Preface

Life is a series of natural and spontaneous changes, nothing is permanent except change, and
human civilization adapts to change like water changes shape to suit its container. Civilization
journey successfully adopting change from industry 1.0 (mechanization), to industry 2.0
(electrification and magnetification), industry 3.0 (electronification and computation), industry 4.0
(digitalization and virtualization), and then in the near future (2030) we will fully adopting industry
5.0 (Personal customization and Artificial intelligent), then to industry 6.0 (mass customization and
mass personalization as well as virtualization humanoid robot).
The generation of the 1970s experienced being part of a radical change in the way of living,
communicating and working from industry 2.0 to industry 3.0, where during college they felt how
difficult it was to learn even the simplest fourth generation computer science (Personal Computer
Gen-1; 1979 -2000). The rapid development of PC technology in the next 10 years is consistent with
Moore's law, that circuit density will grow log-linearly, and computer speed will double every two-
year period.
Just like the 1970s generation, currently generation Z is in a transition period from industry 4.0 to
society 5.0 (2030) and ten years later entering the Quantum Computing 6.0, where the speed of the
computing process will increase one million times faster. What have we done as educators, are we
aware of these changes, what improvements have been made, and where will we guide our
education system?
The pathways of Industry 4.0 to Society 5.0 and to Quantum 6.0
Industry 4.0 is a revolutionary concept and will soon be refined by Industry 5.0 and on the horizon
be the next technological step we will enter industry 6.0 which will change the way businesses
operate and interact with their customers, suppliers and partners and have an immediate impact,
business in all industries. The path of change from Industry 4.0 to society 5.0 and then 6.0 is
expected to be implemented soon, how do we prepare ourselves for these changes?
 Industry 4.0 (the fourth industrial revolution), has already had enormous impact on the
global economy and the way businesses operate, the technology known as ”connected
technology”, which allows businesses to exchange real-time data, optimize processes,
reduce costs, and improve quality, and make companies more agileand efficient.
 Industry 5.0, (Society 5.0) It is expected to focus on collaboration between environment,
society and machine through fully utilize environmental, skills and make work safer, more
effective, efficient, and meaningful. Industry 5.0 drived by more advanced technologies,
such as artificial intelligence and robotics, supported by 5 G network which can support and
complement humans in new ways.
 Industry 6.0, (Quantum Computing) exists only in whitepapers, it combines human
intelligence, artificial intelligence, cloud computing energy, humanoid–robot working big
data, quantum computing. Hyperconnected factories and dynamic supply change same way
as hyperscalers are doing for selling cloud capacity chains would probably benefit to society.
For sure that all models and things will merge, blur and convergence.
World events have pushed industry to rethink how to build and grow business in a sustainable
manner as mentioned on SDGs 2030. Industry 5.0 is the revolution in which environment,
community and machine reconcile and find ways to work together to improve the means and
efficiency of production. Industry 5.0 is a benchmark for the knowledge that society must have
regarding daily life and the types of work that arise as a result of the implementation of society 5.0.
Universities as the highest educational institutions and at the forefront of science must begin to
adopt society 5.0 in their tridharma. Generation Z as students have experienced the Industrial
Revolution 4.0, in the development of information technology, with a hybrid learning system and
connected to the internet network. Learning in the industrial era 4.0 requires students to be able to
have critical, creative, communicative and collaborative thinking skills. which is part of 21st century
skills. Learning methods are in line with the realities of the environment and are able to solve these
problems (living-learning-campus).
Towards society 5.0 (2030), alignment of educational methods is being developed more broadly and
flexibly, through various methods and media: online learning platforms, online courses and digital
educational content enabling equal and affordable access to education (school participation rates).
Technology-based learning innovation that makes it easier for students to learn without knowing
space, time and place. The learning platform database is applied in an integrated and centralized
manner, so that it can be used as material for evaluating learning processes and progress.
Society 5.0, collaborates the environment, humans and machines to achieve efficiency, innovation,
and direct practice in companies and society (Living-learning-community), because society 5.0 is a
human-centered and technology-based society concept. In this era, society is expected to be able to
solve various social challenges and problems by utilizing various innovations to improve the quality
of human life.
Society 5.0 at the university management is implemented basically supported by Artificial Intelligent
(AI), Internet of Things (IOT) and Big Data, through 1). Easily participate in administration form; 2).
Propmpty provide users with optimal information, based on their requirement; 3). Virtual
admitration and admission; 4). Automatically arrange education plan to suit each individual
interests. Future University provide essential services whenever needed to meet the stakeholder
needs, and realized a comfortable and convenience interaction. To realize this perfect system,
needed connected to network; 1). Connected by data; 2). Linkage across fields; 3). Cutting edge
services; 4). Linking and sharing of data; 5). Connected and collected data by sensors to devices in
real time.

Di era industri 6.0, mendorong industri manufaktur maju untuk menyediakan personalisasi barang
dan jasa secara massal. Sistem pendidikan harus mampu melakukan tata kelola SDM berpendidikan
tinggi, yang membekali pengetahuan dan keterampilan bebas kesalahan, nihil kegagalan, anti
kerapuhan, dan meningkatkan kapasitas kreativitas dan produktivitas.
Jana Kertih merupakan tata kelola insan Bali yang lebih difokuskan pada aspek tattwa dan susila
yang berhubungan dengan kemuliaan manusia menuju manusia berkualitas suputra sadhu
gunawan. Bagaimana kotekstualisasi jana kertih dengan era industri 6.0. yang menjadikan proses
pemerolehan pengetahuan secara holistik dan berdampak pada realisasi diri. Dalam agama Hindu,
realisasi diri merupakan tujuan hidup, yaitu penyatuan atman dengan brahman. Analognya dalam
industri 6.0., pembelajaran ditujukan untuk mengetahui dan memahami alam semesta yang bebas
kesalahan, nihil kegagalan, anti-kerapuhan, dan meningkatkan kapasitas produktivitas dengan selalu
merespon tagihan jaman. Peranan SDM dalam perusahaan sangatlah berarti, sebab selaku
penggerak utama dari segala aktivitas ataupun kegiatan industri dalam menggapai tujuan, yaitu
untuk mendapatkan keuntungan ataupun untuk mempertahankan kelangsungan hidup perusahaan.
Oleh karena itu, sistem pendidikan yang tepat adalah menyiapkan peserta didik sejak usia dini
sampai pendidikan tinggi menjadiu insan penggerak utama, bukan yang pintar atau bergelar tinggi
dan sejenisnya. Sebagai guru penggerak, ia berperan sebagai pemimpin dalam proses pembelajaran
yang membantu pertumbuhan dan perkembangan peserta didik secara menyeluruh, aktif, dan
proaktif yang berfokus pada peserta didik agar menjadi agen perubahan dalam ekosistem
pendidikan. Semoga. 7
How will we find our way?
In summary, we have many obstacles to overcome and many difficulties will face us, mostly on the
ethical and environmental fronts. Will we have the willpower to make the right decisions? The
current educational, political and societal climate, seem to indicate a negative outcome. It will come
down to intelligence and leadership. It will take a hefty amount of both on the part of the
population to find its way through climate change, the ethical implementation of technology, and
find the value of the individual in society as a whole. There is no doubt in my mind that all these
problems are solvable and will lead to a better human condition that is based on long term thinking
over the prevailing short term thinking of today. Will we be able to overcome our own shortcomings
to get to the future we need to survive?

Quantum Technology and National Security

In the year, 2019, Google claimed to have done some calculations using quantum computer within
200 seconds which, at that time, the most advanced super computer could have taken 10,000 years.
In the year, 2020, China’s Jiuzhang claimed to have calculated ten billion times faster than Google’s
sycamore computing system. “Jiuzhang 2” can compute calculations at least 100 trillion times faster
than Google Sycamore!! :
https://www.indiandefencereview.com/news/quantum-technology-gartners-hype-cycle-and-its-
implications-for-national-security-policy/
• Ministry of Education and Culture: ICT for Industry BSc., MSc and reskilling package creation -
Massive Open Online Courses (MOOCs) in both Finnish and English targeting special sectors and
skills - Promotion of continuous education and life-long learning and adaptation • Ministry of
Education and Culture: Education of 1000 more software professionals annually with understanding
of industry needs
The key to unlocking future Finnish industrial success is not the existence of siloed knowledge, but
an efficient uptake of transformative technologies within Finnish manufacturing and industrial
companies. Therefore, results need to be efficiently delivered to be used widely in the industry. A
specific accelerator is needed for that purpose. The responsibilities of the accelerator will change
with emerging technologies, but starting responsibilities are likely to include: • 5G/6G utilization
programs • Utilizing AI in manufacturing programs • SME digital transformation program • CDO
support forum • Sustainable Industry X-business modeling program • Experimental sustainable and
digital manufacturing renewal program
CONCLUSION This white paper has been conceived in a time of global crisis – the COVID-19
pandemic. The pandemic has joined several other existing pressure points necessitating Finnish
industrial transformation. Backlashes to globalisation, emerging tech behemoths, barriers for trade
with Russia, climate change, and the biodiversity crisis all foster a drive for radical adaptation
towards flexible, sustainable, intelligent, and antifragile manufacturing in Finland. We define this as
“Industry 6.0: Ubiquitous customer-driven virtualized antifragile manufacturing”. The road towards
Industry 6.0 is a long and demanding journey since there are many unresolved issues related to the
pillars of sustainability (ecological sustainability, social sustainability and economic sustainability),
implementation of human-centric systems thinking and the fragility of industrial structures. These
challenges require game-changers in order to move towards Industry 6.0 vision. Finland has a
unique chance to be a first-mover and a game-changer within this field, consolidating both existing
Finnish industry and developing new technological business opportunities emerging out of Finnish
firms and ecosystems. It requires strong initiatives, dedicated funding, and new modes of
collaboration between hitherto siloed industrial ecosystems. We need to raise the level of ICT-
knowledge across industry; we need multidisciplinary research, development and innovation, and
we need a strategy for long-term public commitment. The development of active networks
collaboration is essential. Collaboration must be coordinated and focused on key business
challenges: for example, education and training, joint RDI activities, investments, PR and marketing,
business events, conferences and knowledge scouting, integrated knowledge management activities
with benchmarking tools, and born global international initiatives. WE PROPOSE THAT FINLAND: 1.
Develops and adopts a holistic vision for Industry 6.0 with the support of all major stakeholders. 2.
Nominates a Science and Technology minister to steer the Industry 6.0-activities and their
implementation. 3. Executes a coordinated refinement of existing regional smart-specialization
strategies to enhance existing regional strengths and utilize funding from the European Regional
Development Fund (ERDF) more efficiently. 4. Creates the Virtual Industry 6.0 University with
approximately 10 new Industrial ICT professors and additional postdocs needed to fill the gaps, and
active networks. 5. Creates a joint test factory opening access of the environments broadly and
serving as a testbed for Finnish winning platforms and creating a new pilot model in Finland
combining the models of smart specialization, smart co-creation and shared RDI environments to
ensure our industry competitiveness. 6. Establishes a digital transformation accelerator for Finnish
industry aligning the accelerator to European Digital Innovation Hubs selections. This white paper
shows how Finland can lead the global path towards Industry 6.0. We hope it helps inspire industrial
stakeholders to lead future actions in their own agencies and organizations, and policymakers to
initiate the development by taking the first steps towards antifragile manufacturing for people,
planet, and profit with passion.
Pembelajaran mesin adalah bagian dari Kecerdasan Buatan di mana mesin mengambil data,
melakukan komputasi untuk mengenali pola, dan belajar dari data untuk menghasilkan prediksi yang
benar. Ia melakukan komputasi menggunakan model data matematika untuk membantu komputer
belajar tanpa instruksi langsung. Hal ini memungkinkan sistem komputer untuk terus belajar dan
meningkatkan dirinya sendiri, berdasarkan pengalaman. Pembelajaran mesin memungkinkan mesin
belajar secara otomatis dari data masa lalu tanpa memprogram secara eksplisit.

Tujuan pembelajaran mesin adalah memungkinkan mesin belajar dari data sehingga dapat
memberikan keluaran yang akurat. Di AI, kami membuat sistem cerdas untuk melakukan tugas apa
pun seperti manusia. Dalam pembelajaran mesin, kami mengajarkan mesin dengan data untuk
melakukan tugas tertentu dan memberikan hasil yang akurat.

Quantum Machine Learning adalah ruang terintegrasi dari algoritma kuantum, komputasi kuantum,
dan pembelajaran mesin.

Komputer kuantum menggunakan konsep koherensi kuantum, superposisi, dan keterjeratan untuk
memproses informasi sedemikian rupa sehingga komputasi klasik tidak dapat melakukannya.
Kemampuan keadaan kuantum untuk berada dalam superposisi dapat mempercepat komputasi
dalam hal kompleksitas karena operasi dapat dijalankan pada banyak keadaan pada waktu yang
sama.

Algoritme kuantum adalah prosedur bertahap yang dilakukan pada komputer kuantum untuk
memecahkan suatu masalah, misalnya- pencarian database, faktorisasi bilangan besar, dan optimasi
yang terakhir secara efektif digunakan dalam mempercepat algoritma pembelajaran mesin. Dalam
pembelajaran mesin kuantum, algoritme kuantum dikembangkan untuk memecahkan masalah
umum pembelajaran mesin menggunakan konsep dan efisiensi komputasi kuantum. Hal ini biasanya
dilakukan dengan mengadaptasi algoritma klasik atau subrutinnya yang mahal untuk dijalankan
pada komputer kuantum.
Jadi, pada dasarnya, kita dapat mengambil dua konsep di sini, teknik ML dapat digunakan untuk
menghasilkan proses kuantum. Selain itu, konsep komputasi kuantum dapat digunakan untuk
merancang dan menyempurnakan algoritma ML.
“Ilmuwan Q-CTRL mengembangkan cara baru untuk memproses hasil pengukuran menggunakan
algoritma pembelajaran mesin khusus. Dikombinasikan dengan teknik kontrol kuantum Q-CTRL yang
ada, para peneliti juga mampu meminimalkan dampak gangguan latar belakang dalam proses
tersebut. Hal ini memungkinkan diskriminasi yang mudah antara sumber kebisingan “nyata” yang
dapat diperbaiki dan artefak bayangan dari pengukuran itu sendiri.”
Sumber: Universitas Sydney di Q-CTRL
Sekarang, muncul pertanyaan “mengapa pakar Machine Learning harus tertarik dengan Komputasi
Kuantum?”
Seperti argumen Frank Zickert dalam bukunya, “Hands on Quantum Machine Learning with Python”,
“Quantum Machine Learning menjanjikan akan membawa terobosan. Hal ini membutuhkan
sekelompok pengembang baru. Pengembang yang memahami pembelajaran mesin dan komputasi
kuantum. Pengembang mampu memecahkan masalah praktis yang belum terpecahkan sebelumnya.
Tipe pengembang yang langka. Kemampuan untuk memecahkan masalah pembelajaran mesin
kuantum telah membedakan Anda dari orang lain. Jangan sampai ketinggalan!”
SAYA MELIHATNYA DAN BERPIKIR, ‘KENAPA TIDAK DI SETIAP KELAS?’
Bayangkan berjalan menyusuri lorong sekolah, dengungan nyata terdengar di koridor ruang kelas.
Bukan dengungan yang terdengar, sebuah sensasi, sebuah perasaan yang mempertinggi
keingintahuan Anda. Mengintip melalui jendela kecil di salah satu pintu kelas, Anda melihat apa
yang menimbulkan desas-desus dan hal itu menarik Anda ke dalam ruangan. Siswa bersama
pasangannya, ada yang berpenampilan bingung, ada pula yang tersenyum, berkerumun
mengerjakan pekerjaannya. Dua siswa berkumpul di sekitar guru membicarakan pekerjaan mereka
dan mempertahankan pilihan mereka saat guru menyelidiki pemikiran yang lebih dalam. Suara
lembut dan melodi meresap ke dalam energi suara. Gerakan siswa ke arah dinding mengarahkan
fokus Anda ke ikon warna-warni, dan papan tulis menampilkan jam digital yang menghitung mundur
dari sepuluh. Ada keteraturan di seluruh kelas—semuanya ada pada tempatnya—seolah-olah
mengundang siswa untuk mencari sumber daya dan perlengkapan.
Dalam beberapa saat, bunyi lonceng berbunyi dan siswa merespons dengan cepat dalam diam.
“Saatnya untuk melihat secara kritis pekerjaan Anda. Ada tiga pertanyaan yang akan Anda gunakan
untuk melakukannya. Mari kita membacanya bersama-sama.” Para siswa, dalam satu suara
bergabung. Diikuti dengan, “Sekarang, luangkan waktu sekitar satu menit untuk menjawab
pertanyaan-pertanyaan itu kepada diri Anda sendiri, dan ketika Anda telah menjawabnya,
kembalilah ke arah ini dan bersiaplah ketika saya memanggil Anda untuk membagikan jawaban
Anda. . Silakan mulai analisis Anda.”
SISTEM PEMBELAJARAN KUANTUM
Disusun oleh guru, ini adalah sistem yang terdiri dari empat komponen inti yang bila diatur dengan
baik, akan menciptakan perubahan dalam apa yang menurut guru mungkin dilakukan dan apa yang
diyakini siswa tentang diri mereka sendiri.
1. Landasan yang kuat di mana setiap orang mengetahui apa yang diharapkan dan bagaimana
berinteraksi satu sama lain. 2. Suasana yang memberdayakan di mana setiap orang merasa aman
dan didukung, merasa menjadi bagian dan dihargai. 3. Lingkungan yang mendukung yang
menggunakan ruang fisik untuk meningkatkan pembelajaran. 4. Desain & Pengiriman yang memiliki
tujuan yang memicu kreativitas, pemikiran kritis, dan refleksi.
Ini terlalu bagus untuk menjadi kenyataan. Bagaimana siswa dapat terlibat, fokus, komunikatif, dan
tertarik? Apa yang terjadi di balik layar yang menciptakan perhatian dan rasa hormat seperti itu?
Anda pikir ini pasti kelas yang luar biasa dengan guru yang luar biasa. Tentu saja, tidak semua ruang
kelas di sini seperti ini.
Anda berjalan menyusuri aula. Dari ruang kelas ke kelas, setiap guru memiliki gaya yang unik, dan
siswa terlibat dalam berbagai aktivitas pembelajaran—menulis, melihat video, membaca, mencatat,
mengintip ke dalam mikroskop, meneliti, mendengarkan siswa lain berbicara. Beberapa ruang kelas
memperlihatkan siswa diatur dalam format ceramah, di ruang kelas lain, siswa berdiri di stasiun
yang menempel di dinding.
BAGAIMANA MEREKA MELAKUKAN INI, DAN MENGAPA TIDAK DI SETIAP KELAS?
Memasuki ruang guru, Anda akan menemukan perempuan dan laki-laki, yang memiliki pengalaman
dan pengalaman bertahun-tahun, mendiskusikan dengan bebas apa yang berhasil dan mencari
solusi untuk apa yang tidak berhasil. Komentar sesekali tentang gaya unik dan kegiatan pengajaran
yang aneh dari orang lain menimbulkan tawa. Anda tetap hadir untuk menghadiri lokakarya
pengembangan profesional sepulang sekolah yang difasilitasi oleh lima guru sekolah. Anda tiba saat
120 guru dan administrator yang tepat waktu duduk di meja yang diatur untuk empat orang. Dalam
beberapa menit dan tepat pada waktu yang dijadwalkan, salah satu anggota tim Pembelajar Utama
menyapa semua orang sambil menunjukkan rasa hormat mereka dengan tepuk tangan.
“Selamat datang di sesi ketiga dalam rangkaian lokakarya kami tentang pengajaran dan
pembelajaran yang efektif. Saya dan tim telah mempersiapkan, berdasarkan masukan Anda, sebuah
pengalaman penting dan praktis sehingga Anda akan lebih memahami alasan dan cara di balik
strategi yang memaksimalkan pembelajaran.”
Setelah serangkaian instruksi singkat, guru dan administrator, dengan kepala condong ke tengah
meja, mengambil spidol untuk membuat metafora mereka untuk topik hari ini. Kreasi ini segera
menghiasi dinding samping saat mereka berbicara dengan rekan kerja di meja mereka tentang
kesuksesan mereka hari itu.

