Organizational Bottlenecks in New Technology Implementation and Utilization

Abstract

The pace with which technology is currently developing is unparalleled in the history of mankind. Its development is continuously opening avenues through which tasks can be done in a more effective and efficient manner. It has therefore become the key for the sustained growth for any organization. But, despite its utility and need, organizations are unable to implement new technology. This master thesis will present organizational bottlenecks which disable the implementation of new technology. The computerized maintenance management system of MEL has been used as a case study in this thesis. The current system in place is run primarily through a paper work order which is issued when maintenance action is required. The data on the work order is typed into a Microsoft Excel based system through which maintenance reports are generated to enable management to make decisions. The thesis highlights the bottlenecks related to management, tradition, costs and skill of the employees disabling the upgradation of the system to meet the organizational needs. The problems arising as a result and the overview of the limited reliability and functional capability of the current system is also presented. The thesis also discusses why an attempt to automate the system has failed. The thesis finally establishes the causes of the existence of bottlenecks restricting technology implementation. It then presents a model solution based on Technology Acceptance Model and Kurt Lewin’s theory of change which can be applied to upgrade CMMS in line with new technology to minimize downtime and optimize asset performance.