Silicon chip technology; microprocessor technology; information technology; or quite simply new technology. These are some of the names representing the microelectronics revolution depending upon the audience being addressed by speaker or writer. No previous new industrial development has caused such widespread publicity and discussion amongst users and researchers as the new technology. Concern is being expressed about the effects of new technology on employment, job satisfaction, social life, leisure activities and the economics of commerce and industry. The late 70s saw many doom-laden predictions of those effects but by 1983 both management and trade unions were taking a more objective view of the social and economic impacts, and many correspondents now see the new technology as a means of opening up new industries and overcoming the effects of world recessions. The "chip" has involved the factory floor, the office, the supermarket and the home. Electronic funds transfer, electronic shopping, microelectronic domestic appliances, word processors and microprocessor-controlled machinery mean that the new technology has pervaded all aspects of social and economic life, and the developed countries are now coming to accept it as part of society as a whole. Inevitably the flood of literature on the social and economic impacts of new technology has been overwhelming. Unfortunately the quality of information and arguments propagated at conferences, in journal papers and research reports has indicated that there has been little quantifiable evidence available on the effects of these impacts.

This book containing three major components (i) manpower management in 21st century; (ii) environmental context of human resource management; and (iii) stressing on process of technological innovations with its implications in organized means is a synthesis in providing a platform for meaningful exchanges to introspect and learn about positioning the HR function to create value. The state components were considered important in developing organizational structures and system to achieve strategic objectives. The emphasis was on involvement of line management in implementing HR depending on the extent to which the function can be driven through line management. Contents: Manpower Management in 21st Century, Environmental Context of Human Resource Management, The Emerging Vistas of Human Resources, Striking Features of New Technology, Concept and Process of Technological Innovations, The Organisational Implications of Successful Technological Change, Performance Appraisal/Potential Evaluation in Context of New Technology, New Issues in Manpower Training and Career Development.

Change is now so commonplace that people no longer talk in terms of the "whitewater epoch". Every sector of the economies of the developed world has experienced huge swathes of change in the last decade of the twentieth century alone. Increased global competition, aided and abetted by technological advances, has led many organizations to seek to re-invent themselves in the hope of being able to survive and thrive. In mature sectors in particular, where the pace of consolidation is accelerating, organizations have had little option but to grow through acquisition or be absorbed. Whether the change is labelled "continuous process improvement", "restructuring", "downsizing" or re-engineering", to employees, change usually brings with it added pressures, job insecurity and a consequent loss of commitment to the organization. Understanding Change: theory, implementation and success argues that strategic change in the new millennium will be geared increasingly to achieving sustainable high performance, rather than just short-term gains. Most theorists now agree that the real challenge of change lies in gaining employees" willingness to commit to the change effort. Change leaders at every level need to be able to understand the elements at work in any change process, and to use judgement about the style of leadership required to give the change effort the best chance of success. Understanding Change: theory, implementation and success provides an overview of change and organizational theory, leading in particular to the author"s definition of the "input" elements of the high performance organisation, based on extensive research into UK and international organisations. It also contains a section looking at the management of change, with case studies illustrating approaches to managing change which are conducive to achieving sustainable high performance. In her companion book, The High Performance Organization- creating dynamic stability, the author explores some of the "how to"s" of building an organizational culture which is supportive of high performance in today"s challenging environment.

This publication examines the opportunities and challenges, for business and government, associated with technologies bringing about the “next production revolution”. These include a variety of digital technologies (e.g. the Internet of Things and advanced robotics), industrial...

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