Management of Technology:Management of technology (MOT) is an interdisciplinary field that integrates science. Engineering, and management knowledge and practice. The focus is on technology as the primary factor in wealth creation. Wealth creation involves more than just money. It may encompass factors such as enhancement of knowledge. Intellectual capital, effective exploitation of resources. Preservation of the natural environment and other factors that may contribute to raising the standard of living and quality of life. Managing technology implies managing the systems that enable the creation. Acquisition and exploitation of technology. It involves assuming responsibility for creating. Acquiring and spinning out technology to aid human endeavors and satisfy customers’ needs.

MOT at the firm level:

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A National Research Council report (1987) on management of technology defined, “It as an interdisciplinary field concerned with the planning, development and implementation of technological capabilities to shape and accomplish the operational and strategic objectives of an organization”.

MOT at the National/Government level :From a macro-level perspective a more general definition may be appropriate for MOT. It can be defined as “A field of knowledge concerned with the setting and implementation of policies to deal with technological development and utilization, and the impact of technology on society, organizations, individuals and nature. It aims and to foster responsible use of technology for the benefit of humankind”. At the national level, more focus is placed on the role of public policy as it applies to the advancement of science and technology. The overall impact of technology on society is explored. Particularly its role in developing sustainable economic growth. Government and organizational policies are developed to embrace technological change for the benefit of their constituencies.

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Management of Technology Program History :

Established in 1981 as a joint program of the schools of management and engineering, the MIT Management of Technology (MOT) Program was the quintessential MIT invention — an elegant solution to a critical global challenge. For a quarter of a century, this specialized one-year master's program provided technologists with the management expertise to drive successful ventures in a hypercompetitive marketplace. Eventually, the program evolved into a product of the school of management only. Geared for mid-career professionals in technology-based organizations, the MOT Program taught hundreds of engineers to assess, mine, and market technological enterprises. MOT students developed the ability to weigh risks and make decisions under volatile conditions. They discovered how technology interacts with other key business areas. And they had the opportunity to update their technical expertise in the research facilities of one of the most influential technology think tanks in the world.

Elements of strategic Management of Technology :

Elements of strategic management of technology (MOT) are discovered and outlined in a conceptual framework. Strategic MOT is a necessity for creation and execution of technology strategy for sustained competitive advantage of an enterprise. In absence of coherent frameworks, practitioners encounter difficulties to cope with

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complexity of MOT. Amended framework, based on integrated management theory, considers comprehensively elements of company's internal technology infrastructure, objectives and external environment impacts. The strategic MOT framework is suggested to provide theory basis for scholars and be applicable for practitioners to enable clarity and convergence of technology management.\\

Key Features of Management of Technology (MOT):

Abstract: Management of Technology (MOT) Education is growing both in numbers and importance. There are more than 200 universities in the world that are offering MOT programs. However, these universities have taken different approaches with respect to the names and designs of the programs. In Malaysia, some of the programs are known as Technology Management, Production & Operation and Industrial Management.

1. Background : Global competition, rapid technological change and diversification have been the major drivers for establishing management Technology (MOT) as a discipline in 1987 (The United States National Research Council, 1987). The needs continue after over 25 years when managers with technological competencies have been recognized as a greater player in the knowledge-based economies. Organizations are trying to find ways in which o optimizing utilization of technology to gain competitive advantage. Having state-of-art technologies are no longer the pre-requisite of an organization to compete globally. Instead, recognition of technologies as strategic inputs, mastering key technologies and be able to link technological aspects into other key.

2. Background : There is a growth in the number of formal MOT programs in the world. It has been actively developed in the United States and the Europe as early as in the eighties. However, there is still no indication that the growth in number of these programs is reaching a maturity

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point. The titles and the contents of the programs continue to vary. As a result, conferences, collaborations and also forums all over the world have been actively discussed on the features of MOT programs in the world. There was an attempt by the International Association for Management of Technology (IAMOT) as one of the prominent associations in MOT to develop a guideline to accredited MOT programs at post graduate levels. The guideline was developed through a survey among v stakeholders all over the world. The survey concluded that there are five knowledge groups of MOT education.Which are: Management of Technology (MOT) Centered Knowledge Knowledge of Corporate Functions Technology-Centered Knowledge Special Requirements/Assignments Knowledge of Supporting Disciplines

3. Research Methodology: This study employed qualitative multiple-case study approach. Multiple case studies should be regarded as multiple experiments rather than multiple respondents and so replication logic and not sampling logic should be adapted to choose the cases.