Empat rekan satu tim lainnya bergegas ke stasiun yang didekorasi untuk mendukung topik masing-
masing. Saat diberi isyarat, semua orang bergegas ke tempat yang ditentukan dan mulai berdiskusi
secara intensif tentang cara memaksimalkan pembelajaran. Segera bel berbunyi dan semua orang
kembali ke meja semula untuk berbagi apa yang telah mereka pelajari dan menerapkannya untuk
pelajaran hari berikutnya. “Apakah ini tipikal PD di sekolah ini?” Anda bertanya pada pria di sebelah
Anda. Kepala sekolah berkomentar tanpa ragu-ragu dan tanpa mengalihkan perhatiannya, “Ya.
Selama 30 tahun saya mengenyam pendidikan, ini adalah PD terbaik yang pernah saya alami.”
UTOPIA?
Tempat apa ini? Utopia? Angan-angan? Mungkinkah ini mungkin terjadi? Ketika semuanya dilakukan
dengan intensionalitas, fokus tunggal, dan keyakinan bahwa siswa dan guru dapat mencapainya,
sekolah menjadi tempat di mana setiap orang berhasil, di mana setiap orang merasakan
kegembiraan dan tujuan.
Inilah gambaran apa yang terjadi di dua sekolah di Malaysia. Seperti yang saya saksikan secara
langsung, kedua sekolah ini telah sepenuhnya menerapkan sistem belajar mengajar yang telah
mentransformasikan budaya profesional, menyempurnakan desain pembelajaran, meningkatkan
penyampaian dan fasilitasi pembelajaran, serta meningkatkan efektivitas kepemimpinan. Dua
sekolah tempat para guru dan administrator menciptakan sekolah yang selalu mereka impikan—
tempat yang mengutamakan siswa dan pembelajaran.

APA YANG HILANG? “BAGAIMANA”

dan strategi yang memperkuat kemampuan guru dalam mengajar dan kemampuan siswa untuk
menguasai standar-standar tersebut. Ini melampaui tingkat kelas, nuansa etnis dan budaya, serta
gaya guru dan kepemimpinan. Sistem Pembelajaran Kuantum meningkatkan kemanjuran guru dan
pemimpin sekaligus memberikan alasan di balik hal-hal yang efektif.
Kemungkinan besar, jika Anda membaca ini, Anda memasuki dunia pendidikan untuk membuat
perbedaan. Kami juga demikian. Masing-masing dari kita ingin mengekspresikan hasrat kita dengan
kegembiraan dan menampilkan keajaiban kita bersama siswa. Siswa kita dengan potensi dan
kemungkinan yang tidak terbatas bukan hanya masa depan kita. Itu adalah hadiah kita. Mereka
berhak mendapatkan yang terbaik yang kita dapatkan—apa dan BAGAIMANA yang memicu
pembelajaran yang menyenangkan, bermakna, dan menantang.
PEMBELAJARAN KUANTUM ADALAH BAGAIMANANYA
Hal ini bukan berarti sekolah-sekolah di Malaysia menghadapi lebih sedikit tuntutan, memiliki guru
yang lebih berkualitas, pemimpin yang lebih terlatih, siswa yang lebih terhormat, atau sumber daya
yang lebih banyak. Kedua sekolah tersebut telah menganut BAGAIMANA, sebuah sistem. Sebuah
sistem yang dibangun dengan mengakses sistem pembelajaran alami otak dan menggunakan
strategi yang didasarkan pada ilmu saraf dan kognitif.
Mark Reardon memiliki pengalaman hampir 20 tahun di Quantum Learning, dan merupakan salah
satu penulis Quantum Teaching: Orchestrating Student Success. Pendiri & CEO Centrepointe
Leadership, pengalamannya selama empat dekade di bidang pendidikan mencakup peran sebagai
guru sekolah dasar dan menengah, kepala sekolah menengah pertama dan atas, pelatih, konsultan,
pembicara dan penulis. Dia telah mendedikasikan kehidupan profesionalnya untuk menemukan dan
mengartikulasikan apa yang terbaik dalam mengajar, memimpin, dan belajar.
MEMBANTU SISWA MENDAPATKAN YANG TERBAIK DARI DIRI SENDIRI
Sebagai pendidik, kami ingin siswa kami berprestasi secara akademis dan membantu mereka
mencapai kehidupan dan karier yang sukses. Namun menurut laporan Forum Ekonomi Dunia,
diperkirakan mayoritas anak-anak yang memasuki sekolah dasar saat ini pada akhirnya akan bekerja
pada jenis pekerjaan baru yang belum ada. Di dunia yang berubah secara eksponensial, kita harus
bertanya pada diri sendiri; bagaimana kita mempersiapkan siswa kita menghadapi pasar kerja yang
sangat berbeda dan inovasi teknologi masa depan di dunia yang belum kita ketahui? Mari kita
jelajahi beberapa faktor penting yang akan membantu siswa mendapatkan yang terbaik dari diri
mereka di masa depan.
INTERNASIONALISME
Penelitian telah menunjukkan bahwa anak-anak yang tumbuh di lingkungan internasional akan
memiliki pandangan dunia yang lebih luas, kecerdasan budaya yang lebih besar, kepekaan
antarpribadi yang kuat, peningkatan kemampuan multibahasa, dan tingkat penyesuaian umum yang
tinggi. Pendidikan internasional yang berkualitas akan memperkuat hal ini, membantu siswa untuk
berkembang menjadi warga global yang berwawasan luas. Ketika dunia semakin terglobalisasi, kami
berharap pendidikan internasional menjadi semakin penting. Artinya, kini menjadi lebih penting
untuk merasa nyaman dalam lingkungan budaya yang berbeda, mampu beradaptasi dengan cara
lain dalam melakukan sesuatu, dan memahami orang lain serta cara hidup mereka.
BELAJAR DILUAR KELAS
Apakah sekolah Anda menawarkan pendidikan yang benar-benar menyeluruh? Mari kita lihat lebih
dari sekedar akademisi di sini. IB memasukkan Kreativitas, Tindakan, Pelayanan (CAS) sebagai
komponen inti dari program diploma mereka, dimana siswa harus memiliki dua kegiatan CAS untuk
setiap kategori yang mereka ikuti setiap minggunya. Sekitar 80% lulusan IB mengatakan bahwa
sebagai hasil dari berpartisipasi dalam CAS, mereka telah mengembangkan keterampilan
interpersonal, kesadaran diri, empati, keterampilan perencanaan yang lebih baik, dan telah belajar
untuk bertahan dan menghadapi tantangan baru. Apa yang disebut “soft skill” ini adalah elemen
penting dari pengembangan pribadi.
Terdapat komponen serupa dalam pembelajaran non-formal di kurikulum lain, dengan banyak
sekolah yang semakin menekankan pembelajaran di luar kelas melalui kegiatan ekstrakurikuler dan
pengalaman terkait industri seperti program STEM.
PENDIDIKAN STEM
STEM atau STEAM Education adalah pendekatan interdisipliner dalam pengajaran sains, teknologi,
teknik, seni, dan matematika yang semakin populer di sekolah internasional. Alasannya bagus:
diperkirakan 2,4 juta pekerjaan STEM di Amerika Serikat tidak terisi pada tahun 2018, dan
permintaan ini akan meningkat sebesar 13% dalam 10 tahun ke depan. Untuk mengantisipasi faktor-
faktor ini, banyak sekolah meresponsnya dengan mengembangkan program STEM atau STEAM
mereka sendiri. Nilai jual bagi orang tua biasanya adalah membuka siswa terhadap dunia yang
penuh kemungkinan dan mempersiapkan mereka untuk dunia masa depan.
belum fokus pada; kepemimpinan dan kesejahteraan siswa. Bagi kami kepemimpinan berarti belajar
bagaimana mengeluarkan yang terbaik dari diri sendiri dan orang lain. Hal ini dimulai dengan belajar
memahami diri sendiri, lalu berlanjut memahami dan berkolaborasi dengan orang lain.
KESEJAHTERAAN DAN PEMBELAJARAN EMOSIONAL SOSIAL
Saat ini, Kerajaan Bhutan adalah satu-satunya negara di dunia yang menjadikan Kesejahteraan
sebagai bagian terintegrasi penuh dari kurikulum sekolah nasional. Hal ini diterapkan secara
sistematis dengan bantuan pusat Psikologi Positif di Universitas Pennsylvania, pelopor di bidangnya.
Laporan statistik mengenai dampaknya tidak hanya menunjukkan peningkatan nyata dalam
kesejahteraan siswa, namun juga meningkatkan kinerja akademik.
Masih banyak kemajuan yang harus dicapai secara internasional dalam penerapan program-program
semacam ini, namun semakin banyak sekolah yang mulai merasakan manfaatnya.
APA MASA DEPANNYA
Sejak bentuk pertama pendidikan terorganisir pada zaman para filsuf dan cendekiawan kuno,
pengetahuan hanya diperuntukkan bagi sebagian kecil masyarakat. Butuh waktu hingga abad ke-19
agar nilai pendidikan massal mulai diakui di dunia Barat, dan bagi negara-negara untuk memulai
program pendidikan nasional yang berfokus pada mendidik anak-anak dalam membaca, menulis,
dan berhitung.
Pendidikan telah berkembang pesat sejak saat itu, dengan sekolah internasional sering kali menjadi
yang terdepan dalam hal inovasi kurikulum. Kami berpendapat bahwa sekolah harus
mendedikasikan lebih banyak waktu untuk memfasilitasi perolehan keterampilan hidup. Hanya
perkembangan seluruh anak – termasuk kesejahteraan, pembelajaran sosial-emosional, dan
keterampilan kepemimpinan – yang membantu mempersiapkan mereka sepenuhnya menghadapi
dunia masa depan, apa pun yang akan terjadi.
Tunji David Lees Kepala Pengembangan Siswa Kamp & Akademi Kepemimpinan Swiss
[email protected] www.swissleadershipcamp.com

BIBLIOGRAFI
Forum Ekonomi Dunia. Masa Depan Pekerjaan dan Keterampilan.
https://reports.weforum.org/future-of-jobs-2016/bab-1-the-future-of-jobs-and-skills/#view/fn-1
Baik itu menonton Piala Dunia di TV Samsung Quantum OLED, bertualang ke Dunia Quantum
bersama Ant-Man, atau membersihkan piring dengan Finish Quantum Detergent, “quantum” telah
menjadi istilah rumah tangga. Namun, dalam sejarah sains, fisika kuantum masih terbilang baru;
Erwin Schrödinger memperkenalkan persamaan Schrödinger yang terkenal, sebuah tonggak utama
asal mula bidang ini, hanya sekitar 100 tahun yang lalu. Oleh karena itu, tidak mengherankan jika
perusahaan dan media mengawali produk dan ide mereka dengan istilah kuantum untuk
membangkitkan pemikiran tentang sains yang rumit, futurisme, dan kemajuan teknologi.

