Business success, marketing and the engineer

Richardson, Pikay

doi:10.1049/esej:19970405

Cited by 8 publications

(3 citation statements)

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“…In this wise, the process involves a search for an appropriate technology, followed by implementation in the organisation, its adoption, leading, if it works, to the desired goal. Of course, the schematic diagram of figure 1 is not meant to indicate that each stage is a logical outcome of the previous (Mirvis 1983, Richardson 1997. In reality, each stage is a risky step and can pose difficulties for the organisation But once a successful implementation of the chosen technology is achieved, the programme can be replicated in other parts of the organisation (Zaltman et al 1973, Eveland 1979, Tornatzky et al 1983).…”

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confidence: 99%

New Technology Introduction and Implementation: The Case of Paging Technology in the Ratlam Division of Indian Railways

Richardson¹,

Nigam

1999

Creat Innov Manage

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Concomitant to the liberalisation policy and market reforms in India has been the issue of declining budgetary support for public sector organisations. Hitherto, Indian Railways, the biggest publicly‐owned enterprise, has largely been supported by the exchequer. Since the early 1990s, however, the Railways has had to operate increasingly as a commercial rather than a social organisation. One of the ways of improving efficiency is to introduce efficiency‐enhancing technologies. This paper is a case study of the introduction of paging technology to the Ratlam Division of Indian Railways. It describes the process of planning and implementation, the HRM implications of the adoption and how the process was successfully managed. It aims at shedding further light on the nature and the processes whereby technologies eventually gain company recognition and acceptance.

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confidence: 99%

New Technology Introduction and Implementation: The Case of Paging Technology in the Ratlam Division of Indian Railways

Richardson¹,

Nigam

1999

Creat Innov Manage

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“…They need to have the wider skills outlined above to be able to succeed in this demanding global marketplace. Richardson [1] tells us that:…”

Section: Introductionmentioning

confidence: 99%

The Development Of Communication And Design Skills Through Multi Disciplinary Teamworking

Bramhall¹,

Harris²,

Hick³

et al.

2005 Annual Conference Proceedings

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This paper details the methodologies developed at Sheffield Hallam University for improving students' design, teamworking and communication skills through participation in undergraduate and postgraduate modules. One module is a residential 'teamwork and leadership course', which final year undergraduates undertake. This module develops the students' teamwork and leadership skills away from the university, by participating in a series of indoor and outdoor tasks, with an inter-disciplinary design focus, spread over a weekend. Assessment is by both staff observation and student self-reflection with a 'portfolio style' evidence-based final report. The second module described in this paper uses 'video conferencing' between higher education institutions, with postgraduate students at each university undertaking joint project work. These joint projects are multidisciplinary , for example engineering students working with business students, or materials engineering students working with design students. This leads to the students' greater understanding of the importance of teambuilding within a multidisciplinary environment. The paper evidences evaluation of the modules described, incorporating both students' and the United Kingdom (UK) engineering professional bodies' views on the skills and expertise that they have developed, and the importance that they perceive of this skill development for a professional engineer in the UK.

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“…Customer focus is perceived by some as the most important determinant of business success, and engineers must be prepared to function in the design process accordingly. 1 Concurrent engineering is a recent strategy for managing customer-centered design processes that has been acknowledged by many for its successes.…”

Section: Introductionmentioning

confidence: 99%

Interdisciplinary Team Projects With Marketing Students To Improve Engineering Capstone Experience

Christensen,

Seymour,

McKeage

et al.

1999 Annual Conference Proceedings

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Marketing and bio-resource engineering faculty developed an interdisciplinary cross-course project for their senior students at the University of Maine. Marketing and bio-resource engineering senior level courses included the interdisciplinary project to provide students the experience of working on multidisciplinary teams. The project required the marketing and engineering students to work together on development of a product or service marketing plan directly related to an engineering capstone design project. During the first two years of implementation, the project has evolved towards a more cooperative learning format that has improved the development of the students' team building skills and their appreciation for a multidisciplinary perspective. Project evaluations show that the benefits of the multidisciplinary project have been apparent to most of the student participants.

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Business success, marketing and the engineer

Cited by 8 publications

References 0 publications

New Technology Introduction and Implementation: The Case of Paging Technology in the Ratlam Division of Indian Railways

New Technology Introduction and Implementation: The Case of Paging Technology in the Ratlam Division of Indian Railways

The Development Of Communication And Design Skills Through Multi Disciplinary Teamworking

Interdisciplinary Team Projects With Marketing Students To Improve Engineering Capstone Experience

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