4. Results and Discussions:The titles of the programs: The titles of the two programs reflected MOT name as suggested in the IAMOT Credo. The programs’ titles are known as Bachelor of Technology Management (BTM) and Bachelor of Technology Management (Production and Operation) (BTMPO). This practice is similar with the practices in other South East Asia Region such as the Philippines and Singapore. This indicates that MOT can be described in diverse names, depends on the focus of the offering schools.

The structure and components of the programs:Both programs comprised of business and management components, technology management and university’s subject components which

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is consistent with the IAMOT Credo. Component varies. There are two important contributing factors affecting this structure:

Rules and Procedures set by the Malaysian Qualification Agency (MQA) (accreditation body), whereby each of University’s subjects.

The objectives of the programs where they must fulfill the designated purpose set forth earlier by the respective patriotism spirit among the students.

Technology Concepts in the Courses Both programs have integrated technology concepts in some of the courses such as technology management and Technology and culture. Future prospect of MOT graduates evidently, technology management programs in this university do not aim at producing engineers but more to connect the missing link between engineering and scientific knowledge and general management.

Why Management of Technology now?

The world is changing. As we move into the twenty-first century, the pace of change continues to increase. New technologies emerge and the dynamics of trade shifts. Management systems must also shift to cope with the change. These shifts create a totally new paradigm of

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business. Let’s examine the nature of this change since the end of World War II.The World: Post World War II World War II created a new order in the world. The industrialized countries dominated the scene. They had the major share of the world’s productive capacity. Technology-based products were sold at home and all over the planet, creating great wealth for countries such as the United States, Britain, and France. Many industries flourished and companies such as Ford, General Electric, AT&T, IBM, and Westinghouse became conglomerates. The years after the war were the golden years of Western industry.

The World today: The most pronounced difference between the world today and the world of yesteryear is the rapid pace of technological change. This pace is combined with variation in the scope of technology deployment. Global competition is also relatively new. Competition among nations has intensified in the 1980s and 1990s compound by the emergence of new countries on the “playing field” this contributes to a continuous shift in the balance of economic power. With the end of Cold War. A new world order has emerged. The pace of technological change the magnitude and speed of technological change in recent years have been phenomenal. A very rapid rate of technological innovation is making it imperative to consider technology as the primary factor influencing economic growth and prosperity. Technological changes have been of such magnitude that it is difficult for individuals, and often for institutions, to follow them. In several technological sectors, such as the information sector, more changes have occurred in the last few decades then in the previous few thousands years. Technological changes in the twentieth have significantly influenced employment patterns and societal change.

Management of Technology the new paradigms: The management of technology field is a critical component of the effort to address questions of American competitiveness in the marketplace. A 1986 workshop sponsored by the National Research

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Council (1987) focused attention on it as a hidden competitive advantage. It was recommended that significant measures be taken to build national awareness of the strategic importance of MOT and to support research in this area. The NRC workshop report identified industry needs in MOT to be as follows:

1. How to integrate technology into the overall strategic objectives of the firm.

2. How to get into and out of technologies faster and more efficiently.

3. How to assess/evaluate technology more effectively. 4. How best to accomplish technology transfer.5. How to reduce new product development time.6. How to manage large, complex, and interdisciplinary or inter

organizational projects/systems.7. How to manage the organization’s internal use of technology.8. How to leverage the effectiveness of technical professionals.

Importance of Management Technology :

1. Technology is one of the imperative components to one and all to sustain both personal and an efficient professional life. The luxury and convenience experienced by us, is basically the advancement of technology and how it has affected our lives.

2. Apart from education, business as well is endowed with the technological intricacies that essentially play the role of a catalyst in delivering the best of innovatory, creative and efficient output.