Bahkan di kalangan akademisi, kuantum sering dianggap sebagai topik yang rumit dan berlawanan
dengan intuisi. Niels Bohr, pendiri bidang ini, menyatakan bahwa “siapa pun yang tidak terkejut
dengan teori kuantum tidak akan memahami satu kata pun.” Meskipun mekanika kuantum tersebar
luas di hampir semua bidang STEM modern—termasuk biologi, kimia, matematika, dan teknik
elektro—mekanika kuantum biasanya tidak menjadi fokus kurikulum di sebagian besar jurusan studi.
Umumnya, hanya mahasiswa fisika universitas yang menjalani seri kuantum multi-mata kuliah.
Kursus-kursus ini biasanya mempromosikan pendekatan berbasis perhitungan pada mekanika
kuantum yang membuat siswa enggan mempertanyakan teori tersebut. Hal ini tidak mengherankan,
mengingat para peneliti dan filsuf ilmiah terkemuka belum mencapai konsensus mengenai semua
aspek teori kuantum. Terlepas dari tantangan dalam pemahaman, pembelajaran, dan pengajaran
kuantum, ada dorongan besar dalam beberapa tahun terakhir untuk membuat pendidikan kuantum
lebih mudah diakses oleh masyarakat, di tingkat K-12, untuk mahasiswa awal, dan untuk angkatan
kerja.
Dari perspektif masyarakat, motif pendidikan kuantum sudah jelas. Saat ini, teknologi kuantum,
seperti elektronik semikonduktor, laser, magnetic resonance imaging (MRI), dan global positioning
system (GPS), dan lain-lain, digunakan lebih banyak daripada sebelumnya. Pada tahun 2018,
pemerintah AS mengesahkan Undang-Undang Inisiatif Kuantum Nasional, yang memberikan
otorisasi pengeluaran sebesar $1,2 miliar untuk mendukung dan mempercepat pengembangan
teknologi kuantum baru.
Yang menjadi perhatian khusus adalah komputer kuantum, yang berpotensi mendobrak keamanan
siber modern dan memajukan simulasi kuantum, serta mendorong penemuan-penemuan di
berbagai bidang seperti farmasi, pertanian, dan perubahan iklim. Perusahaan-perusahaan besar,
seperti Google dan IBM, juga telah berinvestasi besar-besaran di divisi komputasi kuantum, dan
beberapa perusahaan rintisan bermunculan di bidang tersebut, sehingga menciptakan pasar kerja
kuantum yang berkembang pesat. Di tahun-tahun mendatang, kita memerlukan tenaga kerja
kuantum yang terlatih, berbakat, dan beragam untuk mendukung pertumbuhan ekonomi kuantum
ini. Selain itu, seiring dengan semakin maraknya teknologi kuantum, penting bagi masyarakat untuk
memperoleh pemahaman dasar tentang teknologi ini, sehingga dapat memfasilitasi penerapannya
dan mendorong penggunaannya secara lebih luas. Masyarakat yang terinformasi juga dapat
membantu memastikan bahwa teknologi ini dikembangkan dan digunakan dengan cara yang etis
dan bertanggung jawab.
Meskipun ini semua adalah alasan penting, bukan kebutuhan akan tenaga kerja kuantum atau
kesadaran masyarakat akan teknologi kuantum yang mengarahkan saya, secara pribadi, pada
pendidikan kuantum. Sebaliknya, saya pada dasarnya percaya bahwa pendidikan kuantum dapat
meningkatkan pendidikan STEM secara umum, terutama jika dilakukan dengan baik dan pada waktu
yang tepat dalam karir akademis siswa.
Singkatnya, komputasi kuantum dan informasi adalah teori yang indah—yang merupakan
perpaduan antara matematika, ilmu komputer, teknik elektro, dan fisika—yang secara langsung
menerapkan gagasan dasar STEM, seperti bilangan kompleks, aljabar linier, teori probabilitas, dan
analisis Fourier. Konsep-konsep ini terdiri dari serangkaian keterampilan inti yang harus dikuasai
oleh setiap siswa STEM yang sukses, baik ahli kimia atau insinyur dirgantara, pada suatu saat dalam
karir akademis mereka. Kebanyakan siswa muda tidak akan langsung menyadari pentingnya dan
kekuatan gagasan seperti bilangan kompleks atau aljabar linier ketika diperkenalkan di kelas
matematika standar. Namun, ketika konsep matematika ini diperkenalkan sebagai alat untuk
memahami sifat aneh superposisi kuantum, siswa menjadi bersemangat untuk mempelajari
matematika dan segera berlatih menerapkannya. Oleh karena itu, saya melihat pendidikan
komputasi kuantum sebagai cara unik untuk memotivasi siswa agar “memakan sayuran akademis
mereka.”
Pada tahun 2019, pandangan tentang pendidikan kuantum ini membuat saya mengajukan ide gila
untuk mengajar kursus komputasi kuantum tingkat sekolah menengah kepada Kiera Peltz, CEO
The Coding School, sebuah organisasi nirlaba pendidikan teknologi. Pada saat itu, hanya ada
sedikit sumber daya pengantar komputasi kuantum yang dapat didekati dan hampir tidak ada
pendidikan kuantum K-12. Namun, Peltz mengapresiasi visi tersebut dan bersama-sama kami
meluncurkan inisiatif Qubit x Qubit (QxQ). Selama pandemi Covid-19, terdapat kebutuhan yang
sangat besar akan pendidikan STEM virtual, yang ditanggapi oleh Q´Q dengan kursus “Pengantar
Komputasi Kuantum” selama setahun, yang ditawarkan kepada lebih dari 10.000 siswa sekolah
menengah atas, mahasiswa, dan anggota dari tenaga kerja, lebih dari
People & Machines in Harmony
The term Industry 4.0 refers to the integration of automation and data exchange in manufacturing.
Industry 5.0 is a new concept that focuses on collaboration between humans and machines. The
goal is to create sustainable products and services.
Features Industry 4.0 Industry 5.0
Automation and technology for
Creation of sustainable, environmentally
Focus efficiency improvement in
friendly manufacturing processes
manufacturing and production
Use of data and analytics to optimize Importance of human interaction and
Emphasis
processes collaboration
IoT, AI, ML for task and decision Combination of advanced technologies
Competencies
automation with human skills and creativity
Robots and autonomous machines for
Development of new skills and
Use repetitive, hazardous, or precision
competencies among human workers
tasks
Integrated, flexible production system for
Smart factories for self-optimization
Factories adaptation to customer requirements and
of production processes
market trends
Advanced technologies such as
Digital twins and simulation tools for
Technologies nanotechnology and biotechnology for
production process optimization
creating new materials and products
Predictive maintenance, remote
Prioritization of sustainability and ethical
monitoring, and real-time data
Efficiency production practices to minimize waste
analysis for efficiency improvement
and reduce environmental impact
and cost reduction
Overview of technological advances between the two epochs
Numerous technological advances are expected in the transition from Industry 4.0 to Industry 5.0.
Companies are likely to increasingly rely on self-learning systems to make processes even more
efficient and automated. The collaboration between humans and machines will also be
strengthened thanks to advanced robotic systems and artificial intelligence. Robots can take on
physically demanding or dangerous tasks while humans are used as experts for complex decisions
and monitoring tasks. Additionally, there is likely to be increased use of augmented reality to make
industrial maintenance or work instructions more interactive and intuitive. All these advances will
help companies respond more quickly to changing market conditions and develop innovative
products more quickly.
Discussion of the relationship between Industry 4.0 and Industry 5.0
It is important to emphasize that the introduction of Industry 5.0 does not mean that Industry 4.0
will be completely replaced. Rather, Industry 5.0 will extend the strengths of Industry 4.0 and help
make companies even more agile and future-proof. Another goal is to further improve networking
and collaboration along the entire value chain, creating a closer connection between customers,
suppliers, and partners. An important aspect of this is also data security, which must be even more
strongly guaranteed in the new technology landscape. Overall, Industry 5.0 offers companies in all
industries enormous opportunities to remain successful in an increasingly digitized world and tap
into new markets.
Automation
Automation is an important topic in Industry 4.0 and will also play a central role in the upcoming
Industry 5.0. Through connected systems and robotics, many manual tasks are automated, saving
time and costs and improving quality. However, this is not just about direct production, but also
about the entire production process, which can be optimized through automation. For example,
inventory levels can be automatically managed or disruptions in the production process can be
prevented through predictive maintenance.
Artificial Intelligence (AI)
The significance of artificial intelligence (AI) will continue to increase in Industry 5.0. This is not only
about complementing human labor, but also improving decision-making processes in companies.
For example, self-learning algorithms can be used to optimize production processes or improve the
quality of products. AI can also be of great benefit in predictive maintenance, which involves the
proactive maintenance of machinery and equipment. By analyzing data and using machine learning
methods, machine failures can be detected early, and appropriate countermeasures can be
initiated. It can be assumed that AI will play an increasingly important role in industry in the future,
and it is worthwhile for companies to familiarize themselves with the application possibilities.
Sensors, networking, and intelligent manufacturing technology
The advancing digitization and networking of production enables companies to adapt to the
challenges of the changing market and prepare for the upcoming Industry 5.0. Automation plays a
central role, as manual work can be made more efficient with the help of robots and networked
systems. Not only in direct production, but also in the entire production process, optimizations can
be achieved through automation. The use of artificial intelligence (AI) will also become increasingly
important in Industry 5.0, as it not only improves human-machine communication, but also makes
decision-making processes in companies more efficient. Finally, sensors and intelligent
manufacturing technology play an important role in networking along the entire value chain, thus
facilitating collaboration between customers and suppliers and promoting efficient and targeted
work. Companies that are already preparing for these developments and investing can gain a
decisive competitive advantage.
Advantages of transitioning from Industry 4.0 to Industry 5.0
The upcoming Industry 5.0 offers companies from all industries enormous opportunities to remain
successful in an increasingly digitized world and to tap into new markets. Automation will play an
important role as manual work can be increasingly automated with robotics and networked
systems. This not only saves time and costs but also improves the quality of their products. The
entire production process can also be optimized through automation options, such as automatically
managing inventories or preventing disruptions in the production process through predictive
maintenance. Another important building block for future-proof production is the use of artificial
intelligence (AI). By using self-learning algorithms, production processes can be optimized, and the
quality of products can be improved. Analyzing data and using machine learning methods can detect
machine failures early and initiate appropriate countermeasures. Together with advanced sensors,
networking, and intelligent manufacturing technology along the entire value chain, companies can
gain a decisive competitive advantage by preparing for these developments and investing.
Improved efficiency and productivity
Automation in the context of Industry 5.0 will open enormous opportunities for companies in all
sectors to remain successful in the increasingly digitized world and gain competitive advantages. A
central aspect of this is the improvement of efficiency and productivity. With the advent of robots
and networked systems, manual work can be increasingly automated, which not only saves time and
costs, but also contributes to improving the quality of products. In addition, advanced sensors and
intelligent manufacturing technology can achieve optimizations along the entire value chain. For
example, data can be centrally collected and analyzed to identify potential problems at an early
stage and initiate appropriate countermeasures. In combination with artificial intelligence and
machine learning methods, companies in Industry 5.0 can thus further automate and optimize
business processes to achieve a competitive advantage.
Higher quality of products and services
The upcoming Industry 5.0 offers companies enormous opportunities to increase efficiency and
productivity through automation and the use of interconnected systems. Sensors and intelligent
manufacturing technology along the entire value chain enable central collection and use of
information, making it easier to facilitate collaboration between customers and suppliers and avoid
disruptions in the production process. Artificial intelligence and machine learning methods help
companies optimize the entire production process by collecting and analyzing data to detect
machine failures early and initiate appropriate countermeasures. Another important advantage of
Industry 5.0 is the improvement in the quality of products and services. With robotics and
interconnected systems, manual tasks can be increasingly automated, contributing to higher
product quality. Companies that are already preparing for and investing in these developments can
not only gain a decisive competitive advantage, but also create the basis for a future-oriented
production.
Better accessibility and connectivity
The automation and digitization of production systems in the context of Industry 5.0 offer
companies enormous opportunities to remain competitive and align themselves with the future.
One of the most important advantages is the improvement of efficiency and productivity. Through
intelligent interconnected systems and the use of robots, manual tasks can be automated, saving
time and costs. In combination with advanced sensors and analysis methods, companies can
centrally capture and evaluate data to detect potential problems early and initiate
countermeasures. In addition, Industry 5.0 significantly contributes to improving product quality. By
using robotics and advanced manufacturing techniques, product recalls can be minimized, which has
a positive impact on customer satisfaction. Companies that are already preparing for and investing
in these developments guarantee themselves a decisive competitive advantage and pave the way
for a modern and future-oriented production.
Industry 5.0 and employee satisfaction
Industry 5.0 offers companies enormous opportunities to automate processes, save costs, and
increase product quality. Using advanced sensors and interconnected systems, production processes
can be completely optimized to achieve greater efficiency and productivity. The combination of
artificial intelligence and machine learning methods helps detect problems early and initiate
countermeasures.
A particular advantage lies in the improvement of workforce management. By replacing manual
processes with automation, companies can increase productivity without having to hire more
personnel. This creates a more attractive workplace and leads to increased employee engagement.
In addition, sensors can help improve working conditions in real-time and avoid critical situations.
Therefore, Industry 5.0 not only benefits companies, but also employees. A future-oriented
production that relies on digital technologies thus creates more resilience and sustainability in the
work environment. Companies that are already preparing for and investing in these developments
are thus laying the foundation for long-term success and competitive advantage.
Industry 1.0 to 5.0...What do you think will be Industry 6.0?
The evolution of industry from Industry 1.0 to Industry 5.0 is a fascinating journey that has
revolutionized the way we produce goods and services. Each era of industrial development has been
characterized by unique technological advancements that have changed the way we work, live and
interact with the world around us.
Industry 1.0, (Industrial Revolution), marked a significant shift from handcrafted goods to machine-
produced goods. The use of water and steampowered machines allowed for mass production,
leading to increased efficiency and lower costs. Industry 2.0, (Technological Revolution), was
marked by the introduction of electricity and assembly lines, enabling even greater mass production
and specialization.
The introduction of computers and automation technologies in the 1970s ushered in Industry 3.0,
(Digital Revolution). This era saw the rise of computer_aided manufacturing and the integration of
robots into the production process, resulting in greater accuracy and efficiency.
Industry 4.0, (Fourth Industrial Revolution), introduced the integration of advanced technologies
such as the Internet of Things, Artificial Intelligence, and Big Data into the manufacturing process.
This resulted in a more connected and automated production environment, with machines and
systems communicating with each other in real-time.
Industry 5.0, the latest evolution of manufacturing, builds on the advancements of Industry 4.0 and
focuses on collaboration, sustainability, and inclusivity. It integrates human capabilities and artificial
intelligence to create a more flexible and sustainable production environment. As we continue to
evolve towards Industry 5.0, it is important to reflect on how these changes have impacted our lives
and the world around us. How can we ensure that these advancements are used in a way that
benefits all members of society, and that we minimize any potential negative consequences and
what new opportunities and challenges will Industry 5.0 bring?

Industry 4.0 and Society 5.0, Similar but not the Same?
At present, maybe some of us are familiar with Industry 4.0, which originated from the concept of
the digital era/information and communication technology era in Germany with 6 main pillars,
namely digital society, sustainable energy, smart mobility, healthy living, civil security, and
technology at work. Our country, Indonesia has also implemented Industry 4.0.
Then, what about Society 5.0? Do you already know what Society 5.0 is? Society 5.0 is an industrial
revolution formulated by Japan which was inaugurated on January 21, 2019, to deal with all the
problems that occur there. Where in Japan is experiencing a challenge of decreasing population
which makes the population/workers of productive age decrease, so Japan is trying to improve this
condition by implementing Society 5.0. Society 5.0 itself is a “refinement” of Industry 4.0, where
many people think that Industry 4.0 will use sophisticated technology machines that will reduce the
amount of work done by human labor. Where Society 5.0 is expected to create new value through
the development of advanced technology that can reduce the gap between humans and economic
problems in the future.
Then, what are the similarities and differences between Industry 4.0 and Society 5.0? Come on, we
discuss it together!
The equation between Industry 4.0 and Society Then, there are 3 differences between Industry
5.0 is: 4.0 and Society 5.0:
1. Both Industrial revolutions emphasize 1. If Industry 4.0 emphasizes and focuses
advanced technologies such as Internet on how work can be done
of Things (IoT), Smart Machines, automatically, then Society 5.0
Knowledge Management, and Smart emphasizes how to optimize
Web to represent work connectivity. responsibilities for working hours.
2. Industry 4.0 and Society 5.0 both 2. In Industry 4.0, this industrial
understand how humans can revolution highlights the effectiveness
communicate with machines or of using automatic machines, in Society
advanced technology through 5.0 highlights the effectiveness of
Intelligent Machines optimizing human labor for advanced
3. Both have the power to do multitasking machines and technology.
work with a variety of automated 3. In Industry 4.0, communication can be
machines and other advanced computerized in various ways, while in
technologies. Society 5.0 it is focused on making
4. They both emphasize that in the work easier with smart and
current era, work is no longer a single sophisticated machines or technology.
hourly job, but is a process that always
runs with other processes.
5. Both emphasize the free movement of
one process to another and require
fewer procedures to complete work.
6. Industry 4.0 and Society 5.0 are both
considering sustainability engineering
in the midst of progressive technology
deployed materially by ensuring that
nature and ecology are still in good
shape.

So, what do you think? Industry 4.0 with Society 5.0 is similar but not the same, right? Even though
there are some differences, basically the Industrial Revolution was aimed at making it easier for
people to do work more effectively and efficiently. However, if you are still busy with the Industrial
Revolution 4.0, we should start to understand Society 5.0 so that we can move together so that
Society 5.0 can be implemented properly and simultaneously.

“Industry 6.0: The Rise of Intelligent Manufacturing and the Future of Industry”
Industry 6.0 is not just about automating
factories, but rather transforming entire
industries through the integration of
advanced technologies, enabling smarter
decision-making, higher productivity, and
unprecedented levels of customization.
Source: Brad Zylman — Brad Zylman —
Industry 4.0 and Beyond to 6.0

Industry 6.0 represents the next phase of industrialization, which is focused on creating fully
integrated, intelligent manufacturing systems that can operate with minimal human intervention.
India, with its rapidly growing economy, strong technological infrastructure, and abundant talent
pool, is well-positioned to become a major player in the Industry 6.0 ecosystem.
It combines human intelligence, artificial intelligence, cloud computing energy,
humanoid–robot working big data, quantum computing.
In the coming years, a rapid technological transformation is affecting the living standards of human
beings; the way we work, interact and live is drastically changed. It has been estimated that
technology will achieve pure autonomy by 2040-2050. To predict the revolution and how it will
transform is uncertain, but one thing is certain: it will be an interdisciplinary world that will
coordinate by, involving all players in the global political system, from government and business to
academia and civil society.
A Vision of Industry 6.0:Toward Sustainability
Industry 6.0 looks like a futuristic industry with a much broader vision than the remaining industrial
revolutions, by transforming people’s work culture by utilizing people’s noble creativity combined
with machines and advanced production systems in the environment of advanced digital
technologies. In this environment, people can operate machines directly using intelligence, which
would be made possible by digital technologies and manufacturing solutions that are considered
resource-efficient and user-centric compared to other industrial revolutions. Industry 6.0 of the
future is based on sustainability, homogeneous assets, security, resilience, anti-fragility, harmony
with nature, collaborative use of technologies (digital twins), and eco-economy. Industry 4.0 and
Industry 5.0 consist of promising cutting-edge technologies and applications that are expected to
support the futuristic Industry 6.0. Figure 2. Shows the differentiated vision from Industry 1.0 to
Industry 6.0.
Figure 2: A Vision of Industry 1.0 to Industry 6.0
Our visionary chiefs, specialists, and researcher determining the business unrest (6.0) period will start
from 2050 in which human insight (HI) man-made reasoning (Artificial intelligence), and inexhaustible
cloud energy and Drone 3-D printing will link to work the assembling and procedure on the most
planet (like the moon, sun … and so forth) by unify cloud joining of human insight, man-made
consciousness, and Drone 3-D printing with the right hand of satellite and industry robot. In this
upset, we will be able to manage the movement of Automatic Mechanical Industry (ARI) in the sky
with quantum radar control, similar to how planes now acquire a combination of sustainable power
sources such as quantum power, sun-based energy, cloud power, planet nuclear power, and so on…

Benefits of Industry 6.0

Industry 6.0 would support hyper-connected industries and provide dynamic value networks,
dynamic supply chains, and transparency in the flow of information between all administrations,
whether internal or external around the world. It would be the way of life to keep the right balance
or master the learning economy. It promotes the virtual human digital twin, where anyone can view
physical goods and virtual product information at the same time, connecting manufacturing
industries worldwide and providing superior technical support, better understanding, and better
decision-making. Anti fragile manufacturing will be the planned concept for this revolution where
anti-brittleness can be achieved through flexible system design. It depends on the non-functional
requirements in which software systems are judged on openness, usability, security, mobility, and
other characteristics that are obstacles to the realization of system software. In the years to come,
this revolution would generate unique and innovative creative thinking and ideas in manufacturing
and other fields, enhancing the most important characteristics of humans and machines.
Challenges in Implementing Industry 6.0
The dream of industrial revolution 6.0 can only be attained by doing systematic work and
collaborative effort of government and manufacturers toward the welfare of society. This revolution
wants long-term commitment from the manufacturers, policymakers, stakeholders, and government
to implement sustainable Industry 6.0 in the organization. The implementation of this holistic
approach can be geared with proper research and development to positioning in the revitalization of
Industrial Production. During the execution of Industry 6.0 could face many challenges such as digital
transformation, difficulty in adopting new and advanced technologies, allocation of resources,
industry-relevant technology, internationalization, industry collaboration, freedom to research in
development, capital cost (needed funding) involved in developing and implementation of new
technologies, reskilling costs and adoption of 5G /6G technologies.

Industrialization Steps 5.0 and 6.0

It is possible to take the current trends and extrapolate where we will be going. There are already
glimmers on what is on the horizon in human/machine interfaces as well as AI and genetics. From
these areas and more, we should be able to stitch the next steps of industrialization together. I stop
at stage 6.0 as I cannot foresee needing to go beyond this stage unless we, as a species, develop
new capacities and needs that I simply don't anticipate.
5th - So the next revolution will come once we have cracked the code of wiring into the brain
directly. It will take on the literal projects of - if you can think it, you can do it. Artificial Intelligence
and 3D printing will take the brunt of the intelligence of this next stage and its very likely that
cybernetic implants will be utilized to facilitate the brain/machine interface. Its likely that the
cybernetic implants will either be "installed" at birth, or genetically manipulated. Minimal hardware,
like google glass, might also become a solution in the beginning of this phase in order to bridge the
gap between what we can do creatively and what is possible to do. I would expect that this stage
will value creativity, innovation and insight over process and more logically based thinkers. Research
into the "new" and unknown scientific principles should be able to offer life long employment. If
your job can be reduced as a "point A to point B" operation, your skills will be replaced by robots
and computers to handle the logic behind the process. This will disrupt many professional segments
that we don't necessarily think will be replaced by purely logical processes. Look for the medical,
transportation, agricultural, insurance, legal and financial professionals to be replaced over the next
70 years by software/robotic combinations. It is very unclear how these changes will affect the
world employment population and what jobs will fill in for these lost ones. You will be a
programmer, or you will be programmed out.
It might be important to pause here and discuss a few major challenges that we will face. The first
is resources.
Consumption
We consume in the developed world, far more in terms of raw materials and natural resources, than
the undeveloped world. This concept of developed is a sliding scale and is filled with bias and
entitlement for most Western countries. It is important to consider that overpopulation will become
a larger and larger problem if we continue to thrive on Earth. While the philosophy of capitalism has
been a powerful one for much of the last 200 years, it is simply not sustainable economically or
socially. You cannot have 99 percent of the population getting 1% of the resources and 1% getting
the rest. Its simply not good long term thinking. No organism survives this way!
Environment & Bio-Diversity
Recent studies done on our lakes and streams have show that there are over 160 bio-reactive
chemicals piling up in our waterways. We currently have no idea how this soup of pollutants will
affect fish and other aquatic animals. Next to no studies have been conducted by the FDA on
chemical interactions of this complexity. We continue to create new drugs and compounds to
control our farm crop yields and control our food source health while we do little to keep these
chemicals from being released everywhere. Even our own drinking water supplies are being
increasingly contaminated by the amount of drugs that we consume. There is little idea where this
will go, but pesticides and anti-biotics are among the top 20 chemicals found in the largest amounts
and numbers. If we use history as a guide, it will just create increasing numbers of resistant micro-
organisms and pests.
We have also been causing the next great extinction event by wiping out bio-diversity and habitats
for our ecosystems all over the world. Many animal populations are stressed to the limits and so
many species are near extinction and endangered that its very doubtful that we will be the stewards
of their survival. In many ways, this can be seen as the survival of the fittest with less adaptable
species being wiped out because we need the land and resources, but there are always unintended
consequences to the removal of any species from an ecosystem. It will depend on us to decide what
kind of world we want to live in. Will we sacrifice others for the sake of ourselves or live together
with the other species that make up our environment? We will have to decide.
Disease
We are currently in an arms race with unseen forces. Unseen because they are so small we cannot
easily see them and their numbers far exceed our own. We have seen unprecedented grown of
disease in the forms of nutritional deficiencies, anti-bacterial resistant sicknesses and new deadly
viruses that have out survived multiple generations of humanity, and will be here long after we have
gone. We are currently just holding it together, but I will predict that there will be future plagues
upon mankind that will kill off future millions if not billions. While we have taken many positive
steps at the global level to contain these diseases, our safety is largely an illusion at this point that
has been barely managed. Alarmingly, its looking more and more that disease played a major role in
the last extinction event that wiped out the dinosaurs before that meteor swooped in for the literal
coup de gras.
Technology
We are on the brink of creating huge advances and cost reductions in medicine, Virtual Reality (VR),
nanotechnology, building materials and 3-D printing. At present is it very likely that these areas will
be combined in novel ways to create even more amazing achievements. But with any new
technology, it will have both positive and negative impacts. Of all these, nanotech is the most scary.
There are many scientist working for the good of mankind, but a few wrong moves or the
weaponization of nanotech could easily lead to our destruction. I feel that nanotech is too
dangerous at this point to be released into the environment as we have already seen nano-
chemistry being incompatible with our current world. I have researched many visions into using
nanotech to extend our lives and keep us healthy, but I have issue with its implementation and how
nano-robotics can distinguish between unhealthy human cells and other species' biology. If fail safes
or better security are not built into nanotechnology it will have unforeseen consequences.
WAR and Global Ethics
Too often we let our emotions and greed get in our way. We are territorial animals. It drove us,
along with our curiosity, to explore and colonize the entire globe long before our history could
record it. Territorialism, nationalism and politics of our present are more of a threat than a blessing.
We hold the means to easily destroy ourselves, but we have managed to be prudent before we
release the nuclear dogs. I am hopeful that we will be able to remove the nuclear threat completely,
but we will face new, and potentially just as deadly threats through genetics, natural disasters,
economic collapse and overpopulation. Any one of these can, and has, tipped the balance of the
technologically advanced cultures of the day into collapse.
Societal decisions will have to be vetted with biology, genetic knowledge, security (physical and
cyber), resource management, safety, privacy and the value of life. We will have much to debate
over and it is likely to cause conflict. Governments at the local level will not be able to resolve these
global issues and we will have to come together to create a human philosophy to resolve them. We
have the moral and religious systems in place to do this, but it has not worked so far. We often do
things to each other that we know are wrong under the rationality of the day. Our history is its own
example.
If we are going to live in a world with 15 to 30 billion people on it, drastic and sustainable changes
will have to take place in how resources are managed, goods and services are purchased and how
the very important matter of human worth is considered. We face a crises of hope today that has
led to Terrorism, vast greed and indifference. How we solve these issues will determine what our
world will look like over the next three centuries. Either way, our ability to innovate will have to play
a major role in our survival. If you have a philosophy of abundance, then you may feel that we will
have little issue solving these problems, but I am not as optimistic as you. I have seen us put too
many problems off until they become a crisis. This will not work for the carbonization of our
atmosphere, and it won't work for controlling disease.

