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Mitra Naeimi asked:


Title of the book, A Companion to American Technology, explains very briefly three points which I am to explain a little more elaborately. First of all, this book is a companion book, therefore we can’t expect many details about the issue, thus this book is a compact, all-inclusive and comprehensive one.

Second, this book has a chronological view to American technology, as it is one of the books of a series which are published by Blackwell about American history such as 19 th century America and, 20th century America. Thus in order to do this important job as well as it is possible , the editor Carroll Pursell, who is chair of history department at Case Western Reserve University ,gathers a group of historians of different fields to write about history of technology in America from the eighteenth century up until the present day .

Hence as the writers are experts in different fields ,this book is the interaction spot of technology with many aspects of American society including environment, science engineering ,government, gender, labor, culture ,art and so on . Therefore articles which are gathered in 435 pages in five parts, including twenty

two chapters ,don’t explain details but they review briefly and comprehensively history of technology and its impact on society ,art ,culture and conversely,

Third and finally as the title concentrates content, this book is about technology, but what the definition of technology in this book is. According to different contributors of this book, technology has different definitions, from airplane and nuclear technology to photography and music. In each section, every contributing author highlights his or her analysis about technology with dates and examples as well as references to a range of different sources.

In particular, different contributors approach technology from a variety of perspectives and emphasize on an array of themes. They explain how necessity of society or creativity of innovator causes innovation ,consequently how technologies shape culture ,and as new technologies don’t have the same effect everywhere, how they have impact on America, what the predominant role that technology has played within the American social context is and finally and simultaneously how culture shapes events even more than technologies .

For instance ,Henry Adams, professor of American art, contributor of chapter twenty one; art and technology, explains about the role of the engineer and how society views technology through art and how technology can actually be considered an art form.

Jeffrey R.Yost who is professor of scientific computing history, explains the role of systems in anything from the development of nuclear technology to the internet; and finally, look beyond scientific discovery to explain technology’s role in creating large systems.

David E .Nye author of many books on technology and American culture explains that how new machines emerge from political and social contexts and can be used for hegemonic ends.

Rebecca Herzig who teaches courses on the history and sociology of science and technology in woman and gender studies, explains that how public toilets

represent an attempt to follow “norms of gender” ,in fact writer examine the results of the intersection of technology and gender .

Nevertheless, this book with an interdisciplinary character is a very useful tool in bringing technology into the process of understanding the history of USA and simultaneously grasp of technology itself.

In better word, Pursell manages to influence readers ‘approach about technology and understand technological progress and development with the examination of past as well as current technological practices,

Consequently ,this well-organized book help readers to realize the material in-depth and encourage them to compare sources and follow twenty two chapters in order to understand different approaches about technology as well as its history in the US.

Thus ,as this book is a professional reference and companion book , is suitable and helpful for American History American Studies and cultural studies students as well as professors in the same area of research , also it can be used as a good textbook. However as it is clearly-written one, it can be useful for others.

Alec Alpert asked:


Modern hospitals depend heavily on medical technology to diagnose, treat and prevent diseases. A typical mid-sized hospital has hundreds of items of medical equipment, from simple stethoscopes and blood pressure monitors to highly sophisticated MRI machines and linear accelerators. Hospitals are complex enterprises with entire departments dedicated to technology planning, assessment, acquisition, maintenance, upgrade and replacement at the end of the product life cycle. They have elaborate systems, programs, policies, procedures and protocols in place for purchasing new medical equipment.

