C75-CoA inhibe la actividad CPT1 in vitro e in vivo

Table 28: Company A’s Profile

Company A’s Profile

Establishment Year 1999

Classification Government corporation

Speciality Services company

Number of Employees 1,932

Location AL AIN

Table 29: Key drivers for technological change

Most of the high and middle level managers who were interviewed thought that corporate evolution as a driver toward technological change comes first and they considered it the most important, i.e. this allowed the employment of qualified and competent staff who are able to utilize and manage sophisticated technologies. The results revealed that corporate evaluation is considered as the most important key driver in the adoption of new technology. It is most likely that corporate evaluation is classed as the most important driver because it has a key role to play in achieving a company’s vision,

Level (3) Level (2) Level (1) Factors

Study company vision, mission and strategies to see which of the key drivers is more important than the others.

Document, records, letters, to investigate/review the company’s two key drivers.

Interviewing high and middle level of managers. Which of the two key drivers for technical change in the company is the most important or which comes first?

Key Drivers for technological change . 1-Corporate Evolution 2- Technological Development

mission and strategies and therefore it is more important than the other key driver as the company concentrates on its continuous improvement and development.

Table 30: Factors that are used to overcome resistance to technological change

Level (3) Level (2) Level (1) Factors

Study the company vision, mission and strategies and policies for ways that are adopted to overcome resistance to change.

Investigating the company's documents, records, etc. for information on their rewarding system, training programs and for

the means of

communication between top management and employees.

Interviewing high and middle level managers to indicate which of the factors are deemed the most important by the company for overcoming the resistance of

employees to

technological change.

Factors that are used to overcome resistance to technological change. 1- Rewarding the employees. 2- Training programmes. 3- Communication between management and employees.

The interviewed high and middle level managers thought that the most important factors adopted by the company for overcoming the resistance of employees to technological change was communication between the management and employees in addition to offering training programmes for the employees.

Upon investigating the company's documents, records, etc. it was found that the top management lacks clear communication channels with the employees in order to assist in overcoming the resistance to technological change. Furthermore, there was no evidence of systematic training for employees to meet technological needs; this factor may contribute to an increase in the level of resistance to technology.

The vision, mission and strategies of the company included the aim to be amongst the top quartile performers worldwide and to ensure a sustainable supply of IT services, thus the

company has adopted a reward scheme for employees and had a policy of providing adequate training to them as well as a policy of convincing them of the importance of continuous improvement and change in the field of technology.

The research shows that the interviews with the high and middle level managers revealed that the most important factors that management use to overcome the resistance of employees to technological change are: rewarding employees, communication and sharing opinions with employees, and offering training programmes. These three factors are the most important within management strategy and policy to overcome resistance to change.

Table 31: Factors which contribute to job performance effectiveness

Level (3) Level (2) Level (1) Factors

Study the company's vision, mission and strategies for statements on job performance effectiveness and the factors that should be adopted to attain this objective. Investigating using the company `s documents, records, etc. for evidence of these factors as the main factors that

impact on

employees’ job performance

resulting from the adoption of new technologies.

Asking the participants (Managers) which of these factors contribute most to job performance effectiveness as a result of the adoption of new technologies .

Factors which contribute to job performance

effectiveness.

1- Improvement in work quality.

2- Accomplishing work tasks quickly. 3- Eliminating errors. 4- control of work 5- Improvement in work performance. 6- Enhance effectiveness in job.

The managers that were interviewed believed that, in the adoption of new technologies, the factors that contribute most to job performance effectiveness are accomplishing work tasks quickly, improvement of work quality , eliminating errors, enhancement of work performance, etc. After investigating and reviewing the company’s documents and

records it was found that the adoption of new technologies in different disciplines contributed to job performance effectiveness by fulfilling and realizing the above- mentioned factors and objectives. The interviews with the high and middle level managers in the case study company revealed that the factors that contribute most to employees’ job performance are improvement of the work environment quality, the accomplishment of work tasks quickly and at the required time, limiting work errors by more concentration on tasks .

Table 32: Management factors

Level (3) Level (2) Level (1) Management factors

Study the vision, mission and strategies for reasons for resistance to technological change by the top

management.

Documents, records, letters etc.

Investigating the documents and records for signs of resistance by the management.

Interviewing the high and middle level managers about the reasons for management's resistance to the adoption of technology. Reasons for management’s resistance to change.

1- High cost of change. 2- Fear of loss of

power and control of work in the company. 3-Requires extra effort to learn and relearn. 4-Fear of overload.

The high and middle level managers interviewed were of the opinion that the two main reasons for management’s resistance to technological adoption, if any, might be the high cost of change and the extra effort required to learn and relearn. The case study results indicate that the interviews revealed that the reasons that cause management to resist change are the high cost of adoption of new technology, the fear top and middle level managers have of losing their power and control over work, and the extra overload that new technology may require them to put in, in order to cope with the change.

Table 33: Human factors

Level (3) Level (2) Level (1) Human factors

Study the

company’s

vision, mission, and strategies for their expectation of values relating to conflict solution. Look in the company’s strategies for information on the demographic factors (age, experience) as factors important in technology adoption

Investigating for the

two factors

concerning conflict in the company’s documents and records.

Investigate for the

impact of demographic factors (age, experience ) on technology adoption by company Interview

Asking the high and middle level managers about the conflict factors (lack of appreciation and the need for security)

Interviewing the managers concerning the demographic factors (age, experience) of employees as related to their opinions about technological adoption.

Cultural factors:

- Conflict between employee’s expectations and the company's values with relation to technological change.

Psychological factors:

- Lack of appreciation. -Need for security.

Demographic factors:

-Age

-Experience

Behavioural factors:

-Job satisfaction

The high and middle level managers thought that the conflict factors (e.g lack of appreciation and the need for security that was possibly felt by a few employees) and the demographic factors (age and experience) of the employees have some impact on their opinion about the technological adoption. After investigating the company’s documents and records no evidence for the two factors of conflict were observed within the documentation. There might be some impact by demographic factors (age and experience) on technology adoption by employees within thecompany.

Upon reviewing the company’s vision, mission and strategy to look for their expression of values as related to conflict solutions, the researcher found that the values adopted by the company states commitment to its employees by promoting open and honest communication, and by providing a safe and hygienic work environment for all employees, etc. By looking at the company’s strategies with regard to demographic factors (age and experience) the researcher found that the company recognizes these factors as important when considering the adoption of technology, and got the employees involved in making decisions in such sectors. Additionally, the company paid for adequate training and incentives.

The interviews with the high and middle level managers in case study (A) showed that cultural factors such as the company’s values as related to the introduction of new technology, and its effect on relationships and on the conflict between employees’ expectations and the actual outcomes that technology brings need to be considered in adoption of new technology. In addition, the need to for job security and satisfaction, and demographic factors such as age and experience, all contribute and need to be taken into consideration when new technology is to be adapted.

5.7 Company B Case Study