So let us swing back to taking a more optimistic tone! We survived! We thrived and we are now at
the 6th Stage!
6th - With the ability to create from digital blueprints easily under our toolset at a global level, we
can foresee where and how society might function.
A globally connected AI would facilitate the resources of a human population exceeding 15 billion
people. Much of the political corruption and poor resource management that plagues us today
would have to be relegated to the past in order to effectively manage the natural resources of
wood, water, steel, food, education, robotics and energy for an interconnected globe. Most
industrial tools, and mechanical fabrications will be handled by 3D printing, nanotechnology and
CAM processes that rely little on human workers. Basically, machines will design machines and the
materials and engineering will become too complex for most people to follow from generation to
generation. It is likely that robots (autonomous AI's) will be more intelligent than people. Most of
the population would use rented vehicles or mass transit to move around, if movement would be
required at all. It can be estimated that quantum computing and resource management could even
produce copies of "things" much like the fabled Star Trek Replicator towards the distant 6.0 stage.
No reason why it would be limited to only food as often seen on the benchmark TV series. Each
person would have access to all the accumulated knowledge of the world in a easily consumable
human interface and the resources to create and build upon that knowledge in meaningful ways.
Research, exploration and creativity would need to be the highest human endeavors.
PutTING it all together
I came up with this infographic based on the above Stages to make it all much more digestible.
Download it and keep it if you find this article valuable. The Industrialization Stages of 0.1 through
6.0 are summarized and renumbered from 1 to 8.
How will we find our way?
In summary, we have many obstacles to overcome and many difficulties will face us, mostly on the
ethical and environmental fronts. Will we have the willpower to make the right decisions? The
current educational, political and societal climate, seem to indicate a negative outcome. It will come
down to intelligence and leadership. It will take a hefty amount of both on the part of the
population to find its way through climate change, the ethical implementation of technology, and
find the value of the individual in society as a whole. There is no doubt in my mind that all these
problems are solvable and will lead to a better human condition that is based on long term thinking
over the prevailing short term thinking of today. Will we be able to overcome our own shortcomings
to get to the future we need to survive?
In the end, its up to all of us to fight for what is right for our children and to listen to each other to
find our way. If we don't, there very well may be no one to judge us for our apathy and ignorance.
Finally I leave you with this from Futurism.com:
Written by Jolene Creighton
The Kardashev Scale – Type I, II, III, IV & V Civilization
We have reached a turning point in society. According to renowned theoretical physicist Michio
Kaku, the next 100 years of science will determine whether we perish or thrive. Will we remain a
Type 0 civilization, or will we advance and make our way into the stars?
Experts assert that, as a civilization grows larger and becomes more advanced, its energy demands
will increase rapidly due to its population growth and the energy requirements of its various
machines. With this in mind, the Kardashev scale was developed as a way of measuring a
civilization’s technological advancement based upon how much usable energy it has at its disposal
(this was originally just tied to energy available for communications, but has since been expanded).
Meet the Kardashev Scale
The scale was originally designed in 1964 by the Russian astrophysicist Nikolai Kardashev (who was
looking for signs of extraterrestrial life within cosmic signals). It has 3 base classes, each with an
energy disposal level: Type I (10¹⁶W), Type II (10²⁶W), and Type III (10³⁶W).
Other astronomers have extended the scale to Type IV (10⁴⁶W) and Type V (the energy available to
this kind of civilization would equal that of all energy available in not just our universe, but in all
universes and in all time-lines). These additions consider both energy access as well as the amount
of knowledge the civilizations have access to.
First, it is important to note that the human race is not even on this scale yet. Since we still sustain
our energy needs from dead plants and animals, here on Earth, we are a lowly Type 0 civilization
(and we have a LONG way to go before being promoted to a type I civilization). Kaku tends to
believe that, all things taken into consideration, we will reach Type I in 100 – 200 years time. But
what does each of these categories actually stand for in literal terms?
A Type I designation is a given to species who have been able to harness all the energy that is
available from a neighboring star, gathering and storing it to meet the energy demands of a growing
population. This means that we would need to boost our current energy production over 100,000
times to reach this status. However, being able to harness all Earth’s energy would also mean that
we could have control over all natural forces. Human beings could control volcanoes, the weather,
and even earthquakes! (At least, that is the idea.) These kinds of feats are hard to believe, but
compared to the advances that may still be to come, these are just basic and primitive levels of
control (it’s absolutely nothing compared to the capabilities of societies with higher rankings).
The next step up – a Type II civilization – can harness the power of their entire star (not merely
transforming starlight into energy, but controlling the star). Several methods for this have been
proposed. The most popular of which is the hypothetical ‘Dyson Sphere.’ This device, if you want to
call it that, would encompass every single inch of the star, gathering most (if not all) of its energy
output and transferring it to a planet for later use. Alternatively, if fusion power (the mechanism
that powers stars) had been mastered by the race, a reactor on a truly immense scale could be used
to satisfy their needs. Nearby gas giants can be utilized for their hydrogen, slowly drained of life by
an orbiting reactor.
What would this much energy mean for a species? Well, nothing known to science could wipe out a
Type II civilization. Take, for instance, if humans survived long enough to reach this status, and a
moon sized object entered our solar system on a collision course with our little blue planet–we’d
have the ability to vaporize it out of existence. Or if we had time, we could move our planet out of
the way, completely dodging it. But let’s say we didn’t want to move Earth… are there any other
options? Well yes, because we’d have the capability to move Jupiter, or another planet of our
choice, into the way – pretty cool, right?
So we’ve gone from having control over a planet, to a star, which has resulted in us harboring
enough “disposable” energy to essentially make our civilization immune to extinction. But now, onto
Type III, where a species then becomes galactic traversers with knowledge of everything having to
do with energy, resulting in them becoming a master race. In terms of humans, hundreds of
thousands of years of evolution – both biological and mechanical – may result in the inhabitants of
this type III civilization being incredibly different from the human race as we know it. These may be
cyborgs (or cybernetic organism, beings both biological and robotic), with the descendants of
regular humans being a sub-species among the now-highly advanced society. These wholly
biological humans would likely be seen as being disabled, inferior, or unevolved by their cybernetic
counterparts.
At this stage, we would have developed colonies of robots that are capable of ‘self replication’; their
population may increase into the millions as they spread out across the galaxy, colonizing star after
star. And these being might build Dyson Spheres to encapsulate each one, creating a huge network
that would carry energy back to the home planet. But stretching over the galaxy in such a manner
would face several problems; namely, the species would be constrained by the laws of physics.
Particularly, light-speed travel. That is, unless they develop a working warp drive, or use that
immaculate energy cache to master wormhole teleportation (two things that remain theoretical for
the time being), they can only get so far.
Kardashev believed a Type IV civilization was ‘too’ advanced and didn’t go beyond Type III on his
scale. He thought that, surely, this would be the extent of any species’ ability. Many think so, but a
few believe there is a further level that could be achieved. (I mean, surely there is a limit?) Type IV
civilizations would almost be able to harness the energy content of the entire universe and with
that, they could traverse the accelerating expansion of space (furthermore, advance races of these
species may live inside supermassive black holes). To previous methods of generating energy, these
kinds of feats are considered impossible. A Type IV civilization would need to tap into energy
sources unknown to us using strange, or currently unknown, laws of physics.
Type V. Yes, Type V might just be the next possible advancement to such a civilization. Here beings
would be like gods, having the knowledge to manipulate the universe as they please. Now, as I said,
humans are a very, very long way from ever reaching anything like this. But it’s not to say that it
cannot be achieved as long as we take care of Earth and each other. To do so, the first step is to
preserve our tiny home, extinguish war, and continue to support scientific advances and discoveries.

Sejarah perkembangan komputer generasi kelima merupakan komputer, yang kita gunakan pada
sekarang ini. Generasi ini ditandai munculnya. LSI (Large Scale Integration) yang merupakan
pemadatan ribuan microprocessor di dalam sebuah microprocesor pada saat ini.
Selain itu, juga ditandai dengan munculnya semi conductor dan microprocessor.
Artificial intelligence
Quantum computing could also enable significant breakthroughs in artificial intelligence (AI) and
machine learning. By simultaneously processing all combinations of inputs in a massively parallel
fashion, and by taking advantage of a property dubbed “quantum tunneling,” quantum computing
can tackle extraordinarily complex data challenges (such as discrete optimization of large datasets
and complex topologies) that would otherwise be intractable on classical hardware (which, today,
forces practitioners to rely on imperfect heuristic techniques).
The potential applications for quantum computers in the field of artificial intelligence are so
compelling that NASA has a research team dedicated specifically to quantum AI. The team is aimed
at demonstrating that quantum computing and quantum algorithms may someday dramatically
improve the ability of computers to solve difficult optimization and machine learning problems.
Gordon E. Moore (1965), founder of the semiconductor industry, introduced Moore's Law which
over the years has been the basis for industrial alignment and progress. Moore accurately charted a
path of reduction in transistor size and performance, which business professionals translated into
computer chip production volumes, revenues, and profits. Based on this knowledge, semiconductor
companies can more easily raise money in capital markets to build factories, and managers can
recruit needed human resources and plan long-term capital investments with lower risk. Investors,
manufacturers, system manufacturers, and consumers alike benefit from regular computer chip
product cycles. Unlike other businesses in the world, the semiconductor industry has an accurate
and proven roadmap for its future.
But then, after four decades of success, Moore's Law faltered, starting with the slowing of Dennard
Scaling (2005), the powerful technology underlying Moore's Law. The semiconductor industry
quickly recovered with technological improvements that stabilized Moore's Law over the next
fifteen years (2020), then other improvements were needed to keep Moore's Law on track, until it
reached our current state in 2022.
Three Stages of Moore's Law
From the history and timeline of Moore's Law, there are three separate stages:
• Phase I, when transistor density is regulated by Dennard Scaling, from formulation in 1965 to
around 2005 (“Moore’s Bend”).
• Phase II results when the semiconductor die is expanded in size horizontally (“bigger chips”),
usually by increasing the number of cores (cores are small CPUs or processors built into larger CPUs).
Phase II lasted from approximately 2005 to 2020 when mold sizes reached practical limits.
• Phase III began when the semiconductor die first scaled vertically, and then expanded with new
steps to keep Moore's Law alive: complex 3D structures, and more materials, architectures,
connectivity options, and packaging advances (chiplets, etc. .). The impact will be stunning: the
entire industry will have to make changes from design to manufacturing to process control and
testing to realize the changes in Phase III.
An optimist looking at Figure 2 might conclude the opposite: that Moore's Law still continues to
govern device improvements and may even accelerate over time based on the promise of Phase III
technology.
Moderates who believe that Moore's Law will continue without significant changes fall into these
two extreme viewpoints. For moderates, Moore's Law can continue at its usual pace, without
slowing down or speeding up, into the indefinite future.
What to conclude? Depending on whether someone is an optimist, pessimist, or moderate, their
views on Moore's Law can differ greatly. A few proposed replacements to Moore’s Law include:
• Performance per Watt (9)
• Koomey’s Law (10)
• Huang’s Law (11)
• Energy Efficient Compute (12)
• No Law (13,14,15,16)
Recent trends[edit]

A simulation of electron density as gate voltage (Vg) varies in a nanowire MOSFET. The threshold
voltage is around 0.45 V. Nanowire MOSFETs lie toward the end of the ITRS road map for scaling
devices below 10 nm gate lengths.
One of the key technical challenges of engineering future nanoscale transistors is the design of
gates. As device dimension shrinks, controlling the current flow in the thin channel becomes more
difficult. Modern nanoscale transistors typically take the form of multi-gate MOSFETs, with
the FinFET being the most common nanoscale transistor. The FinFET has gate dielectric on three
sides of the channel. In comparison, the gate-all-around MOSFET (GAAFET) structure has even better
gate control.
Moore's law is the observation that the number of transistors in an integrated circuit (IC) doubles
about every two years. Moore's law is an observation and projection of a historical trend. Rather
than a law of physics, it is an empirical relationship linked to gains from experience in production.
The observation is named after Gordon Moore, the co-founder of Fairchild
Semiconductor and Intel (and former CEO of the latter), who in 1965 posited a doubling every
year in the number of components per integrated circuit,[a] and projected this rate of growth would
continue for at least another decade. In 1975, looking forward to the next decade, he revised the
forecast to doubling every two years, a compound annual growth rate (CAGR) of 41%. While Moore
did not use empirical evidence in forecasting that the historical trend would continue, his prediction
has held since 1975 and has since become known as a "law".
Moore's prediction has been used in the semiconductor industry to guide long-term planning and to
set targets for research and development, thus functioning to some extent as a self-fulfilling
prophecy. Advancements in digital electronics, such as the reduction in quality-
adjusted microprocessor prices, the increase in memory capacity (RAM and flash), the improvement
of sensors, and even the number and size of pixels in digital cameras, are strongly linked to Moore's
law. These ongoing changes in digital electronics have been a driving force of technological and
social change, productivity, and economic growth.
Industry experts have not reached a consensus on exactly when Moore's law will cease to apply.
Microprocessor architects report that semiconductor advancement has slowed industry-wide since
around 2010, slightly below the pace predicted by Moore's law. In September
2022, Nvidia CEO Jensen Huang considered Moore's law dead,[2] while Intel CEO Pat Gelsinger was of
the opposite view.[3]
1. Quantum Computers Will Crush All Existing Encryption Systems
QCs work fundamentally differently from traditional computers. They use quantum bits, or qubits,
in a superposition of two states, 0 and 1. This allows QC to perform specific calculations much faster
than classical computers. QCs are not limited by the speed of electrons or light. They are limited by
the laws of quantum mechanics. In 2019, Google's Sycamore QC performed a calculation that would
have taken IBM's Summit supercomputer 10,000 years, demonstrating the power of existing
quantum computing.