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The ‘technology’ factor in management changes it all when it combines with any other regular activity of our lives.

3. A set of management disciplines which are created to permit the organization in the process of managing the technological rudiments in order to create a competitive benefit  for the company above all other contemporaries is what precisely technological management is all about.

4. Importance of technology is such that technological strategy, an integral part of technological management, plays the main role or the central character of the organization. The principle sets of rules they abide or the job they do is technological strategy, in other words.

5. Technological forecasting is an amalgamated term which primarily is an answer to technological scouting by which it is allowed to identify the possible technologies relevant for the organization. Mapping technology as per the requirement of the business and market is known as technology road mapping.

6. The other two components of technology management are – the technology project portfolio and the technology portfolio.

7. The importance of technology management has deeper impacts than it can be gauged. The former being the sets and series of projects under development for the future use and the latter is the sets and series of projects in current use.

8. The customer value is important for business houses and that essentially triggers the continuous development and invention of the technology.

9. The technology management also keeps a regular tab on this and therefore decides when the right time to invest for technological development is and when to withdraw.

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10. Technological management is also important when it comes to the optimization, integrated and exclusive designing, management and application of technological tools and products, better descriptions of services and actions and so on.

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Management role in the effective Management of Technology:1. Carrying out the essential elements of the management process

(planning, organizing, leading and controlling).2. Strategically integrating business and technology.3. Using proper accounting and financial methods to evaluate the

health of a business (financial statement, ratio analysis).4. Allocating capital resources and cost of capital, including time

value of money, net present value, rate of return, etc.5. Following contemporary advances and challenges in science and

technology, forecasting direction and rate of technological advance, and evaluating the impact of technological development in the marketplace and the firm.

6. Selecting of “Appropriate technology”.7. Exploring the characteristics of innovations and the decision

processes that influence their rates of diffusion and adoption in the marketplace.

8. Engaging in aggressive marketing: knowing how marketing resources are developed in different high-technology firms, strategies for communicating product attributes to potential customers tools for competitive intelligence gathering and analysis.

9. Promoting product development processes to bring new products to the market.

10. Managing customer relations.11. Evaluating technology-based initiatives according to their

economic and financial feasibility as well as strategic fit within the organization.

12. Effectively organizing and managing the R&D efforts to maintain a competitive advantage.

13. Allocating R&D resources among basic research, applied research and development efforts.

14. Following appropriate methods for evaluating the performance of R&D groups.

15. Understanding contract law and negotiation techniques

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Top 10 SMB Technology Management Mistakes :

Small and medium businesses focus on understanding all they can in order to identify and exploit opportunity in the market.  Doing so makes sense as the business seeks new revenue and profit. Unfortunately, small and medium businesses don’t have the same focus in their adoption, integration, and management of technology. Most often SMBs take a reactionary approach to their technology – creating disruption and additional cost to the business. Avoid falling into this trap by understanding and working toward overcoming the following common mistakes:

1. Weak Internal Technical Support.2. Keeping Older Technology Too Long .

3. Not Keeping Software Licenses Current .

4. Training as a Last Resort.

5. Poor Technology or Information Security.

6. Sporadic Data Backup.

7. Inadequate Virus/Spam Protection.

8. Allowing Personal Applications on Business Equipment.

9. Open Wireless Networks.

10. No Laptop Security.

Weak Internal Technical Support:  Often technical support is assigned to the employee who is the ‘computer geek’-type.  They perform these duties in addition to their regular job responsibilities.

Keeping Older Technology Too Long :  It is a well known fact that older technology needs more repair and fails more often – leading to business downtime. It doesn’t accommodate new, lower

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cost features and functions designed to increase productivity and lower expense.

Not Keeping Software Licenses Current :  When a business doesn’t keep their software licenses current they miss out on critical updates, don’t have access to technical support and hold their people back from being as productive as possible.

Training as a Last Resort:  SMBs often assume an employee knows how to use the technology or that the employee will ‘figure it out.’  Instead, you should offer training to your users as a mechanism to increase productivity – especially when you introduce new technology or applications.

