Essays on Technology Management of Biotechnol LDA Pharmaceuticals and Bosch Siemens Hausgerate GBMH Case Study

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The paper "Technology Management of Biotechnol LDA Pharmaceuticals and Bosch Siemens Hausgerate GBMH" is a perfect example of a case study on management. The survey of the market over the past century or so reveals the fact that there have been experienced a number of changes in the setting up of the market and the various market forces have evolved and changed in accordance to the various needs, demands and requirements of the segment in question(Clark G G, 2005). In the report that has been developed in the following paper, a detailed analysis will be conducted pertaining to two case studies based on two companies Biotechnol LDA Pharmaceuticals and Bosch Siemens Hausgerate GBMH.

The focus of the report will be on the technological management of the two companies in the past and also look into the changes that might occur in the future and its significance. Case Study Analysis: Bosch-Siemens Need for new technology There was felt a need for new technology in the company, with the increasing concern for sustainable development and environmental protection in Europe in the 1990s. The company thus decided to ensure that it adopted the new technology which was environmentally friendly for greater sustainability in the long term. Introduction of Technology The new technology was introduced in the company in the year of 1989 when the company incorporated the corporate guidelines in all spheres of functioning and ensured that the entire product life; from the production process to the transportation, sale, and use, discarding and reclaiming process was in keeping with the environmentally friendly structure of functioning.

It also helped ensure that there was the usage of recyclable material and reuse of the parts of the machines (Zeithaml, Parasuraman & Berry, 1990). Barriers The main barriers were the fact that it affected the profitability of the company and it also needed trained employees so that the new technology could permeate all sections of functioning in the company (Piderit, S 2000).

This was overcome by cutting down of wastage which reduced the overall cost of production, and through the establishment of effective communication channels and well-integrated management, the employees were trained and the entire process became more coordinated. Operations The new technology has been used to ensure that the production process eliminates waste, and the designs were altered for better effectiveness.

There was a reduction of waste products in the line of production, and recyclable material was used for packaging. The transportation was carried out by low emission vehicles, and the returned parts were reused and recycled. The product was returned instead of being discarded and it was reused after processing in the production process (O'Sullivan, E 2003). The parts that could not be recycled and reused were given over to companies for safe disposal. Performance improvement The performance will be judged in terms of the production average, along with the cost of production that is beard by the company.

The overall wastage that is produced by the company is also taken into account when looking at the performance of the company as a whole. The overall production process has been seen to improve with time, where the company has become more coordinated. Monitoring The process was monitored by the management as well as the board, where the chairman told the head of the departments what policies are to be implemented, where the department heads tell the management and there are effective communication channels in place to ensure that the employees are aware of the company policies and to ensure that they are executed effectively.

References

Barry D 1997, Strategy Retold, Towards a narrative view of strategic discourse, Academy of Management Review, Vol 22, No 2, pp 429-52.

Biotechnol, Online accessed on April 28, 2011 at http://www.biotecnol.com/biotecnol/common1.aspx?node=00004101:00000001:00000001:00000003

Clark G G, 2005, Unbundling the structure of Inertia, Resources versus Routine Rigidity, Academy of Management Journal, Vol 48, (5), 2005, pp 741-763

Harrison, Samson 2002, Biotechnol LDA Pharmaceutical, pp 143- 151

Harrison, Samson 2002, Bosch Siemens Hausgerate GMBH: Working for the Environment from Design to Disposal, pp 165- 173.

Markus, M.L, 2001, Toward a Theory of Knowledge Reuse: Types of Knowledge Reuse Situations and Factors in Reuse Success, Journal of Management Information Systems, 18, 1, p.57 – 93.

O'Sullivan, E 2003, Bringing a perspective of transformative learning to globalize consumption, International Journal of Consumer Studies, 27 (4), 326–330

Piderit, S 2000, Rethinking resistance and recognizing ambivalence: a multidimensional view of attitudes toward an organizational change, Academy of Management Review, vol. 25, no. 4, pp.783-794

Zeithaml, Parasuraman & Berry, 1990, Delivering Quality Service; Balancing Customer Perceptions and Expectations, Free Press, 1990

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