Source: https://nickyoder.com
As QC process more advanced algorithms, there is a growing concern about the potential threats
posed by universal or cryptanalytically relevant quantum computers (CRQCs). A CRQC is a quantum
computer powerful enough to break the existing encryption algorithms currently used to secure
digital communications and data by executing Shor’s algorithm.
Shor's algorithm, first proposed by Peter Shor in 1994, can factor in large numbers exponentially
faster than classical computers. This means that even if a classical computer would take millions of
years to factor a large number, a quantum computer could factor it in minutes.
Another algorithm, devised in 1996 by Lov Kumar Grover, can be used to search for patterns in data
and break other types of encryption algorithms at quadratic speed. A quadratic speedup means that
the time it takes to run Grover's algorithm is proportional to the square root of the time it takes to
run the best classical search algorithm. For example, if it takes 100 steps to run the best classical
search algorithm on a database of 100 items, then it would take only 10 steps to run Grover's
algorithm on the same database.
This matters because current encryption standards are based on the difficulty of factoring large
numbers (i.e., RSA, Diffie Hellman, elliptic curve, etc.). With the Quantum Apocalypse, every
financial institution, government, cloud-based service, and the internet (at large) is exposed. At first,
nation-state actors will use QCs to cyber attack each other. This will lead to a "quantum arms race."
Shortly after, cyber-criminals will acquire QCs too, and the attack vectors will shift to corporate and
personal data.
Source: Council on Foreign Relations, Cyber Operations Tracker
Informasi kuantum adalah disiplin ilmu pengetahuan dan teknologi baru yang menarik semakin
banyak profesional dari berbagai bidang terkait. Meskipun berpotensi menjadi sumber tenaga kerja
terampil yang berharga, Internet menyediakan cara untuk menyebarkan informasi tentang
pendidikan, peluang, dan kolaborasi. Dalam karya ini, kami menganalisis, melalui pendekatan
campuran, upaya berkelanjutan selama 12 tahun untuk melibatkan mahasiswa sains dan teknik
dalam pendidikan penelitian dan kolaborasi, dengan menekankan peran yang dimainkan oleh
Internet. Tiga ruang utama telah dipromosikan, lokakarya, tempat penelitian, dan ruang kecil,
semuanya berhasil dikembangkan melalui pendidikan jarak jauh pada tahun 2021–2022, yang
melibatkan siswa dari berbagai lokasi di Meksiko dan Amerika Serikat. Keberhasilan upaya-upaya ini
diukur dengan indikator-indikator yang berorientasi pada penelitian, jumlah peserta, dan opini-opini
yang disurvei. Dimasukkannya Internet untuk memfasilitasi pendekatan campuran telah
mempercepat peningkatan sumber daya manusia dan produksi penelitian. Selama pandemi COVID-
19, Internet memainkan peran penting dalam transformasi digital inisiatif pendidikan penelitian ini,
yang menghasilkan pengalaman edukatif dan kolaboratif yang efektif dalam “New Normal”.
1. Perkenalan
Mekanika kuantum, ilmu pengetahuan yang muncul pada awal abad kedua puluh, mengalami
inkubasi konsep dan perkembangan yang lambat sepanjang abad tersebut. Penerapannya yang
penting meliputi transistor, laser, resonansi magnetik, dan mikroskop elektronik, yang mengarah
pada perkembangan teknologi yang luar biasa sebagai hasil penelitian. Namun, bidang ini tidak
mengambil langkah mendasar menuju perkembangan teknologi sampai pernyataan Richard
Feynman [1] bahwa sistem kuantum dapat melakukan jenis pemrosesan komputasi yang tidak dapat
dicapai oleh sistem klasik. Dengan memanfaatkan sifat-sifat utama mekanika kuantum, seperti
superposisi dan keterikatan kuantum, tren perkembangan baru telah muncul, menghasilkan aplikasi
dunia nyata mulai dari kriptografi, sistem komunikasi baru (teleportasi), dan prosesor kuantum.
1.1. Dari Mekanika Kuantum menuju Industri Kuantum
Bidang informasi kuantum, komunikasi, dan pemrosesan yang berkembang tidak lagi terbatas pada
fisikawan, matematikawan, dan ilmuwan komputasi. Sebaliknya, bidang-bidang tersebut semakin
mempengaruhi berbagai disiplin ilmu yang menangani fenomena kompleks, termasuk kimia, biologi,
ekonomi, dan bahkan sosiologi. Akibatnya, generasi profesional baru dengan beragam minat dan
kecenderungan terhadap solusi ilmiah inovatif dipanggil untuk berkontribusi dalam
mengembangkan teknologi dan solusi kuantum.
Berdasarkan klasifikasi yang disepakati oleh beberapa penulis untuk evolusi teknologi kuantum dan
peran pendidikan [2], Gambar 1 menunjukkan tiga cabang luar biasa dalam informasi kuantum
terapan, pemrosesan kuantum (perhitungan kuantum dan pemrosesan algoritmik), penginderaan
kuantum (pengukuran). , metrologi, dan pengembangan sensor kuantum), dan komunikasi kuantum
(proses kuantum untuk menghasilkan, menyimpan, mengirimkan, dan menerima informasi
kuantum). Diagram ini menyoroti penerapan simbolik di setiap cabang dan disiplin ilmu yang terkait
secara klasik di mana para profesional kemungkinan besar berasal.
1.2. Pendidikan Penelitian dan Sumber Daya Manusia Semakin Diminta untuk Industri Quantum
Masa Depan
Perkembangan revolusi kuantum membutuhkan lebih banyak sumber daya manusia, namun
kurikulum tradisional program sarjana tidak cukup mempersiapkan siswa untuk belajar mandiri
secara mandiri di bidang ini [5]. Namun demikian, sejumlah besar profesional terampil di berbagai
disiplin ilmu diperkirakan akan dibutuhkan di tahun-tahun mendatang [2] untuk mencapai
pembangunan global komputer kuantum. Sebagian besar upaya ini sedang berkembang di sejumlah
negara, seperti Amerika Serikat, Kanada, Eropa, Australia, Jepang, Tiongkok, dan Rusia [3].
Laporan ini menyajikan program pendidikan berbasis penelitian informasi kuantum yang
dikembangkan sebagai subjek penelitian sejak tahun 2010. Program ini berfokus pada program
pendidikan dan daya tarik siswa yang bertujuan untuk menumbuhkan minat terhadap ilmu
pengetahuan dan teknologi terdepan. Universitas kami adalah sistem nasional dengan kampus di
seluruh Meksiko; ini adalah universitas dengan peringkat tertinggi kedua di negara ini. Struktur
penelitian didasarkan pada kelompok penelitian strategis (GIEE dalam bahasa Spanyol) yang
tersebar di beberapa kampus dalam sistem. Grup terkemuka kami, fotonik dan sistem kuantum,
terdiri dari beberapa subgrup yang terkait dengan aplikasi optik, fotonik, dan kuantum. Cabang
kami, Quantum Information Processing Group (QIPG), terutama berfokus pada pengembangan
kuantum berbasis teori dan simulasi, berkolaborasi dengan cabang penelitian lain untuk penelitian
eksperimental. Upaya pendidikan kami mempunyai cakupan nasional, tercermin dalam laporan
penelitian pendidikan saat ini.
Salah satu kepentingan utama laporan ini adalah memperhitungkan keseluruhan evolusi edukatif
ruang atraksi dan hasil penelitian yang dihasilkan. Dalam penelitian, hasil penelitian harus dikaitkan
dengan produk penelitian sebagai komponen utama pendidikan dan pengembangan sumber daya
manusia. Tidak diragukan lagi, melalui evolusi selama 12 tahun, peran sentral Internet telah
teridentifikasi, terutama, namun tidak eksklusif, didorong oleh pembatasan kesehatan akibat COVID-
19. Hal ini menghasilkan transisi yang dirasakan dalam hal produk ilmiah dan sumber daya manusia.
Oleh karena itu, minat untuk menilai dampak Internet terhadap upaya pendidikan kita tidak dapat
dihindari. Melibatkan siswa dalam penelitian merupakan upaya piramidal, pertama-tama
menyebarkan penelitian kepada kelompok siswa berukuran sedang, kemudian menarik kelompok
siswa yang jumlahnya lebih sedikit untuk melakukan penelitian; dengan demikian, populasinya
umumnya kecil. Selain itu, penilaian harus dibangun berdasarkan penelitian yang berpusat pada
kualitas dan kuantitas produksi ilmiah, dampak pengembangan penelitian manusia, dan kolaborasi,
serta beberapa variabel non-standar dalam pendidikan. Hal ini menimbulkan keterbatasan pada
ruang lingkup penelitian ini. Ini menyiratkan penggunaan metode analisis non-konvensional
berdasarkan indikator yang berguna dan analisis informasi korelasional. Dengan demikian, analisis
diagram dipilih sebagai metode yang disukai untuk beberapa tujuan penelitian saat ini.
Tujuan dari pekerjaan ini ada dua. Pertama, hal ini menjelaskan pencapaian upaya kelembagaan
selama 12 tahun dalam pendidikan informasi kuantum dalam hal inisiatif, inovasi, dan
pengembangan sumber daya manusia. Laporan ini juga menganalisis dampak penting Internet
terhadap inisiatif global. Dengan demikian, bagian kedua mengembangkan tinjauan singkat
informasi kuantum sebagai bidang penelitian dan pengembangan sumber daya manusia yang
terkait, menyajikan evolusi digital dalam pendidikan penelitian yang didukung oleh Internet.
Beberapa pengalaman pendidikan lain yang penting dan sebanding dalam pendidikan informasi
kuantum di seluruh dunia dilaporkan sebagai perbandingan. Bagian 3 melaporkan tujuan penelitian,
bahan, dan metode yang diikuti, beserta deskripsi pengumpulan data. Bagian keempat
menceritakan elemen-elemen penting yang disajikan dalam inisiatif ini, evolusinya, dan integrasinya
dengan beberapa inovasi berbasis Internet. Bagian kelima menganalisis secara kronologis elemen
dan hasil edukatif yang muncul dalam berbagai tahapan inisiatif, khususnya yang membedakan
periode transformasi digital. Mereka memaparkan jenis mahasiswa, hibah, prestasi, inovasi,
kolaborasi penelitian, dan produk penelitian. Hasil penelitian ilmiah dianalisis secara kronologis
beserta metadatanya, seperti dari mahasiswa, kolaborasi, dan publikasi ilmiah. Analisisnya
menggunakan analisis grafik antar variabel-variabel tersebut, khususnya perkembangan
kronologisnya. Bagian 6 membahas secara singkat hasil dengan informasi kontekstual tambahan
yang diberikan oleh penulis. Bagian terakhir menyajikan kesimpulan laporan.
2.1. Informasi Kuantum sebagai Rencana Kehidupan yang Menarik untuk Perkembangan Industri
Kuantum
Lonjakan perkembangan informasi kuantum dipicu oleh potensi dampaknya terhadap masyarakat
dan dorongan tak terbantahkan yang diberikan Internet melalui penyebaran ilmu pengetahuan
kepada semua orang yang menggunakan perangkatnya. Internet telah menghasilkan dorongan tak
berwujud bagi perkembangan ilmu pengetahuan dalam 25 tahun terakhir, menarik dan melibatkan
sumber daya manusia baru dalam penelitian [12].
Setelah puluhan tahun melakukan kerja teoretis dan eksperimental, teknologi kuantum kini menjadi
kenyataan dan saat ini sedang melewati periode pertumbuhan baru dalam industri global yang
sudah teridentifikasi dengan baik. Meskipun tujuan yang paling menonjol adalah penciptaan
perangkat pemrosesan kuantum yang meniru dan meningkatkan kemampuan teknologi komputasi
saat ini, perkembangan lain terjadi dari berbagai bidang, termasuk algoritma pemrosesan kuantum,
antarmuka pengguna dengan teknologi ini, pengembangan sensor kuantum, dan metrologi terkait
untuk mengukur sistem terkait [13]. Ini biasanya diklasifikasikan menjadi tiga perkembangan
signifikan, komputasi dan simulasi, komunikasi dan jaringan, serta sensor dan pengukuran kuantum.
Blok negara-negara di Amerika Utara, Eropa, dan Asia, telah merinci strategi jangka menengah, peta
jalan, dan memprioritaskan investasi pada teknologi tersebut sebagai jalur pembangunan ekonomi
[14].
Hasilnya, industri kuantum tumbuh secara eksponensial, bertransisi dari mekanika kuantum,
sebagaimana dicatat dalam beberapa referensi prospektif [3,7,14,15]. Gambar 2 secara skematis
menunjukkan pertumbuhan eksponensial sebagai fungsi waktu, yang diperkirakan berdasarkan fakta
dan data penemuan penelitian. Kode warna menandai tiga tahapan perkembangan industri yang
berbeda dan dinyatakan dengan baik. Sumbu horizontal membagi revolusi kuantum sejak
permulaannya pada tahun 1900 (dengan hipotesis kuanta Max Planck) sebagai awal ilmu kuantum
(biru), melewati era elektronik dengan perkembangan semikonduktor sekitar tahun 1960an yang
menandai dimulainya tahap teknologi kuantum (oranye). Kemudian, dimulainya era industri
kuantum (hijau) ditandai dengan komputer kuantum komersial pertama yang tersedia, D-Wave, dan
tahun 2030 merupakan cakrawala yang direncanakan dalam peta jalan beberapa blok negara [3].
Legenda vertikal mengacu pada aplikasi yang muncul atau diharapkan muncul di setiap tahapan
[3,7,14,15]. Sumbu vertikal menunjukkan jumlah ilmuwan kuantum yang terlibat dalam bidang
tersebut; terutama, jumlah lapangan kerja baru yang terkait dengan informasi kuantum dalam
dekade ini berkisar puluhan ribu setiap tahunnya [16]. Jika tidak, industri global terkemuka saat ini
memiliki karyawan yang jumlahnya mencapai jutaan [17]. Nilai-nilai tersebut hampir tidak
menentukan jumlah orang yang terlibat untuk setiap tahapan sumbu vertikal, terutama untuk
industri kuantum
2.2. Pendidikan Informasi Kuantum: Inisiatif yang Lebih Luas di Seluruh Dunia
Daya tarik sumber daya manusia baru untuk membentuk dan mempromosikan disiplin ilmu, seperti
informasi kuantum, memerlukan tindakan awal. Dengan demikian, inisiatif pendidikan STEM (Sains,
Teknologi, Teknik, dan Matematika) memberikan pendekatan awal untuk inklusi mereka [3]. Inisiatif
tersebut berupaya untuk memasukkan, menarik, dan melatih siswa dalam penelitian ilmiah terlebih
dahulu, dan kemudian bidang informasi kuantum sebagai motivasi rencana kehidupan. Informasi
kuantum dapat mempromosikan dan berkontribusi pada kepentingan ilmiah karena merupakan
disiplin ilmu yang disruptif [2]. Saat ini, kelompok dan lembaga khusus menggunakan pendekatan ini
untuk memperkenalkan disiplin ini pada kursus awal, menarik siswa melalui lokakarya, masa tinggal
profesional, program pascasarjana ilmiah, dan gelar akademik [3,6,7].
Industri kuantum terdiri dari pengembangan teknologi kuantum yang muncul, komersial, dan
terukur [2]. Industri ini telah menghasilkan produk dan layanan dalam jumlah besar, seperti
perangkat kriptografi kuantum. Pengembangan produk dan layanan potensial yang begitu pesat
memerlukan sejumlah besar sumber daya manusia yang berkualitas untuk pengembangan dan
implementasinya [19,20]. Saat ini, banyak inisiatif komersial yang telah mengembangkan dan
meningkatkan teknologi kuantum yang ada dalam persaingan yang ketat. Oleh karena itu, IBM,
Google, D-Wave, dan Amazon Braket menjadi pionir dalam pengembangan prosesor kuantum.
Sementara MagiQ, AgilPQ, Anametric, dan QuantumXchange mengembangkan aplikasi dan
perangkat enkripsi kuantum. Dalam arah yang disruptif, Atom Computing, EeroQ, dan IonQ
mengembangkan prosesor berbasis solid-state. ColdQuanta mengembangkan berbagai perangkat
kuantum untuk komunikasi dan penyimpanan. Perusahaan-perusahaan tersebut adalah contoh
percepatan pengembangan dan komersialisasi produk kuantum sebagai bagian dari pasar
berkembang di mana beberapa negara maju mempertaruhkan kepemimpinan dan perekonomian
global mereka [14,18].
Peluang dalam profesi ilmiah telah memotivasi pengembangan jenis pengalaman belajar dan
pelatihan penelitian bagi mahasiswa Pendidikan Tinggi [21]. Namun, di setiap negara, biasanya
hanya sedikit lembaga pendidikan universitas atau pusat penelitian yang menawarkan kemungkinan
seperti itu, dan seringkali jauh dari kandidat potensial. Bagaimana cara menarik mereka? Inisiatif
apa yang dapat dirumuskan untuk menjadikan peluang ini adil? Kita dapat mengapresiasi pentingnya
informasi kuantum sebagai suatu disiplin ilmu di berbagai negara dalam banyak inisiatif pendidikan
yang diterapkan di beberapa tingkat pendidikan. Misalnya, beberapa pengalaman memperkenalkan
pengajaran optik kuantum telah dilaporkan di pendidikan menengah [22], bersama dengan
pendekatan teoretis yang mengajarkan notasi Dirac [23]. Di sekolah menengah, pengalaman
mengajar komputasi kuantum telah dilaporkan [24], tepat di pembukaan pendidikan tinggi.
Menariknya, pengalaman tersebut juga mencakup pendidikan teknis mengenai Fotonik [25].
Perguruan Tinggi memiliki banyak contoh inisiatif pendidikan di bidang informasi kuantum dan
Fotonik. Pembuatan modul atau mata kuliah edukatif yang lengkap memiliki beberapa contoh
implementasi [26,27], atau setidaknya dimasukkan dalam mata kuliah lain [28]. Inisiatif fotonik
adalah bidang pendidikan terapan yang penting, dengan pusat-pusat yang diciptakan untuk disiplin
ilmu tersebut [29,30,31,32]. Semua upaya tersebut diarahkan untuk mengembangkan
kepemimpinan dalam teknologi kuantum [33].
. Pendidikan Informasi Kuantum: Tindak Lanjut Kronologis Dua Belas Tahun dari Inisiatif Pendidikan
di Universitas Meksiko
Selama masa lockdown akibat COVID-19, penelitian ilmiah dan akademis memiliki sejarah yang lebih
mapan dalam penggunaan teknologi digital dibandingkan pendidikan; namun demikian, ambivalensi
juga dirasakan [53]. Penelitian, dalam banyak kasus, memerlukan akses ke laboratorium khusus; hal
ini diselesaikan melalui akses terkendali, otomatisasi laboratorium, dan layanan komputer jarak jauh
melalui Internet. Namun demikian, penelitian terkait erat dengan pendidikan melalui gelar akademik
mahasiswa pascasarjana dan motivasi mahasiswa generasi baru yang menunggu untuk merasakan
bidang penelitian ilmiah [54]. Bagi banyak kelompok penelitian, pandemi ini mempercepat
kolaborasi ilmiah digital di seluruh dunia, mereformasi sains, teknologi, dan inovasi. Hal ini memaksa
transformasi digital dalam pendidikan penelitian dan kolaborasi ilmiah [55]. Jika pengalaman ini dan
manfaat Internet dalam penelitian tidak dimanfaatkan, laju kolaborasi tanpa batasan jarak akan
terhenti. Hal ini akan kembali mengancam masa depan, dengan kemungkinan terjadinya
kemungkinan lain di seluruh dunia [56].
Untuk mencapai tujuan penelitian pertama, kami menjelaskan berbagai elemen atau ruang edukatif
yang dikembangkan dalam inisiatif ini, dan secara singkat menggambarkan evolusi, motivasi, dan
isinya. Yang menarik untuk mempersiapkan tujuan penelitian lebih lanjut, teks ini melaporkan
transformasi digital bertahap yang didukung oleh Internet. Ini juga merupakan kisah tentang sumber
daya teknologi kreatif yang diperkenalkan untuk meningkatkan program, sehingga memungkinkan
program tersebut mencakup lebih banyak siswa. Pandemi COVID-19 mengakibatkan Internet
dihargai sebagai saluran penyebaran ilmiah, komunikasi, dan kolaborasi [57]. Oleh karena itu,
laporan ini juga menganalisis dampak luar biasa dan penting dari Internet terhadap pertumbuhan
dan perluasan inisiatif saat ini [58].
4.1. Program Daya Tarik dan Pendidikan Sumber Daya Manusia untuk Penelitian Informasi Kuantum
Bagi sebuah kelompok riset, daya tarik siswa sangatlah penting. Mereka adalah bagian dari
kehidupan akademis kami, menjadi kolaborator yang berharga dalam misi wajib universitas kami.
Dalam lingkungan pendidikan, di mana sebagian besar siswa memikirkan masa depan profesional
mereka sebagai wirausaha atau karyawan, tidak mudah untuk menunjukkan nilai kegiatan
penelitian. Kebanyakan siswa tidak mencari penelitian, meskipun merencanakan studi pascasarjana
untuk masa depan mereka berikutnya. Kegiatan kelompok harus diarahkan pada penelitian.
Kelompok penelitian kami masih sangat muda, berangkat pada tahun 2008, namun daya tarik siswa
selalu menjadi salah satu tujuan pertama.
Subbagian ini menggambarkan setiap kegiatan pembelajaran yang dikembangkan dalam inisiatif
untuk membangun pemahaman dan bahasa yang lebih baik untuk analisis di bagian berikut. Mereka
juga disajikan secara kronologis pada Gambar 4 dengan informasi yang diperoleh dari daftar
pendaftaran
industri dan sektor.
Algoritma optimasi. Algoritme optimasi membantu mengidentifikasi solusi atau proses terbaik di
antara beberapa opsi yang memungkinkan. Oleh karena itu, komputer kuantum diharapkan memiliki
implikasi besar pada industri yang mengandalkan optimasi untuk menilai berbagai hasil potensial,
yang masing-masing memiliki banyak ketergantungan dan kendala.
Misalnya, komputer kuantum dapat mengatasi tantangan perutean secara real-time dengan
menggunakan data langsung dari kendaraan, kontainer dan paket yang terhubung, jalan raya dan
kereta api, gudang, sistem tempat penjualan, dan satelit cuaca, dan lain-lain.10 ExxonMobil sedang
meneliti cara menggunakan komputer kuantum untuk mengoptimalkan rute armada pelayaran
maritim global yang terdiri lebih dari 50.000 kapal dagang, yang masing-masing membawa hingga
200.000 kontainer. Menentukan cara meminimalkan jarak dan waktu yang ditempuh kapal dagang—
yang melibatkan penghitungan terkait variabel seperti rute yang ditempuh, cuaca, dan kemungkinan
perpindahan antar pelabuhan—merupakan masalah yang sulit diselesaikan oleh komputer klasik.11
Dengan menggunakan prinsip serupa, komputasi kuantum dapat membantu perusahaan
menyederhanakan operasi dan proses manufaktur dengan memecahkan masalah optimasi rantai
pasokan, seperti menentukan ketersediaan dan harga komponen manufaktur tanpa mengganggu
rantai pasokan multifaset.12
Ilmu data dan pemodelan matematika. Perusahaan modern memanipulasi sejumlah besar data
untuk mengidentifikasi dan memahami pola, membuat prediksi, dan memecahkan masalah. Ketika
kumpulan data menjadi lebih besar dan kompleks, dan bisnis semakin banyak menggunakan data
feed langsung, pemodelan matematika kemungkinan besar akan terbukti semakin menantang untuk
komputer klasik. Lagi pula, tidak seperti komputer klasik, mesin kuantum dapat secara efektif
melakukan perhitungan paralel yang kompleks hampir secara instan.
Komputasi kuantum memiliki potensi untuk mengubah industri yang menggunakan data dalam
jumlah besar dan penghitungan yang terlalu rumit untuk dilakukan secara efisien pada mesin klasik.
Misalnya, di bidang jasa keuangan, perbankan dan perusahaan sekuritas sedang menjajaki
penerapan komputasi kuantum untuk penilaian kredit, penilaian aset, analisis perilaku tidak teratur
dan deteksi penipuan, strategi perdagangan, dan analisis risiko investasi.
Kimia kuantum dan ilmu material. Komputer klasik tidak dapat secara efisien menyelesaikan
perhitungan yang diperlukan untuk secara akurat menghitung dan menyempurnakan sifat molekul,
memprediksi perilaku material, atau memahami bagaimana perilaku ini akan bervariasi dengan
perubahan molekul sekecil apa pun. Untuk mempelajari bagaimana molekul berperilaku, sebagian
besar ilmuwan melakukan eksperimen laboratorium trial-and-error yang memakan waktu.
Komputer kuantum di masa depan diharapkan dapat melakukan simulasi molekuler dengan lebih
efisien dibandingkan komputer klasik, menjadikannya alat penemuan penting bagi industri yang
perlu memprediksi sifat dan kinerja material serta mensimulasikan atau mengoptimalkan material
dan proses pengembangannya.13 Dalam hal ini, komputer kuantum dapat membantu para insinyur
desain mengembangkan plastik, sel bahan bakar, chip, serta produk dan bahan lain yang lebih baik
dan menghilangkan pekerjaan laboratorium yang melelahkan.14
Demikian pula, komputer kuantum dapat terbukti lebih mampu dan efisien dibandingkan komputer
klasik dalam melakukan simulasi kompleks interaksi molekuler yang merupakan dasar penemuan
obat.15 Industri farmasi memerlukan waktu satu dekade atau lebih untuk dipasarkan karena
perusahaan harus menilai miliaran kemungkinan reaksi obat. dan efek samping pada sistem manusia
yang berbeda yang bervariasi dari orang ke orang. Meningkatkan penemuan obat tahap awal
melalui komputasi kuantum dapat menurunkan biaya dan mengurangi waktu yang diperlukan untuk
memasarkan obat-obatan yang menyelamatkan jiwa.
Komputer kuantum saat ini hanya memungkinkan simulasi realistis molekul sederhana dengan
beberapa atom; mereka belum memiliki cukup qubit untuk bersaing dengan mesin klasik. Penelitian
sedang berlangsung dan berkembang pesat. Misalnya, kolaborasi baru-baru ini antara Laboratorium
Nasional Argonne Departemen Energi AS dan Universitas Chicago telah menghasilkan metode
perhitungan baru yang meningkatkan keakuratan simulasi kuantum terhadap struktur dan perilaku
molekul kimia dan bahan kompleks
Penginderaan kuantum: Penginderaan dan pengukuran yang lebih akurat
Partikel subatom sensitif terhadap rotasi, percepatan, waktu, medan listrik, magnet, dan gravitasi,
serta pengaruh eksternal lainnya. Hal ini memungkinkannya digunakan untuk membuat sensor yang
sangat responsif yang akurasi dan kinerjanya melebihi sensor konvensional. Inisiatif penelitian yang
sedang berlangsung difokuskan pada pengembangan sensor kuantum yang lebih murah, lebih
ringan, lebih portabel, dan lebih hemat energi.
Sensor kuantum mempunyai potensi untuk menggantikan sensor yang ada dalam banyak aplikasi,
termasuk mencari dan memantau deposit minyak, gas, dan mineral; survei lokasi konstruksi; dan
mendeteksi perubahan lingkungan, seismik, atau cuaca sekecil apa pun. Di sektor transportasi,
sensor kuantum menjanjikan peningkatan signifikan dalam sistem navigasi dan penentuan posisi.
Misalnya, Airbus sedang menjajaki penggunaan sensor kuantum untuk mengukur atribut seperti
frekuensi, akselerasi, laju rotasi, medan listrik dan magnet, serta suhu secara lebih akurat untuk
meningkatkan sistem navigasinya.28
Di bidang medis, sensor kuantum kemungkinan akan digunakan untuk menganalisis suhu, detak
jantung, dan tanda-tanda vital lainnya dan untuk meningkatkan akurasi pencitraan resonansi
magnetik, meningkatkan kemampuan untuk melacak kemajuan pengobatan kanker dan
mendiagnosis serta memantau penyakit degeneratif seperti sklerosis ganda.
Sensor kuantum tersedia saat ini untuk kasus penggunaan produksi terbatas; ketersediaan dan
kemampuannya kemungkinan besar akan tumbuh secara dramatis dalam waktu lima hingga 10
tahun.29
Bersiap
Para ilmuwan telah memikirkan teknologi kuantum selama beberapa dekade, dan dinamika
kuantum penuh dengan kendala. Namun teknologi kuantum mendapatkan momentumnya dan
diperkirakan akan bermigrasi dari laboratorium penelitian ke lingkungan komersial dunia nyata
dalam dekade ini.30 Dan dalam hal potensi skala dan dampak, teknologi kuantum memiliki banyak
kesamaan dengan komputasi awan. Sikap menunggu dan melihat dapat menyebabkan organisasi
kehilangan peluang penting untuk menguji dan bereksperimen dengan teknologi sementara pesaing
mereka mendapatkan keunggulan.
Kami mendorong pendekatan yang lebih strategis, yang banyak dibumbui dengan pragmatisme.
Memahami dampak industri. Pelajari tentang potensi dampak kuantum pada industri Anda. Masalah
kompleks apa yang dapat dibantu oleh kuantum untuk Anda pecahkan? Waspadai perkembangan
teknologi yang penting dan perhatikan bagaimana orang lain di bidang Anda berinvestasi dan
bereksperimen dengan teknologi kuantum.
Kembangkan strategi. Menyatukan talenta yang ada dengan keterampilan dan pengetahuan yang
sesuai untuk mengembangkan strategi kuantum. Bahkan jika strateginya adalah tidak mengambil
tindakan segera, tentukan peristiwa pemicu—seperti persaingan atau perkembangan teknologi—
yang akan menjadi pendorong untuk investasi dan eksplorasi kuantum lebih lanjut. Putuskan siapa
yang akan memimpin muatan kuantum ketika tiba waktunya untuk terlibat.
Memantau perkembangan teknologi dan industri. Sempurnakan strategi Anda jika ada peristiwa
yang terjadi dan jangan biarkan peristiwa pemicu yang Anda nyatakan berlalu begitu saja tanpa
mengambil tindakan yang tepat.
Tingkatkan ketangkasan kripto Anda. Buatlah rencana untuk mengatasi implikasi keamanan
komputasi kuantum dan buat kemajuan dalam meningkatkan ketangkasan kripto organisasi Anda.
Meskipun teknologi kuantum masih dalam tahap awal, potensi dampaknya terhadap industri dan
bisnis terlalu besar untuk diabaikan. Hormati risiko keterbelakangan dan bersikap proaktif dalam
mempersiapkan masa depan kuantum.
Membangun Keterampilan untuk Industri yang Siap Mendatang
Membangun industri yang terintegrasi dan siap menghadapi masa depan adalah tugas yang
menantang. Hal ini melibatkan upaya seluruh industri di berbagai bidang seperti pelatihan ulang
keterampilan, penciptaan platform kolaboratif, kerangka peraturan, dan investasi pada teknologi
mutakhir:
Keterampilan Ulang dan Pendidikan: Para profesional di industri mineral harus dibekali dengan
pemahaman tentang AI, komputasi kuantum, dan analisis data. Pendidikan interdisipliner ini harus
menjadi bagian integral dari program pengembangan profesional, menciptakan generasi baru
profesional pertambangan yang nyaman dengan pengetahuan pertambangan tradisional dan
kemajuan teknologi.
Platform Kolaboratif: Kolaborasi adalah kunci dalam memanfaatkan kekuatan data, bahan bakar bagi
AI dan komputasi kuantum. Platform yang memungkinkan berbagi data akan memungkinkan
teknologi ini untuk belajar, berkembang, dan berkembang, sekaligus menawarkan kesempatan bagi
para profesional untuk belajar dari skenario dan pengalaman yang lebih luas.
Kerangka Peraturan: Seperti halnya AI, komputasi kuantum menghadirkan serangkaian tantangan
etika dan keamanan. Oleh karena itu, industri perlu secara aktif terlibat dengan regulator dan
pemangku kepentingan dalam mengembangkan kerangka kerja yang kuat untuk memastikan
penggunaan teknologi ini secara bertanggung jawab dan aman.
Investasi dalam Teknologi: Penggunaan AI dan komputasi kuantum dalam industri mineral
merupakan investasi di masa depan. Transisi ini memerlukan pendanaan - untuk pengembangan,
akuisisi, pelatihan, pengembangan, dan perekrutan ahli teknologi, serta pemeliharaan dan
pembaruan yang berkelanjutan.
Peluang Menarik di Dunia Fusion
Dalam menavigasi lanskap industri mineral yang kompleks, kita berada pada titik yang sangat
penting. Persimpangan antara kecerdasan manusia dan kecerdasan buatan, yang semakin didorong
oleh kemajuan seperti komputasi kuantum, memberikan kita peluang yang belum pernah terjadi
sebelumnya.
Ya, industri kita menghadapi tantangan – kesenjangan talenta, masalah keberlanjutan, dan teknologi
yang berkembang pesat. Namun tantangan-tantangan ini bukanlah hambatan yang tidak dapat
diatasi, melainkan katalisator bagi inovasi dan perubahan. Kami berada dalam posisi untuk tidak
hanya menanggapi tantangan-tantangan ini, namun juga mendefinisikan kembali masa depan
industri melalui tindakan kami saat ini.
Saya percaya bahwa penggunaan AI dan komputasi kuantum tidak berarti penyerahan peran
manusia, melainkan sebuah peluang untuk meningkatkan kemampuan manusia. Kami
memanfaatkan teknologi untuk melengkapi pengambilan keputusan, mengoptimalkan proses, dan
menciptakan praktik berkelanjutan. Kami bukan penonton transformasi; kami adalah peserta aktif
yang mengendarainya.
Bagi para profesional di industri mineral, ini merupakan panggilan untuk menjadi bagian dari solusi.
Tugas yang ada tidaklah mudah, namun penting dan, yang lebih penting, dapat dicapai. Kita dapat
menjembatani kesenjangan keterampilan, dan dengan melakukan hal ini, kita akan menentukan
arah masa depan di mana inovasi, keberlanjutan, dan profitabilitas berjalan beriringan.
Perjalanan ke depan sangat menarik dan penuh tantangan, namun yang terpenting, penuh dengan
potensi yang sangat besar. Terserah pada kita untuk memanfaatkan potensi ini dan mendorong
industri mineral ke depan, mendorong perubahan paradigma yang melampaui sektor kita... Saya
melihat potensi dan peluang bagi industri dan profesional kita, dan bagi saya ini adalah hal yang
sangat menarik dan menarik. dunia yang bermanfaat!

