Syllabus aims• The Relationship between Businesses and the
Technological Environment
• assessing the effects of technological change• evaluating the response of businesses to
technological change.
• The impact of technological change should be considered in terms of a range of issues including:
• marketing opportunities, • the culture of the business• and the processes and systems used within the
business
What technological changes have their been?
– Intranet– Internet– Social Networking– CAD/CAM– Robotics– Handheld computers– Software packages e.g. DTP, spreadsheets,
databases etc– EPOS– Loyalty cards– Mobile technology– ????
Threats of Technology• Which businesses
have been threatened by technology?
• Books• Music• Film • Travel agents• Estate agents• Newspapers• Charities….
• Bar codes!
Viral marketing
• http://www.blogstorm.co.uk/the-top-10-viral-marketing-campaigns-of-all-time/
• So many to choose from… it has to be….
• What are the benefits of viral marketing?
Technology USP…
• Which companies generate revenue from continual updating technology?
• Software• Mobiles• TVs• MP3
• How employees are recruited
• The way that visitors and guests are looked after
• How the working space is organised
• The degree of delegation & individual responsibility
• How contracts are negotiated and agreed
• The personality and style of the sales force
• The responsiveness of communication
• The methods used for communication
• How staff call each other
How culture might be demonstrated
Can you give examples of
how technology will have changed
these areas?
Handy’s Four Classes of Culture
PowerPower RoleRole
TaskTask PersonPerson
What does
each of these mean?
Power culture
• Control radiates from the centre
• Concentrates power among a few
• Few rules and little bureaucracy
• Swift decisions are possible
• Control radiates from the centre
• Concentrates power among a few
• Few rules and little bureaucracy
• Swift decisions are possible
Role culture
• People have clearly delegated authorities within a highly defined structure
• Hierarchical bureaucracy
• Power derives from a person's position
• Little scope exists for expert power
• People have clearly delegated authorities within a highly defined structure
• Hierarchical bureaucracy
• Power derives from a person's position
• Little scope exists for expert power
PowerPower
Task culture
• Teams are formed to solve particular problems
• Power derives from expertise as long as a team requires expertise
• No single power source
• Matrix organisation
• Team may develop own objectives (a risk)
• Teams are formed to solve particular problems
• Power derives from expertise as long as a team requires expertise
• No single power source
• Matrix organisation
• Team may develop own objectives (a risk)
Functional DeptsFunctional Depts
Proj
ect T
eam
sPr
ojec
t Tea
ms
Person culture
• People believe themselves to be superior to the business
• Business full of people with similar training, background & expertise
• Common in firms of professionals – e.g. accountants & lawyers
• Power lies in each group of individuals
• People believe themselves to be superior to the business
• Business full of people with similar training, background & expertise
• Common in firms of professionals – e.g. accountants & lawyers
• Power lies in each group of individuals
• http://news.bbc.co.uk/1/hi/uk/8409337.stm
• EPOS – tills!
• http://www.youtube.com/watch?v=Vv5GQ6c_ls8
• Textile industry
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