Poor Technology or Information Security:  Most businesses use passwords to access networks and email.  But, often they don’t have policies or tools to ensure the right level of information and technology security needed to adequately protect the business from external intrusion, theft, or disaster recovery.

Sporadic Data Backup:  Many SMBs back up their critical applications and information right after they have had a failure.  At this point, it is too late.  Having the right policies and tools to regularly backup business information will keep you out of future trouble.

Inadequate Virus/Spam Protection:  Viruses and spam represent a large problem for SMBs.  Both rob the business of productivity, time and money.  SMBs must go beyond simple PC-based tools to ensure the best protection of your systems, information, people, and budget.

Allowing personal Applications on Business Equipment: Because most SMBs don’t manage their technology, individual

employees are free to add their own personal images, software applications and information – often leading to poorly performing systems and security breaches.

Open Wireless Networks:  With the ease and proliferation of wireless networking, many SMBs accidentally leave their wireless access points open and available for anyone to access.  This huge vulnerability puts your systems, information, and business at risk.

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No Laptop Security:  As employees work at home or travel, they take critical business information with them.  SMBs often forget to encrypt or protect critical information from accidental theft or loss when the laptop is lost or stolen.

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Management of Technology guiding principles for managing enterprises:

Recognizing the new paradigms for managing technology. Present eight guiding principles for the management of the modern enterprise. These are:

1. Value creation2. Quality3. Responsiveness4. Agility5. Innovation6. Integration7. Teaming8. Fairness

1. Value creation: value added constitutes the basic social responsibility of the enterprise. It is the key to long-term survivability of the enterprise.

2. Quality: quality is a fundamental requirement influencing competitiveness. Quality need not be thought of as a tradeoff with cost but as a hygiene factor.

3. Responsiveness: An enterprise must manage not only for stability but also for change. It must be able to manage short cycles and respond to external environmental changes and customer demands promptly.

4. Agility: A production facility must be flexible enough to produce a variety of product lines and facilitate communication and operation between suppliers, production, and customers.

5. Innovation: A firm must be able to improve its ability to innovate and to use innovation to gain competitive advantage.

6. Integration: A modern firm must be able to acquire and integrate a portfolio of technologies that will give it a unique and defined advantage over its competitors. The portfolio may include more than one generation of product or process technologies.

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7. Teaming: The complexity of integrating mixed technologies with varying life cycles requires a workforce with high levels of training. Workers must be able to work together in interdisciplinary teams to carry out and coordinate the operations of the enterprise.

8. Fairness: A firm must develop a fair way to distribute to all its stakeholders the wealth created by a successful production operation. Fairness reduces conflicts among managers, labor, government, and the public. It leads to long-term survival of the enterprise.

Management of Technology and global competitiveness:Management of technology plays a major role in creating and maintaining competitiveness in the global arena. MOT activities may be undertaken at the national/international, or macro, level, or at the firm, or micro level. At the macro level, countries must be able to :

Create an economic growth policy, taking into consideration the fact that technology policy is a major contributor to economic strength.

Provide an infrastructure permitting the support of technological enterprises and the facilitation of commerce and trade. Planning for human resource development must also be an integral part of any technology development strategy.

Encourage cooperation between government, industry, and education and research institutions.

Energize and support technological innovation and develop plans to enhance creativity and support R&D activity.

Promulgate necessary but unburden some legislation and regulation measures to protect the environment and strengthen social structure.

The strength of the national research enterprise. The quality of technical education. The presence of a large pool of technical talents. The strength of information technology infrastructure. The ability of cultivate individual creativity and initiative.

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Synergy between basic research and downstream technical activities such as design and production capabilities.

The scale of domestic markets and the openness of global markets as engines for innovation and its commercialization.

The ability to continually modernize plant and equipment in private industry, and the commitment to do so.

Collaboration between industries and universities and the government.

National savings and the level of investment in industrial modernization.

National policy supporting initiatives to enhance adoption, adaptation, and diffusion of technology and related know-how.