To sell successfully to healthcare providers, marketing and sales professionals have to be well versed in the buying processes that healthcare providers use. Medical device marketing is quite different from any other marketing. Typically, hospitals have a review process to qualitatively and quantitatively evaluate their medical technology needs. The review’s scope depends on the cost of the technology, and may involve many departments. For expensive equipment, the review most likely will be elaborate. For less expensive and disposable items, the review may simply assess the department’s current needs, and the proposed purchase’s operational and financial impacts. In either case, a market survey and literature search take place to some extent, and this is supplemented with extensive data collection and analysis when needed. This is why white papers and case studies published by medical device manufacturers are very useful during the review process - the decision-makers look for every bit of information they can find. Hence, white papers and case studies can significantly influence the decision-making process. A typical review process includes the following phases:

1. Strategic planning 2. Assessment 3. Acquisition 4. Utilization 5. Repair and maintenance 6. Replacement and disposal

The process starts with strategic planning. In this top-level phase, the relevant stakeholders (e.g., Directors, Professors, Managers, Doctors, Engineers, Purchasing, etc.) review key issues, success factors and resource allocation, and assign responsibilities for sustained improvement in technological performance. They identify the services their facility provides, and the technologies that would complement their existing services. The typical questions to answer are: Where are we? Where do we want to be? How are we going to get there?

Because medical technology greatly impacts the cost and structure of healthcare delivery, hospitals include technology assessment in their planning process, which typically includes cost-benefit and cost-effectiveness analyses.

Cost-benefit analysis calculates the costs of applying the technology and compares them to the benefits resulting from its application. It provides criteria upon which to base decisions of whether to adopt or reject a proposed device. The device is adopted if its benefits exceed its costs. However, one limitation of this analysis is that it expresses all benefits, including therapeutic effects, in monetary terms. Hence, hospitals also conduct cost-effectiveness analyses to quantify therapeutic effects in terms of reduced patient hospital stays, and compare these to the costs of the technology’s implementation. Although at first glance the chosen technology may seem to have limited impact on other facility operations, stakeholders also examine the likely effect of the new equipment on existing services.

Other aspects of cost-effectiveness analysis include assessment of long-term replacement strategies and identification of emerging technologies. Since medical devices have finite longevity, hospitals have replacement plans to minimize the effects of unforeseen capital replacement. By identifying emerging technologies that fit into the projected plans of the hospital’s service area, the hospital tries to avoid investing in nearly obsolete technologies.

Purchase of a new technology is justified only when an increase in equipment’s cost-effectiveness is clearly demonstrated. The typical questions asked during the analysis are:

* Will the new medical device increase the volume of the service? * Will it raise the costs of the service? * Will the device generate additional revenues and, if so, how much? * What is the new device’s expected lifespan? * What is the device’s reliability and the costs associated with its repair and maintenance? * How reliable and reputable is the manufacturer? * What impact will the new device have on routine operating costs? * What will the disposal cost be? * How easy is the device to operate?

Once the technology has been assessed and the decision to purchase has been made, the next phase in the process is technology acquisition, which typically includes the following steps:

* Preparation of general and functional specifications * Clinical, technical and cost evaluations * Review of proposals and evaluations, and making a final decision on a device manufacturer * Contract negotiation for the device’s acquisition * Preparation and issuance of a purchase order * Contract award

A contract award is the green light for the medical device company to deliver and install the product.

Michael C. Podlesny asked:


Honestly I can say I am a geek when it comes to technology. I love the latest inventions of anything that is electronic. Whether it is the iPhone, Blackberry or some new laptop that innovates the industry, I love to try it out.

However as a business owner it is more than just having the latest tech items. You must be able to use those items so that the return on your investment for that item is warranted. In other words, you wouldn`t spend five thousand dollars on a computer if it did not in some way make your business run smoother, faster and/or more efficient. That would make it a waste of money.

In this article, with the help of the Counselors to America`s small businesses, or better known as S.C.O.R.E, I want to give you 5 helpful tips for when you implement technology into your business.

Plan, plan, plan. This is true in area of life, and especially true when you are integrating technology into a business. You must have a plan. Just like you would have a business plan or marketing plan, you should also have a technology plan. This plan should outline what kind of technology you are going to implement, its purpose, cost, a strategy as to when you will upgrade it, who will maintain it and so on. Your technology plan, like all other plans, should fully detail the who, what, when, where, and why questions.

Design your goals. In the design of your plan make sure you outline the goals you want this new technology to achieve. For our business we implemented the latest version of the MySQL database. Our goal was to use the new version for faster response time and a more efficient means of the database design. Your design of your plan must end up with you reaching the goal for its intended purpose.