Awal abad ke-21 menyaksikan perlombaan yang intens di antara para peneliti, raksasa teknologi,
dan perusahaan rintisan untuk membangun komputer kuantum praktis. Periode ini menyaksikan
kemajuan signifikan dalam pengembangan berbagai teknologi komputasi kuantum, serta tonggak
penting, seperti pengumuman Google tentang “supremasi kuantum”. Pada bagian ini, kita akan
membahas perkembangan utama dalam perlombaan membangun komputer kuantum, dengan
fokus pada berbagai pendekatan, pencapaian, dan tantangan berkelanjutan di lapangan.
Pendekatan Komputasi Kuantum: Para peneliti mengeksplorasi berbagai pendekatan untuk
membangun komputer kuantum, dengan masing-masing pendekatan memiliki kelebihan dan
tantangan yang unik. Beberapa metode yang menonjol antara lain (1) Ion yang Disadap, (2) Qubit
Superkonduktor, (3) Qubit Topologi, dan sebagainya.
D-Wave Systems dan Quantum Annealing: Pada tahun 2011, perusahaan Kanada D-Wave Systems
mengklaim telah membangun komputer kuantum pertama yang tersedia secara komersial, D-Wave
One. Sistem ini didasarkan pada anil kuantum, sebuah pendekatan khusus terhadap komputasi
kuantum yang berfokus pada pemecahan masalah optimasi. Namun, penerapan praktis dan sifat
kuantum sebenarnya dari sistem D-Wave menjadi bahan perdebatan di kalangan peneliti, dengan
beberapa orang berpendapat bahwa sistem tersebut hanya memberikan kecepatan terbatas
dibandingkan dengan komputer klasik.
Supremasi Kuantum Google: Pada tahun 2019, Google mengumumkan tonggak penting dalam
pengembangan komputasi kuantum dengan mencapai “supremasi kuantum” dengan prosesor
Sycamore 53-qubit. Komputer kuantum Google memecahkan masalah tertentu dalam 200 detik
yang membutuhkan waktu sekitar 10.000 tahun untuk menyelesaikan superkomputer klasik.
Pencapaian ini menandai pertama kalinya komputer kuantum mengungguli komputer klasik dalam
tugas komputasi yang terdefinisi dengan baik, sehingga memberikan bukti konsep mengenai potensi
kekuatan komputasi kuantum.
Tantangan dan Perkembangan yang Berkelanjutan: Meskipun ada kemajuan signifikan dalam
komputasi kuantum selama periode ini, masih ada beberapa tantangan. Ini termasuk meningkatkan
waktu koherensi qubit, mengembangkan arsitektur yang dapat diskalakan dan toleran terhadap
kesalahan, dan menciptakan teknik koreksi kesalahan yang praktis. Para peneliti terus
mengeksplorasi material, teknik, dan algoritma baru untuk mengatasi tantangan ini dan mendorong
batas-batas komputasi kuantum. Selain itu, raksasa teknologi seperti IBM, Microsoft, dan Google,
serta sejumlah startup, terus berinvestasi besar-besaran dalam penelitian komputasi kuantum,
sehingga mendorong kemajuan pesat di bidang ini.
Perlombaan untuk membangun komputer kuantum di awal abad ke-21 menunjukkan kemajuan luar
biasa dan pencapaian penting, seperti demonstrasi supremasi kuantum oleh Google. Para peneliti
mengeksplorasi berbagai pendekatan komputasi kuantum, dengan masing-masing metode
menawarkan kelebihan dan tantangan unik. Seiring dengan kemajuan bidang ini, mengatasi
rintangan yang ada akan sangat penting untuk mewujudkan potensi penuh komputasi kuantum dan
memungkinkan penerapan praktisnya di berbagai domain.
Ekosistem yang dapat menopang industri komputasi kuantum (Quantum Computing) telah mulai
terungkap. Penelitian McKinsey menunjukkan bahwa nilai yang dipertaruhkan untuk pemain
komputasi kuantum hampir $80 miliar (jangan dikelirukan dengan nilai yang dapat dihasilkan oleh
kasus penggunaan komputasi kuantum).
Namun, pendanaan swasta meningkat pesat. Pada tahun 2021 saja, investasi yang diumumkan
dalam perusahaan rintisan komputasi kuantum telah melampaui $1,7 miliar, lebih dari dua kali lipat
jumlah yang dikumpulkan pada tahun 2020. Pendanaan swasta akan terus meningkat secara
signifikan seiring komersialisasi komputasi kuantum memperoleh daya tarik.