The development of the necessary human, physical, financial, regulation, and institutional infrastructure to attract individuals, companies, and institutional entities, regardless of national origin, to invest in and conduct technical activities within the boundaries of the country. This ensures the long-term wealth generating capacity of the economy.

Public support of generic and domestically developed technologies.

Technology planning framework:1. Forecast the technology.2. Analyze and forecast the environment.3. Analyze and forecast the market/user.4. Analyze the organization.5. Develop the mission.6. Design organizational actions.7. Put the plan into operation.

1. Forecast the technology: This is the starting point of technology planning. Project both internally owned technology and that available in the marketplace over the planning period.

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2. Analyze and forecast the environment: Identify key factors in the organizations environment. Potential states of the environment, key uncertainties, major threats (especially competition) and opportunities.

3. Analyze and forecast the market/user : The development of a requirements analysis that identities the current needs of major customers determines the likelihood that these needs will change and specifies explicit demands that these needs make on the organization’s products or services.

4. Analyze the organization: Delineate the major assets and problems: develop a catalog of available human and material resources, and assess recent performance against stated objectives.

5. Develop the mission: Specify critical assumptions : establish overall organizational objectives and specific target objectives for the planning period, and specify criteria by which to measure the attainment of those objectives.

6. Design organizational actions: Create candidate actions : analyze and debate them, develop a consensus strategy limited to a few key actions, possibly attendant on several key contingencies. This is another excellent time to apply the tools of impact assessment.

7. Put the plan into operation: Develop timely sub-objectives, if appropriate, specify action steps, schedule, and budget, develop tracking mechanisms, and specify control mechanisms in case performance falls below established standards.

Forecasting Technology:The first step in technological planning is forecasting. Forecasting provides visions of the future that can be used to guide actions of the present in anticipation of future states. Those who forecast well can seize opportunities in a timely manner and thus reap the rewards of future changes.

Traditional forecasting methods depends, to a great extent, on projecting past performance into the future. This has an inherent

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weakness in that the future may not behave like the past. A future state depends on the characteristics and physical limits of the technology. The social and environmental factors influencing its development, environmental concerns and market conditions have forced a change in the growth pattern of that technology.A good forecast must have:

1. Credibility and utility.2. An accurate information base. 3. Clearly described methods and models.4. Clearly defined and supported assumptions. 5. Quantitative expression whenever possible.6. A stated level of confidence in the forecasted information.

Stages of Technology Development: Organized technological development follows: 1. Basic research: This is research undertaken to gain new scientific

knowledge or understanding; it is not directed toward a specific practical aim or application (organization of Economic Cooperation and Development. According to the National Science Foundation (1985). The objective of basic research is to gain a fuller knowledge or understanding of the subject under study. Rather than to develop practical applications.

2. Applied research: This is research directed toward a specific practical aim on objective and conducted to develop ideas into operational form (organization of Economic Cooperation and Development. According to the National Science Foundation (1985).

3. Development: Development involves the systematic use of the knowledge of understanding gained from research to produce useful materials. Including the design and development of new or improved services.

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4. Technology enhancement: This is the continuous effort by scientists and engineers to support and improve existing or developed technologies. It aims to improve the performance parameter of the technology, lengthen the technology life cycle, and foster incremental innovations.

Channels of Technology now: Technology is intangible; it flows easily across boundaries of countries, industries, departments, or individuals, provided that the channels of flow are established. There are three types of channels that allow the flow of technology:1. General channels: The technology transfer is done unintentionally

and may proceed without the continued involvement of the source. Information is made available in the public domain with limited or no restrictions on its use. This information is harnessed by users and applied to their purposes.

2. Reverse-engineering channels: Other channels in which the transfer occurs with no active contribution from the source include reverse engineering and emulation. Here a host, or a traditional receiver of a technology, is capable of breaking the code of a technology and developing the capability to duplicate it in some fashion.

3. Planned channels: The technology transfer is done intentionally, according to a planned process and with the consent of the technology owner. There are several types of agreements that are used to affect planned transfers. They permit access to, and use of technological know-how :

Licensing: The receiver purchases the right to utilize someone else’s technology. This may entail an outright purchase or a payment of an initial lump-sum amount plus a percentage of sales.