Investment. As SCORE puts it, you want to think of technology as investment into your business. The technology you implement should help your business run more efficient, faster, more cost affective and so on. A friend of mine runs a home repair business. Recently he purchased a customer tracking and invoicing piece of software. His plan was to make sure he could track all of his customers, their needs, and subsequent invoices for jobs with a few mouse clicks or little typing. That piece of software helped speed up the tedious task of office work which was dragging him down. Therefore his investment into that software was worth it.

Solve those problems. You can start by defining what problems your company or business faces. Then define how technology will help solve those problems. In our example above, the problem was the amount of time wasted by organizing paperwork, doing invoices by hand and so on. The new software implemented, solved that problem.

Seek the experts. Last but certainly not least, however last for a reason, seek the advice of technology experts. Although you may love the new tech gadgets, software and devices, you may not have all the answers to your needs. If you know what your problems are, but aren`t sure how to solve them with technology, talk to someone in the technology field who is an expert. You can always look in the yellow pages for computer and software professionals. You may not know that a piece of software exists for what you need, but they sure do. Just keep in mind, as with all partnering, and that is basically what you are doing here, good partners will accelerate success, while bad ones will accelerate failure. Do your homework on the expert. Make sure they do have the experience of what they are talking about and have your best interest at heart and not their own.

Technology is a beautiful thing. When implemented properly it will help your business tremendously.

Gregory L Burrus asked:


Supporting a Nonprofits technology is extremely important to an organizations success and survival. However if you are like most small nonprofits, technology support is a secondary activity until something breaks then everybody wants full time solutions.

If that gives you stage fright, now imaging you are hired as the office assistant or the Executive Director of your Nonprofit organization. You still have the same issues working with your office equipment but I bet you are thinking that somehow, all of your organizations technology resources have become your responsibility! When the resources of a nonprofit organization are scarce and money and true funding do not really exist, an accidental techie situation is a reality. The accidental techie comes about because planning to handle technology was the last thing thought about when you or the organization started. when you and the organization have the same name and the same business function, then that probably means the organization is you. When this occurs to you, you need to step back and get an idea of what you need to do in order to survive. Do not try and solve all your lingering internet, office, voice and CRM technology needs all at the same time. Dive in where it makes sense for you. In other cases you need to get someone to help you. As a business system analyst from the corporate world, I recommend that you get out of this no win situation by following this step-by-step outline to creating an effective system.

You first need to get a comprehensive review of your operating environment. Your opening move is to develop a picture of your current business operation. This includes your entire internet, out of office and in office technology needs. Second, look around and review your support staff, if you have a staff that is. Next establish how you presently make use of and purchase your technology and related computer equipment. Then start thinking about how your organization is protecting itself from disasters and data loss. Finally do some reflection and define how are you managing your technology support role? Have you decide if what you do is effective or is it beyond providing real help anymore.

Next we move on to another piece of building yourself, a get out of technology jail card. You are then required to put together executive board support for your technology initiative. This happens because when you started, the group probably had one PC and dialup. Then as the organization mission became clearer and more defined, technology needs grow by osmosis. They just multiply all by them selves. It is like an organic growth process. One day you go to work and there are needs for 10 people not one person. When the organization you work for equates to a one for one situation, then you should evaluate what your time is worth. When you do this, you have a basis for making sound decisions. Are you spending time doing things that hamper your true mission? If you have a nonprofit board then as the default techie who is really the accidental techie, you have to confront the problem of educating and influencing your organizational policies and measures. You are doing this because you are lacking the foresight or real authority to do so but you have a powerful mission and you can show the value. Your board probably does not understand the need for technology support or the board believes you can do it just like the last person in your role. You need to find a way to make them understand what is at risk if you stay in the role.

Once you complete this process you will know your overall needs. At this point you will have progressed to where you will need funding and it could be a small request to fix an immediate problem. If your nonprofit is growing or your group is a larger organization then you may need to develop a formal request to your non profit board.