Perangkat keras (hardware) adalah hambatan yang signifikan dalam ekosistem. Tantangannya
adalah teknis dan struktural. Pertama, ada masalah penskalaan jumlah qubit di komputer kuantum
sambil mencapai tingkat kualitas qubit yang memadai. Perangkat keras juga memiliki hambatan
masuk yang tinggi karena memerlukan kombinasi modal yang langka, pengalaman dalam fisika
kuantum eksperimental dan teoretis, dan pengetahuan yang mendalam---terutama pengetahuan
domain tentang opsi yang relevan untuk implementasi.
Beberapa platform perangkat keras komputasi kuantum sedang dalam pengembangan. Tonggak
terpenting adalah pencapaian komputasi kuantum yang sepenuhnya dikoreksi kesalahan dan
toleran terhadap kesalahan, yang tanpanya komputer kuantum tidak dapat memberikan hasil yang
tepat dan akurat secara matematis.
Para ahli tidak setuju apakah komputer kuantum dapat menciptakan nilai bisnis yang signifikan
sebelum sepenuhnya toleran terhadap kesalahan. Namun, banyak yang mengatakan bahwa
toleransi kesalahan yang tidak sempurna tidak serta merta membuat sistem komputasi kuantum
tidak dapat digunakan.
Kapan kita bisa mencapai toleransi kesalahan? Sebagian besar pemain perangkat keras ragu-ragu
untuk mengungkapkan peta jalan pengembangan mereka, tetapi beberapa telah secara terbuka
membagikan rencana mereka. Lima produsen telah mengumumkan rencana untuk memiliki
perangkat keras komputasi kuantum yang toleran terhadap kesalahan pada tahun 2030. Jika garis
waktu ini bertahan, industri kemungkinan akan membangun keunggulan kuantum yang jelas untuk
banyak kasus penggunaan pada saat itu.
Jumlah perusahaan rintisan yang berfokus pada perangkat lunak meningkat lebih cepat daripada
segmen lain dari rantai nilai komputasi kuantum. Dalam perangkat lunak, peserta industri saat ini
menawarkan layanan yang disesuaikan dan bertujuan untuk mengembangkan layanan turnkey
ketika industri lebih matang. Ketika perangkat lunak komputasi kuantum terus berkembang,
organisasi akan dapat meningkatkan perangkat lunak mereka dan akhirnya menggunakan alat
kuantum sepenuhnya. Sementara itu, komputasi kuantum membutuhkan paradigma pemrograman
baru---dan tumpukan perangkat lunak. Untuk membangun komunitas pengembang di sekitar
penawaran mereka, peserta industri yang lebih besar sering kali menyediakan kit pengembangan
perangkat lunak mereka secara gratis.
Pada akhirnya, layanan komputasi kuantum berbasis cloud dapat menjadi bagian paling berharga
dari ekosistem dan dapat menciptakan imbalan yang sangat besar bagi mereka yang
mengendalikannya. Sebagian besar penyedia layanan komputasi awan sekarang menawarkan akses
ke komputer kuantum di platform mereka, yang memungkinkan pengguna potensial untuk
bereksperimen dengan teknologi tersebut. Karena komputasi kuantum pribadi atau seluler tidak
mungkin dilakukan dekade ini, cloud mungkin menjadi cara utama bagi pengguna awal untuk
merasakan teknologi hingga ekosistem yang lebih besar matang.
Kasus penggunaan yang paling dikenal masuk ke dalam empat arketipe: simulasi kuantum, aljabar
linier kuantum untuk AI dan pembelajaran mesin, optimasi dan pencarian kuantum, dan faktorisasi
kuantum. Menurut Analisa McKinsey penggunaan potensial di beberapa industri dapat menuai
manfaat jangka pendek terbesar dari teknologi: farmasi, bahan kimia, otomotif, dan keuangan.
Secara kolektif (dan konservatif), nilai yang dipertaruhkan untuk industri ini bisa berkisar antara
$300 miliar dan $700 miliar.
Komputasi kuantum memiliki potensi untuk merevolusi penelitian dan pengembangan struktur
molekul dalam industri biofarmasi serta memberikan nilai dalam produksi dan lebih jauh ke bawah
rantai nilai. Dalam R&D, misalnya, obat baru membutuhkan rata-rata $2 miliar dan lebih dari
sepuluh tahun untuk mencapai pasar setelah ditemukan. Komputasi kuantum dapat membuat R&D
secara dramatis lebih cepat dan lebih tepat sasaran dan tepat dengan membuat identifikasi target,
desain obat, dan pengujian toksisitas tidak terlalu bergantung pada coba-coba dan oleh karena itu
lebih efisien.
Pengertian 4G dan 5G
 Jaringan 4G: Merupakan teknologi jaringan seluler generasi keempat dengan kecepatan
transfer data lebih cepat menggunakan Long-Term Evolution (LTE), mencapai kecepatan
maksimum hingga 1 Gbps.
 Jaringan 5G: Adalah teknologi jaringan seluler generasi kelima yang memiliki kecepatan dan
kapasitas jaringan lebih tinggi, menggunakan teknologi terbaru seperti New Radio (NR)
dengan kecepatan maksimum hingga 20 Gbps dan latency yang lebih rendah dibandingkan
4G.
Perkembangan dari 4G ke 5G
  4G: Diperkenalkan pada tahun 2008 dengan teknologi IP yang lebih efisien, berkembang
menjadi Long-Term Evolution (LTE) pada 2010, dan kemudian ditingkatkan menjadi 4G+ atau
LTE-A pada tahun 2013.
 5G: Muncul pada tahun 2018 dengan keunggulan konektivitas IoT dan mendukung teknologi
baru seperti augmented reality (AR).
Standarisasi dan Pengujian 5G
Pada tahun 2019, International Telecommunication Union (ITU) merilis standar teknologi 5G secara
resmi, memungkinkan pengembangan global. Dengan diterbitkan nya standar international ini,
teknologi 5G mulai banyak digunakan oleh operator seluler dengan berbagai tantangan dalam
pengembangannya.
Perbedaan 4G dan 5G dari Segi Performansi
 Kecepatan: 5G memiliki kecepatan unduhan hingga 20 kali lebih cepat dibandingkan 4G.
 Latensi: Latensi 5G lebih rendah (<10 ms) dibandingkan 4G (>20 ms).
 Kapasitas: 5G memiliki kapasitas lebih tinggi, memungkinkan lebih banyak perangkat
terhubung dengan kualitas sinyal yang sama.
 Ketersediaan: 5G masih dalam tahap pengembangan dan belum tersedia secara global,
sementara 4G sudah lebih banyak tersedia.
 Kekuatan Sinyal: Kekuatan sinyal 5G lebih lemah, memerlukan lebih banyak menara seluler
dan infrastruktur.
 Konsumsi Daya: 5G memiliki konsumsi daya lebih tinggi karena kecepatan transfer yang
lebih tinggi.
Perbedaan 4G dan 5G dari Segi Komponen Arsitektur
Komponen Arsitektur 4G:
1. Mobility Management Entity (MME): Menangani autentikasi, keamanan, dan mobilitas di
jaringan 4G.
2. Serving Gateway (SGW): Merutekan paket data antara UE dan Packet Data Network (PDN).
3. Packet Data Network Gateway (PGW): Menghubungkan jaringan 4G ke internet dan
jaringan lainnya.
4. Policy and Charging Rules Function (PCRF): Menegakkan aturan kebijakan dan mengelola
QoS dengan fleksibilitas dan dinamika yang lebih rendah daripada fungsi pengendalian
kebijakan di 5G.
Komponen Arsitektur Inti 5G:
1. Access and Mobility Management Function (AMF): Mengelola akses dan mobilitas
peralatan pengguna (UE) dengan tugas seperti autentikasi dan pengelolaan mobilitas.
2. Session Management Function (SMF): Bertanggung jawab atas pembentukan dan
pelepasan sesi data serta mengelola Quality of Service (QoS).
3. User Plane Function (UPF): Memproses dan meneruskan paket data pengguna dengan
skalabilitas dan fleksibilitas yang tinggi.
4. Network Repository Function (NRF): Menjaga performansi jaringan.
5. Network Slice Selection Function (NSSF): Memilih jaringan berdasarkan persyaratan QoS,
lokasi, dan sumber daya yang tersedia.
6. Network Exposure Function (NEF): Memberikan akses aman bagi aplikasi pihak ketiga ke
data dan layanan jaringan.
7. Policy Control Function (PCF): Mengelola aturan kebijakan dan QoS dengan desain yang
lebih fleksibel dari 4G.

Latency merupakan waktu yang dibutuhkan sebuah paket untuk ditangkap, ditransmisikan, dan
diproses oleh beberapa perangkat sebelum mencapai tujuannya. Peran latency adalah mengukur
keterlambatan atau penundaan data yang dikirimkan dari awal hingga akhir. Latency juga sering kali
disebut dengan lag.

Industrial Revolution From Industry 1.0 to 4.0- A History

How has the industrial era changed from the 17th century?

Iwant to say something about the industrial revolution from the last 17th century up to nowadays. It
is significantly changing the whole world towards the new era of this revolution. I always wondered
about this new topic and had to write something about this. So I decided to write on this particular
topic which is a more interesting area. Without wasting time, we start to talk about this revolution.

source
Weare changing the way we make our products thanks to the digitalization of manufacturing. This
transition is so convincing that it is called Industry 4.0 and represents the fourth revolution in the
manufacturing sector. From the first industrial revolution (mechanization through the power of water
and steam) to mass production and assembly chains that consume in the second stream, the fourth
industrial revolution will begin what started in the third with the introduction of computers and
automation and expanding them with intelligence and autonomous systems powered by data and
machine learning. Let’s talk about the phases of the Industrial revolution globally.
Industry 1.0 — The Industrial revolution

The first industrial revolution was marked by the switch from manual production methods to steam
and water engines. It has taken a long time to implement new technologies, so the period you’re
referring to is between 1760 and 1820, or between 1840 in Europe and the United States. It has
changed the way the world produces goods. Advances in materials, manufacturing processes,
transportation, and communication have facilitated this industrial revolution. Processes for the mass
production of iron and steel have been developed for everything from household appliances, tools,
and machines to buildings and ships. Its effects had ramifications for the textile industry, which was
the first to introduce such changes, as well as for the iron industry, agriculture, and mining, although
it also had a social impact on the growing middle class. At the time, this also affected British industry.
[1]
Industry 2.0 — The Technological Revolution
The second industrial revolution began at the end of the 19th century, continued until the beginning
of the 20th century, and was called the electrical revolution. It includes the development of the
internal combustion engine and advances in the areas of fuel, infrastructure, standardization, and
mass production through technology for interchangeable parts. Advances in infrastructure include
strong growth in rail, gas, water, electricity, telegraph, and telephone networks. Governments are
intervening and setting standards for a number of services that will facilitate this industrial
revolution, including rail meters, electrical voltages, keyboard layout for typewriters, and traffic
regulations for automobiles. This period was characterized by significant economies of scale due to
the new infrastructure and a corresponding reduction in the cost of machines and equipment.[2]

Industry 3.0 — The Digital Revolution

The third industrial revolution, known as the electronic revolution or internet revolution, began at
the end of the 20th century. Electronic technology is widely used. From telephone to television, from
satellite to computer: electronics are everywhere. Closed private and government networks give way
to an open network called the World Wide Web (also known as the Internet). Numerically controlled
machines (NC) and programmable logic controllers (PLC) are developed for production automation.
Factory-installed personal computers (PCs) are used as part of spreadsheet-based automation and
tracking systems, custom database applications, and the first wave of commercial manufacturing
software, including Computer-Aided Manufacturing (CAM) and Computer Integrated Manufacturing
(CIM). Lean manufacturing, automation, and information system practices lead to tremendous
improvements in manufacturing productivity in this era. Distributed information networks freely
connect manufacturing software for purchasing, inventory control, planning, operational
management, and financial management. During the last part of this revolution, the Internet was
introduced for e-commerce applications and for data exchange with providers using standards such
as EDI. Service-Oriented Architecture (SOA) concepts were developed for integration between
business applications. However, due to a lack of standardization, integration mechanisms do not
achieve the desired level of plug-and-play integration. [3]
Industry 4.0 — The Automation Revolution

Photo by Ines Álvarez Fdez on Unsplash

The fourth industrial revolution, known as the digital or cyber-physical revolution, is now beginning in
the 21st century. Many industry analysts and advisory groups predict this industrial revolution. IDC
predicts that companies will invest $ 120 billion next year to connect operations, buildings,
equipment, and mobile devices, and that the new Smart Manufacturing computing platform (the so-
called Third Computing Platform) will boost the market. Innovation and growth in the IT industry for
the next twenty years. Gartner estimates that the number of connected devices in production will
increase by 30% annually to over 500 million by 2020.
This industrial revolution is being driven by the convergence of several breakthrough technologies,
including the proliferation of personal smartphones, Internet services and home automation, and
advances in manufacturing, including development based on 3D models. 3D printing, robotics, mobile
tablets, and cloud computing. Advances in the speed and volume of computers and networks offer
improved platforms for commerce, industry, and social interaction. The “intelligent” devices with
high computing power and internet connection are not limited to personal use but begin to
penetrate into the manufacturing workshop. Cyber-physical systems are digital representations of
physical systems and are used to communicate the state and properties of the physical system to
other cyber-physical systems and applications in Smart Factory. This revolution enables new business
models for manufacturing, the transition from mass production to mass product customization, and
the sale of more products as an annual service compared to traditional one-off sales.
The fourth industrial revolution is also the “intelligent manufacturing” revolution. The new Smart
Factory is a combination of intelligent systems, machines, and devices with integrated sensors, self-
diagnosis, and connection to manufacturing systems. Smart Manufacturing goes beyond Smart
Machines, IoT, and Smart Factory and recognizes that manufacturing processes in the 21st century
have to go beyond the factory and integrate the entire value chain that creates the product Finale.
The smartest digital threads in product and process definitions and the smartest connected
manufacturing machines need to be combined with the smartest manufacturing business processes
to achieve the smartest manufacturing company. The production processes in the Smart Factory can
be optimized by simulation with representations and digital models for the use of workers, devices,
and energy resources. Smart Manufacturing brings together multiple governments and industry
initiatives, including IoT, digital manufacturing, the model-based company, and Industry 4.0, and
requires hardware and software providers to take on new ones. Integration standards enable a new
level of productivity and plug-and-play between manufacturing teams, facilities, and business
systems. Governments and industries have launched initiatives to accelerate the necessary
standardization.
The goal of these digital transformations is to enable autonomous decision-making processes,
monitor assets and processes in real-time, and enable equally real-time connected value creation
networks through early involvement of stakeholders, and vertical and horizontal integration.
What is Industry 4.0?
The initial goals in Industry 4.0 typically are automation, (manufacturing) process improvement, and
productivity/production optimization; the more mature goals are innovation and the transition to
new business models and revenue sources with information and services as cornerstones. Some of
the definition are listed below about Industry 4.0 by various Authors and year:
Industry 4.0 utilizing the power of communications technology and innovative inventions to boost the
development of the manufacturing industry.[4]
Industry 4.0 is differentiated by a few characteristics of new technologies, for example physical, digital,
and biological worlds. The improvement in technologies is bringing significant effects on industries,
economies, and governments’ development plans. Schwab pointed out that Industry 4.0 is one of the
most important concepts in the development of the global industry and the world economy.[6]
Industry 4.0 is aggregating existing ideas into a new value chain which plays a crucial role to
transform whole value chains of life cycles of goods while developing innovative products in
manufacturing which involves the connection of systems and things that create self- organizing and
dynamic control within the organization. Industry 4.0 describes a future scenario of industrial
production that is characterized by new levels of controlling, organizing, and transforming the entire
value chain with the life cycle of products, resulting in higher productivity and flexibility through three
types of effective integration which are horizontal, vertical and end-to-end engineering integration.
Conclusion:
Wehave recently entered the beginning of the fourth industrial revolution, which differs from
previous revolutions in speed, scope, complexity, and transformative power. As industrial revolutions
have shifted from mechanizing production in the first industrial revolution to mass production in the
second and then automating production in the third revolution, this is the standard of living for most
people around the world as a whole has improved tremendously. Without a doubt, the ability to
evolve the technology that emerged from the last industrial revolution has the potential to make
even greater and more significant improvements in all aspects of our lives than the first three
industrial revolutions combined.
After reading this blog, please give your valuable suggestions/comments on this and clap to it.
Thank you for reading. I appreciate your patience and interest!
[1] “The Industrial Revolution and Work in Nineteenth-Century Europe — 1992, Page xiv by David
Cannadine, Raphael Samuel, Charles Tilly, Theresa McBride, Christopher H. Johnson, James S.
Roberts, Peter N. Stearns, William H. Sewell Jr, Joan Wallach Scott. | Online Research Library:
Questia”. www.questia.com.
[2] “History of Electricity”.
[3] “History — Future of Industry”
[4] Kagermann, H., Wahlster.W. and Johannes, H. Recommendations for Implementing the Strategic
Initiative INDUSTRIE 4.0. Forschungsunion, 2013.
[5] Wang, S., Wan, J., Li, D. and Zhang, C. Implementing Smart Factory of Industrie 4.0: An Outlook,
International Journal of Distributed Sensor Networks 6 (2) (2016) 1–10.
[6] Schwab, K. The Fourth Industrial Revolution, what it means, and how to respond. Retrieved
from https://www.weforum.org/agenda/2016/01/the-fourth-industrial-revolution-what-it-means-
and-how-tores pond, 2016.

If you're a business that's just started to integrate Industry 4.0 technologies, the news of a new
industrial revolution might make you sigh out loud. Luckily, Industry 5.0 won't involve investing in a
whole new set of technologies.
Instead, it will require a change in the focus of business objectives, digital transformation and
internal culture to fulfil the new ambitions and aims of the fifth industrial revolution.
This guide will explain the differences between Industry 4.0 and 5.0 and how manufacturing will
benefit from this new industrial revolution.
What is Industry 5.0?
The term Industry 5.0 has been given to the latest of five industrial revolutions. It is defined by its
use of advanced technologies to achieve societal goals alongside economic growth and business
objectives.
The European Commission (the EU's politically independent executive arm) defines it as: “A vison of
industry that aims beyond efficiency and productivity as the sole goals, and reinforces the role and
the contribution of industry to society. It places the wellbeing of the worker at the centre of the
production process and uses new technologies to provide prosperity beyond jobs and growth while
respecting the production limits of the planet.”
Otherwise known as the fifth industrial revolution, this next step will harness the industrial
automation, digital technologies and machine interaction of Industry 4.0 to reach these new aims.
Much of the industrial sector is still focusing on integrating the current technology of the fourth
industrial revolution. Meanwhile, manufacturing leaders are already taking steps to see how these
cyber systems, smart factories and advanced industrial equipment can be globally transformative.
From optimising the value chain to reducing work-related injuries and becoming more resource
efficient - the focus of Industry 5.0 is to advance the computer age by making improvements for
people and the planet.
Specifically, Industry 5.0 will aim to:
 Take a human-centric approach towards manufacturing processes. Technologies like
cognitive computing will support each industry worker during manufacturing tasks. This can
help minimise human error, reduce the need for workers to perform physical tasks and
improve conditions.
 Improve the sustainability of the manufacturing industry. The World Economic Forum noted
that global production and manufacturing consume 54% of the world's energy and release
20% of its emissions. Hence one of the aims of Industry 5.0 is to help manufacturers and
governments meet their environmental targets.
 Building resilience in the production process. The challenges of the Covid-19 pandemic have
highlighted the importance of being a resilient provider within the manufacturing industry.
For the sake of long-term industry prosperity, Industry 5.0 technology needs to create a
resilient industrial sector.

Will there really be another industrial revolution?