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Franchise: This is a form of licensing; however, the source usually provides some types of continual support to the receiver, for example, by supplying materials, marketing support, or training. This channel is commonly used in food chains and service organizations, such as McDonald’s, Burger King, and Pizza Hut.

Joint venture: Two or more entities combine their interests is a business enterprise in which they can share knowledge and resources to develop a technology. Produce a product, or use their respective know-how to complement one another.

Turnkey project: A country buys a complete project from an outside source and the project is designed, implemented, and delivered ready to operate. Special provisions for training or continued operational support may be included in the agreement between the parties.

The 15 Commandment of Proper MOT: Studying companies that successfully manage technology indicates that they share some common characteristics. The key elements in their MOT philosophies are summarized here:

1. Set your vision and long-term strategy.2. Design an aggressive technology plan.3. Develop a sound business plan.4. Set up organizational procedures to permit the integration of the

business and technology plans and allocate resources to support strategic objectives.

5. Focus on core competencies.6. Release workers creativity.7. Focus on customers needs and demands.8. Drive both radical and incremental innovations.9. Build partnerships with supplies and distributors and take

advantage of strategic alliances.10. Strive for operational efficiency and adopt a continuous

improvement policy.

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11. Adjust to market needs and search for new markets. 12. Educate, train, then educate, train, then educate, train.13. Motivate and reward.14. Build an organizational structure to support the strategy.15. Enforce organizational vigilance to changes in the environment.

Technology and the learning process:

A fundamental point when understanding how technology is acquired is that technology is not just a physical thing but also comprises knowledge embedded in hardware and software. The acquisition of technological capability is therefore not a one-off process but a cumulative one in which learning is derived from the development and use of technology. There is a view that national competitiveness is obtained by strengthening the science base and developing Research and Development (R&D) capacity. However, activities formally identified as science and R&D are only one part of the overall process which includes learning by doing (increasing the efficiency of production operations), learning by using (increasing efficiency by the use of advanced equipment and complex systems) and learning by interacting with suppliers and customers. It should also be noted that in many industries only a fraction of the technological efforts of firms is carried out in dedicated scientific or R&D facilities. Evangelista et al (1998) recognize the different elements of innovation and innovation processes. They use evidence from a large-scale survey of European enterprises to show that 50 per cent of the total innovation expenditure is embodied in plant, machinery and equipment purchased by firms. The internal technological expenditures devoted to R&D, design and trial production are 20 per cent, 10 per cent and 11 per cent respectively of the total innovation expenditure with the rest devoted to acquiring technology through patents and licenses. Therefore reported R&DExpenditures are only a proxy for innovation related activities.

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Management of technology certificate:

The Management of Technology (MOT) Certificate is awarded by the College of Management. It is an interdisciplinary program whose curriculum design reflects collaboration across every college on the Georgia Tech campus. The goal is to provide a foundation for managerial decision-making in organizations driven by developments in technology and science. More specifically, the Management of Technology Certificate Program addresses the creation, implementation and integration of technological and scientific innovations to drive the strategic and operational objectives of an organization.

The program is designed to serve Georgia Tech graduate students who, while possessing a strong scientific or technical background, recognize the importance of developing knowledge to facilitate the transfer of technical and scientific expertise into innovations that impact the competitive marketplace. A student who completes the MOT Certificate will have the multi-functional perspective necessary to meet the managerial challenges encountered while attempting to create competitive advantage from technical and scientific knowledge.

Each MOT student completes a required core course offered jointly by the College of Management and the School of Industrial and Systems Engineering. In addition, each MOT student develops an individualized program of study by selecting three electives from an approved list. The MOT Certificate is awarded to students who

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successfully complete all certificate requirements and earn a graduate degree from Georgia Tech.

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Conclusions:Management of technology (MOT) is a broad concept, combing a variety of technical fields with business insight and requires a wide perspective of both engineering programs. It helps in entrepreneurship development. Technology intensive firms will need knowledge of MOT to prosper and grow. MOT technology addresses the challenges that companies and organizations face in a knowledge based economy.

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