from manufacture: the creative act of determining and defining a product's form and

features takes place in advance of the physical act of making a product, which consists

purely of repeated, often automated, replication. This distinguishes industrial design from craft-based design, where the form of the product is determined by the product's

creator at the time of its creation.

4. Product Architecture.

Product architecture is the scheme by which the functional elements of the

product are arranged into physical chunks and by which the chunks interact . This definition links architecture to system-level design and the principles of system

engineering . Architecture also has profound implications for how the product is

designed, made, sold, used, repaired, etc . Architecture makes its influence felt during

Assembly.

5. Portfolio planning



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A portfolio plan is an investment strategy that guides the allocation of an individual or

institutional investor’s money.

A portfolio plan acts as a blueprint for making investments by spelling out an investor’s goals, risk tolerances and return expectations. The plan spells out the percentage of

money allocated to different assets (such as stocks, bonds or real estate), as well as a

process for deciding which individual securities to invest in. Other factors can include

investment horizon, liquidity needs, taxes and local laws (particularly for public, tax-payer

funded, plans like pension funds).

UNIT IV

1. Other method of forecasting techniques. Other methods to forecast sales of new products Models of new product diffusion,

market growth, and product life cycle have been used to forecast the sales of new

products. However, other methodologies have also been used to forecast new product

sales. In a qualitative approach, Twiss (1984) explains how to develop and use a

technology forecast in long-range planning. By examining past technological innovations from a market forecasting perspective and using a case study approach, the author

suggests that accurate forecasting is not possible and that great precision is not needed

for most long-term planning purposes. Any innovation so marginal that small errors in

forecasting will swing it from profit to loss should not be considered anyway. For major

innovations, one should be trying first and foremost to identify the big winners and reject

the big losers. He also offers a very qualitative forecasting process that decision makers should follow to make a decision. Teotia and Raju (1986) review economic cost models

and diffusion models to forecast market penetration and offer a forecasting approach

that uses both approaches sequentially. They use data from energy efficient electric

motors to test the combination model empirically. They find that the combination

approach of economic cost model and diffusion model may offer superior forecasts of market penetration to any approach alone. The combination model is more effective

because it combines the strengths of both the economic cost model (consideration of

costs factors) and the diffusion model (determination of the portion of market captured

at different points in time) and is therefore able to use both cost and time in forecasting

the market penetration of a new technology. Thomas (1987) uses a case study to

describe an implementation of a multimethods approach for combining independent forecasts of a new product’s market potential to improve new product planning

decisions. He proposes an approach to market potential forecasting that stems from the

behavioral science tradition and has logical benefits. The proposed multi-methods

approach involves three steps:

◆ defining a concept of market potential for the particular product/market in question;

◆ obtaining two to six forecasts of market potential utilizing as many different and

independent methods that attempt to measure the concept of market potential in question;

◆ evaluating the different methods with respect to the predefined criteria and deciding



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whether to use one method’s results, a range of results, or results from combining the

methods.

2. Technological Forecasting Forecasting is defined by B.R. Martin as "the process involved in systematically

attempting to look into the longer-term future of science, technology, the economy and

society with the aim of identifying the areas of strategic research and emerging generic

technologies likely to yield the greatest economic and social benefits."

Numerous techniques for forecasting technological developments were pioneered in the

1960s in both business and government (particularly military) applications, and the term "foresight studies" is now commonly used. The more important of the techniques are

described here.

3. Method of forecasting. Commonly adopted methods of technology forecasting include the

Delphi method, forecast by analogy, growth curves and extrapolation.

Normative methods of technology forecasting — like the relevance trees, morphological

models, and mission flow diagrams — are also commonly used.

4. Rational and Explicit methods.

T he whole purpose of the recitation of alternatives is to show that there really is no

alternative to forecasting. If a decision maker has several alternatives open to him or her, s/he will choose among them on the basis of which provides him/her with the most

desirable outcome. Thus his/her decision is inevitably based on a forecast. His/her only

choice is whether the forecast is obtained by rational and explicit methods, or by intuitive

means.

The virtues of the use of rational methods are as follows:

1. They can be taught and learned, 2. They can be described and explained,

3. They provide a procedure followable by anyone who has absorbed the necessary

training, and in some cases,

4. These methods are even guaranteed to produce the same forecast regardless of who

uses them. The virtue of the use of explicit methods is that they can be reviewed by others, and can

be checked for consistency. Furthermore, the forecast can be reviewed at any

subsequent time. Technology forecasting is not imagination.

5. Classification of technology forecasting.

The primary function of forecasting is to predict the future using data we have in

hand. Technological forecasting is the process of predicting the future characteristics and

timing of technology. The technology forecasting methods can be classified as

exploratory and normative forecasting methods.

UNIT- V

1.Licensing

There are few faster or more profitable ways to grow your business than by licensing



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patents, trademarks, copyrights, designs, and other intellectual property to others.

Licensing lets you instantly tap the existing production, distribution and marketing

systems that other companies may have spent decades building. In return, you get a percentage of the revenue from products or services sold under your license. Licensing

fees typically amount to a small percentage of the sales price but can add up quickly.

2. Equipment Acquisition.

The title status of equipment purchased under contracts and grants will have to be

determined. This information may be in the contract/grant instrument or in basic

agreements with the agency. The title status of equipment purchases will determine the degree of control, tagging, and applicability of state sales tax.

Title with the Federal Government: Non-taxable

Title with the Regents or other: Taxable.

3. Joint venture.

A joint venture (JV) is a business arrangement in which two or more parties agree to pool

their resources for the purpose of accomplishing a specific task. This task can be a new

project or any other business activity. In a joint venture (JV), each of the participants is

responsible for profits, losses and costs associated with it. However, the venture is its

own entity, separate and apart from the participants' other business interests.

4. Strategic Alliance

A strategic alliance is an arrangement between two companies that

have decided to share resources to undertake a specific, mutually beneficial

project. A strategic alliance is less involved and less binding than a joint

venture in which two companies typically pool resources to create a separate

business entity. In a strategic alliance, each company maintains its autonomy

while gaining a new opportunity.

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