Business Productivity Tools and Technology - SAIT
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The productivity paradox of information technology
3. The IT revolution has been compared to a in that it has led not only to rapid productivity advances, but to new ways of organizing the workplace and society in general. To what extent do you think that modern electronic technology can be reasonably called a revolution?
There is significant value to be gained for the construction industry if technology could be more effectively leveraged to improve construction productivity. Changes in technology have had a profound effect on productivity in other industries and have prompted industry strategies intended to further promote productivity by leveraging technology usage. Understanding how past technologies have improved construction productivity and demonstrating how new technologies can do the same will help FIATECH and CII member companies identify emerging technologies with the potentially highest rates of return.
Technology & Productivity--Why We Get One Without?
Technology is certainly changing the way we do things. Whether technology is resulting in increased productivity is a question that is often left unanswered. Perhaps one reason that it is not actively explored is that the answer is not one we want to contemplate.
Technology boosts productivity | News | Jamaica Gleaner
Research indicates that productivity in non-white collar jobs has increased with the advent of improved technology. Research has also found that white-collar productivity HAS NOT increased in a similar way. Technology does not appear to have brought the same improvements in office contexts as it has in anufacturing. Some of these finding might be explained by inadequate measurement--it's harder to measure productivity in white collar positions. However, it is also the case that we just aren't very good at squeezing out the productivity enhancement potential that is inherent in technology. Technology, in itself, is not sufficient to produce improvement.
Technology & Information Worker Productivity.
Our Vision is that we will be a continual catalyst for productivity improvement and innovation that enables and empowers UAMS in realizing its potential.
Leveraging Technology to Improve Construction Productivity
This case examines the empirical evidence about productivity growth since World War II with special emphasis being placed on the role of information technology. The broad facts are these:
Productivity Design View Rubric ..
In an effort to reveal the fine-grained relationships between IT use, patterns of information flows, and individual information-worker productivity, we study task level practices at a midsize executive recruiting firm. We analyze both project-level and individual-level performance using: (1) detailed accounting data on revenues, compensation, project completion rates, and team membership for over 1300 projects spanning 5 years, (2) direct observation of over 125,000 email messages over a period of 10 months by individual workers, and (3) data on a matched set of the same workers' self-reported IT skills, IT use and information sharing. These detailed data permit us to econometrically evaluate a multistage model of production and interaction activities at the firm, and to analyze the relationships among key technologies, work practices, and output. We find that (a) IT use is positively correlated with non-linear drivers of productivity; (b) the structure and size of workers' communication networks are highly correlated with performance; (c) an inverted-U shaped relationship exists between multitasking and productivity such that, beyond an optimum, more multitasking is associated with declining project completion rates and revenue generation; and (d) asynchronous information seeking such as email and database use promotes multitasking while synchronous information seeking over the phone shows a negative correlation. Overall, these data show statistically significant relationships among technology use, social networks, completed projects, and revenues for project-based information workers. Results are consistent with simple models of queuing and multitasking and these methods can be replicated in other settings, suggesting new frontiers for IT value and social network research.