Currently, there isn't an industry-wide implementation of the technologies and objectives of
Industry 5.0. However, the fifth industrial revolution has been marked by the European
Commission as being well underway.
Similarly, McKinsey has identified 103 businesses which are considered to be 'advanced' industry
lighthouses. This means they've already used Industry 4.0 technologies to meet key KPIs around
sustainability, productivity, agility, speed-to-market and customisation.
These types of KPIs are also central to the themes that mark Industry 5.0 apart from other industrial
revolutions. Unlike the shift from the first to the second industrial revolution, where the main
changes were technological, the transition from 4.0 to 5.0 is marked by a shift in ideology.
Previous revolutions have focused on developing industrial production technologies purely for the
purpose of increasing profitability and productivity. Industry 5.0 will recognise the significant
influence of the global manufacturing sector and use it to make big changes to the wider society.
This includes preventing climate change, improving conditions for human workers and making
product lifecycle management more agile and intelligent.
What are the differences between Industry 4.0 and Industry 5.0?
As with the first three industrial revolutions, there are significant changes between Industry 4.0 and
5.0:
 The fourth revolution was driven by technological change, the fifth will be powered by
values. Rather than innovating to create a profitable and efficient production process, new
cyber systems will make manufacturing more sustainable, human-centric and resilient.
 With the advent of the Internet of Things (IoT), greater automation and artificial
intelligence, connectivity between machines was the focus of Industry 4.0. In contrast,
Industry 5.0 will prioritise greater collaboration between humans and machines through
cyber-physical systems and technologies.
 As well as making industrial production more human-centric, Industry 5.0 will see an
increased focus on customer needs. From making the supply chain more resilient to creating
interactive products and enhancing the overall customer experience.
What will be the main technological developments of Industry 5.0?
Although Industry 5.0 won't prioritise developing new technologies, there are certain innovations
which will be key to its success.
Cyber-physical systems
A defining Industry 5.0 technology, cyber-physical systems will make colleagues of humans and
machines. This means innovations will support skilled workers to perform more efficiently and
safely. Plus, these systems may take on some manufacturing tasks themselves.
One such technology is collaborative robots (also known as cobots). Industry 4.0 automation has
relieved many workers from having to perform physical tasks. However, cobots will work alongside
shopfloor operators, making their own decisions and executing jobs to increase manufacturing
efficiency and accuracy.
By using digital technologies like this to support workers, manufacturers can take a truly human-
centric approach to their production processes.

Artificial intelligence (AI)

AI simulates human intelligence within hardware and software. This makes AI an essential
technology to bring the capabilities of humans and machines together. One of the most influential
trends within this sector is cognitive computing.
Designed to recreate human thought, cognitive computing combines machine learning, natural
language processing (NLP) and reasoning together within computer systems. This enables
businesses to collect, analyse and use data to inform decision making and create more efficient
processes.
Robotisation
Although robots were primarily covered in Industry 4.0, academics see their importance continuing
into Industry 4.0. A paper published in the Journal of Cloud Computing in 2022 confirmed that:
“The future direction of industry 5.0 is the manufacturing of robots and industrial robots. The
advancement of artificial intelligence and cognitive computing technologies is taking the
manufacturing world to a high speed and increasing business efficiency.”
Robots will be seamlessly integrated into cyber-physical systems and people will need training to be
able to interact with them, as well as working in tandem with them (see Cobots above).
AI will be key to robotic adoption. This will particularly be evident in manufacturing where robots
will learn tasks, identify problems and solve them without the need for human intervention.
The author posits: “The intelligent robots will penetrate manufacturing supply chains as well as the
workflow of the production to unparalleled levels.”
5G connectivity
Though connectivity isn't a priority in Industry 5.0 as in Industry 4.0, that doesn't mean it's not
important. The creation of 5G opens up a whole new level of efficiency when it comes to sharing
data within smart factories and IoT systems.
Whether it's troubleshooting equipment, making decisions or powering automation, 5G connections
mean data can be collected and communicated more quickly and accurately.
Big data
Simply, big data means even more information can be gathered, analysed and shared amongst
several systems in each manufacturing business. This is essential as Industry 5.0 sees the shift from
mass customisation to hyper customisation of products.
By connecting data systems across the business, such as manufacturing execution systems (MES),
digital twins and AI-enabled equipment, big data means manufacturers can track each product from
pre-production to end-of-life. This doesn't just hold great potential in terms of product
personalisation, but in making the circular economy a reality too.
Cloud computing
Rather than relying on hardware programming memory to securely store and serve huge amounts of
data, cloud computing will automatically upload and make information accessible.
As well as having humans connected to clouds, machine learning or cyber-physical systems can
access this information straight away. Data can be communicated, analysed and actioned by smart
factory systems with little to no human intervention.
What will be the advantages of Industry 5.0?
All the new technologies and innovations aside, you might be wondering exactly what Industry 5.0
will mean for manufacturing businesses. Luckily, as a value-driven industrial revolution, there are
plenty of benefits it will bring to the sector.
Human-centric processes
As Industry 4.0 became more prevalent, workers became worried about how installing cyber-
physical systems in a factory will affect their jobs. However, one of the main priorities of Industry 5.0
is to improve conditions for human workers.
By collaborating with technology, manufacturing employees can spend less time on basic tasks and
work on jobs that require uniquely human skills. Indeed, Industry 5.0 prioritises and harnesses these
capabilities alongside those of machines and computer systems to improve the future of work in the
manufacturing sector.
Greater sustainability
Minimising environmental impact and contributions towards climate change is increasingly
becoming a priority for manufacturers. As a major contributor to greenhouse emissions, waste and
energy consumption, they also need to be a main player in taking environmental action.
With greater access to data, more efficient technologies and informed decision-making capabilities,
Industry 5.0 enables these businesses to take positive steps towards greener operations. Whether
it's using renewable energy efficiently, ensuring their end-of-life products become part of the
circular economy or minimising waste, Industry 5.0 will help manufacturers to protect the planet for
future generations.

11 Functions of Management
DR.VISHAL KUMAR

12.1 Learning Objective

12.2 Introduction
 12.3 Nature of Management

12.4 Characteristics of management

12.5 Functions of Management

12.6 Summary

12.1 Learning Objective

After completing this module, you will be able to:

i. Understand the nature of management

ii. Understand the features of management

iii. Know about various functions of management

FUNCTIONS OF MANAGEMENT

12.2 Introduction

Management is applicable everywhere and has become indispensable in the modern world. Every
organization requires making of decisions, co-ordination of activities, and handling of people and
control of operation directed toward its objectives. Every business unit has objectives of its own.
These objectives can be achieved with the cooperative efforts of several personnel. The works of a
number of persons are properly coordinated to achieve the objectives through the process of
management. So, management is an essential ingredient for all organizations in the modern world
to achieve its objectives. The functions of the management are to plan, organize, and integrate
activities and resources to achieve pre-determined objectives. Planning includes formation of
objects and polices without defining specially the object and the policy framework within which the
object has to be achieved, no business activity can be undertaken. Once the object and policies have
been laid down they have to be implemented into actual practice. The process of implementing the
object into actual practice becomes the executive function of management.

Management of modern organizations is a complex process. It is very difficult to understand the

real nature of this process without studying its various facets. In the process of managing, a
manager performs various functions for the achievement of predetermined objectives. Simply
speaking, management is what managers do. But the simply statement does not tell us much. Does
it? In fact management involves coordinating and supervision of the work activities of others in
order to complete it in efficient and effective manner. Many authorities and scholars on
management have discussed the functions of management. But they ate not agreed unanimously
about the nomenclatures of the functions of management. It was Henry Fayol who gave for the first
time a functional definition of management. In Fayol’s word, “To manage is to forecast and plan, to
organize, to command, to coordinate and to control”.
 12.3 Nature of Management

Although, management is a process of achieving desired results effectively and efficiently by

conducting different functions through communication, motivation and leadership. But, In order to
understand the nature of management, one should have to analyze first management as a Science,
art and as a profession.

Management as a Science: What makes a discipline a science? Should the discipline involve the
use of a laboratory and a lab coat in order to be called a science? The hallmarks of a science are not
the test tube or the lab coat. Instead, they are implicit in the method of inquiry used by a discipline
for gathering the data. As a science, management has the following characteristics:
 Methods of inquiry are systematic and empirical.
 Use of scientific method to study the body of knowledge. Information can be ordered and analyzed.
 Cause and effect relationship. Universal applicability.
 Results are cumulative and communicable.

So, science refers to a systematized body of knowledge acquired through observation,

experimentation, research and analysis, and is verifiable through cause and effect relationship and
has universal applicability. In conclusion it can be said that management is neither a comprehensive
nor as exact as natural and physical sciences are. This is because management deals with human
behavior also. So, management would be most appropriate describe as “social science”.

Management as an Art: Art is concerned with the understanding of how a particular work can be
accomplished. Under ‘science’ one normally learn the ‘Why’ of a phenomenon, under ‘art’ one
learns the ‘How’ of it. Management is the art of getting things done through others in dynamic and
mostly non-repetitive situations. The essential components of art are personal creative power plus
skill in performance. As an art, management has the following characteristics:
 Practical application. Creative in nature.
 Personal skills
 Application of skill.
 Exercise of personal judgment. Emergence of experience.
 Utilization of human talent.
 It helps in achieving concrete results.

In conclusion, it can be said that management involves both elements- those of a science and an
art. While certain aspects of management make it a science, certain others which involve application
of skill make it an art.

Management as a Profession: A profession may be defined as an occupation by which apply the

intelligence and efforts for the purpose of providing skilled service or advice to others for an agreed
amount. As a profession, management has the following characteristics:
 Specialized Knowledge.
 Competent Application- Education and Training. Professional Body.
 Code of Conduct.
 Service Motive- charging of fee based on service.
 In conclusion, it can be said that management has certain characteristics of profession or it can be
said that management meets the characteristics of profession in varying degrees. So, management
is a fast emerging profession and it is heading towards greater degree of professionalization.

12.4 Characteristics of management

Management is a distinct activity or the process of activity relating to the effective utilization of
available resources for manufacturing. Following are the characteristics or features of Management:

Management is a continuous process: The management process consists of all the functions of
management ranging from planning, organizing, staffing, and directing to controlling. So, these
various managerial activities cannot be performed once for all, it is a continuous process. A manager
is busy sometimes in doing one managerial activity and at other times some other activity. Thus
management is a continuous process.

Group Activity: Management is an essential ingredient of all organized endeavor. It means that, it
is not a single person who manages all the activities of an organization but it is always a group of
persons. Hence, management is a group effort. Mostly, in big organizations management is defined
as a group activity because many persons are associated in different activities.

Multidisciplinary subject: It means that management is deeply indebted to various other

disciplines from which it has gained considerably. Management came to develop its own thoughts
and principles to fulfill the needs of the management of different organizations. Integrated
knowledge of various subjects like psychology, Sociology, anthropology, Economics has made a
valuable contribution to the management.

Goal Oriented: Management is a purposeful activity. It coordinates the efforts of workers to

achieve the goals of the organization. It is required when some goals have to be achieved. A
manager on the basis of his knowledge and experience tries to achieve the goals which are decided
in advance. Hence, management is a goal-oriented process.

Efficiency and effectiveness: Efficiency and effectiveness is the corner stone’s of management
process. Efficiency means performing the functions in a best manner with minimal cost and
effectiveness is concerned with the final result and involves choosing the right task and finishing that
task on time. Efficiency and effectiveness are interrelated and when found together, managerial and
organizational performance gets optimized.

Decision making: There are number of decisions taken by the management every day. A decision
represents the most appropriate behavior chosen from a number of alternatives to deal with
organizational problems. The quality of decision taken by the manager determines the organizations
performance. Managerial decision must facilitate the achievement of organizational goals consistent
with ethical and social dimensions of the organization.

Universal Application: Management is universal in character. The principles and techniques of

management are equally applicable in the fields of business, education, military, government and
hospital. Thus, it is applicable to all organizations where the efforts of human being are to be
coordinated.
 System of Authority: Management as a team of managers represents a system of authority.
Managers at different levels possess varying degrees of authority which gets gradually reduced as
you go down in the hierarchy. Authority enables the managers to perform their functions effectively.

12.5 Functions of Management

Management is playing a vital role in the progress and prosperity of a business enterprise. The
main purpose of management is to run the enterprise smoothly. Basically management functions
are those groups of activities, which constitute the core of basic responsibilities of a manager’s job.
A brief explanation of the basic functions of management is given below:

1. Planning: Planning is the primary function of management and involves the process of
determining objectives, discovering alternative cources of action, and selecting an appropriate
course of action for achieving objectives. In other words, planning is the determination of a future
course of action to achieve a desired result. Under planning, it is ascertained that what should be
done, how it should be done and who should do it. Before starting of a job all above mentioned
activities must be considered otherwise, the objectives of a business cannot be achieved. Planning is
a long process and under this the following steps are taken:

Determination of Objectives: This is the first step in planning process. It is a starting point as
everybody in the organization must know what is to be achieved in future. So, first of all, objectives
are laid down after identifying the opportunities available to a business organization. Objectives are
the key point of the process of planning. Objectives should be clear, definite and simple so that it
should be clear to every employee of organization.

Establishing Planning Premises: The second step in planning is to establish planning premises,
that is, certain assumptions about the future on the basis of which the plan will be ultimately
formulated. If these assumptions are accurate, the planning process will be more useful. So, in this
various factors which affect the activities of an organization are determined. These are the external
and internal factors. External factors have no control and may be the policy of the government,
competition, change in customer habit etc. On the other hand internal factors include capital,
labour, machine, raw material etc. Planning premises point out the business environment in which
the plans will operate.

Collection, Analysis and Classification of Information: For effective planning, all relevant data
should be collected, analyzed and classified. Suggestions should also invite from employee for the
betterment. The data so collected should be presented in tabulated form, diagrams and graphs to
facilitate analysis.

Finding Alternative Courses of Action: The fourth step in planning is to search for and examine
alternative courses of action. In other words, the next step in planning will be choosing the best
course of action. There are a number of ways of doing a thing. All the available alternatives should
study and then a final selection will be made. Best results will be achieved only when best way of
doing a work is selected.

Examination of alternative courses of Action: After looking into the entire alternative course, the
next step is to evaluate these alternatives courses technically in the light of the premises and
objectives. Each alternative is evaluated on the basis of its outcome and advantages. The strong and
weak point of each alternative should be carefully noted and this is done with the help of
quantitative techniques and operation research.

Selecting the best alternative: The next step is to select the best alternative. The selection should
be made carefully and no partiality is shown while selecting the alternative.

Developing Derivative Plans: When the plan for the organization has been formulated, middle and
lower level managers must draw up the appropriate plans for their sub-units. To support the master
plan, each department head prepares a plan for his department. So, these are the plans required to
support the basic plan.

Communication and Implementation of plans: The next step in planning is to communicate the
plan to every manager in the organization so that they cooperate whole heartedly in the
implementation of plans. These tools will enable a better implementation of plans.

Follow-up action or controlling the progress: The process of planning does not end with the
implementation of plans. The plans are formulated for future which is uncertain. There must be a
constant review of the planning to ensure the success. Managers need to check progress of their
plans so that they can make changes in the plan or take some remedial measure to bridge the gap, if
it is unrealistic or impractical.

2. Organizing: When the plans are laid down and the objectives specified, the next step is to give
practical shape to the work to be performed to attain those objectives. This task is accomplished by
the managerial function of organizing. Or we can say that, the process of creating this structure of
roles is known as organizing. Planning is just to put some idea in writing, but to convert that idea
into reality, a group of people is needed. Further, to streamline the activities of this group of people,
organizing is required. Under this, the whole project is divided into various small jobs, to assign
these jobs to designated, to unite various jobs into one department, to clarify the rights and duties
of employees, and to define relationship among various posts. In a nutshell, organizing is structuring
of functions and duties to be performed by a group of people for the purpose of attaining enterprise
objectives. The organizing function establishes working relationship among employees by assigning
tasks and giving them enough authority to perform those tasks. Following steps are taken to
complete the organizing function of management:

Identification of activities: In this stage of organizing process, a manager identifies and

determines those activities that are to be performed for achieving common goals. It includes the
division of all activities in order to achieve the objectives of the organization. The entire work is
divided into various parts and again each part is divided into various sub-parts.

Grouping of activities: The grouping of activities starts once the various activities have been
designed to achieve the objectives of the company. The activities of the same nature are grouped
together and assigned to a particular department like purchase department, sales department.

Allotment of Duties: In order to ensure effective performance, the grouped activities are allotted
to specific persons. At the time of making such assignment, it is ensured that the department has
required competence and resources for performing that group of activities.
 Delegating Authority: Every individual is given the authority necessary to perform the assigned
duty effectively. By authority here mean power to take decisions, issuing instructions, guiding the
subordinates, supervise and control them. Authority flow top to bottom and responsibility from
bottom to top.

Coordinating Activities: In the process of organizing, attempts are also made for coordinating
working of individual with respective department, and finally to coordinate functioning of various
departments towards the achievement of common goals.

3. Staffing: It refers to knowing about the manpower requirements in the organization and filled
the various posts with suitable employees. An organization may succeed only if it has trained staff in
each and every department and this work is done by staffing. So, Staffing refers to placement of
right person in the right jobs. Staffing includes selection of right persons, training to those needy
persons, promotion of the best persons, retirement of old persons, performance appraisal of all the
personnel’s, and adequate remuneration of personnel. Thus staffing is regarded as a unique and
very important function because it is only through human force that all other resources of the
organization are utilized optimally.

Following steps are taken to complete the staffing function of management:

Recruitment or getting applicants for the jobs as they open up. Selection of the best qualified
from those who seek the job.

Training those who need further instructions to perform their work effectively or to qualify for
promotion.

Performance appraisal, since it serves as the basis for job change or promotion Administration of
compensation plans, since it is important factor in both getting and holding qualified people.

4. Directing: Directing function of management involves guiding, leading and motivating

subordinates so that they contribute towards achieving organizational objectives. It is done by giving
necessary instruction to them regarding the assigned work, and motivating them to perform in a
satisfactory manner. Communication, motivation and leadership are the essential elements of
directing function.

Communication: Communication is the transmission of human thoughts, views and opinions from
one person to another. A manager has always tell the subordinates that what has to be done, where
it is to be done, how it is to be done and when it is to be done. Thus communication is very
important element in order to perform all activities of organization effectively.

Motivation: – It refers to that process which excites people to work for achievement of desired
objective. Motivation includes increasing the speed of performance of a work and developing
willingness on the part of the workers. This is done by a resourceful leader.

Leadership: Leadership is at very centre of management that deals with ‘getting work done
through others’. Managers can get the work done through people either by exercising the authority
vested in them or by winning support, trust and confidence of the people. To secure greater work
performance and result from people, a manager has to increase his influence over them. This
incremental influence of a manager over his subordinates, because of which they willingly and
passionately cooperate in the attainment of organizational goals, is referred to as leadership. The
person who tries to influence are called leader.

5. Controlling: The process of management begins with the planning function and concludes with
the controlling function. It involves comparison between the actual work performance and the
planned standards, and taking corrective steps when there is a difference between the two. So, it is
an important function of management and has following steps:

Establishing performance standards: Every enterprise plans its activities in advance. On the basis
of plans, the objectives and goals of every department, branch, etc. are fixed. Standards may be
quantitative or qualitative. Most of the standards are expressed in terms of quantity. Number of
units produced, number of men, hours employed, total cost incurred, revenue earned, the amount
of investment etc.

Measurement of actual performance: The performance should be compared with the established
standards. So, necessary information should be collected about the performance. The effective
management information system provides the necessary information. There are several techniques
which are used by the management to measure the performance.

Comparison of actual performance with standards: The next step in control process is the
comparison of actual performance with the standards set. When the actual performance is not up to
the level then causes for it should be pin-pointed. Necessary steps are taken so that performance is
not adversely affected.

Taking corrective action: Management has to find out the causes of deviation before taking
corrective measure. The causes of deviation may be due to ineffective and inadequate
communication, defective system of wage payment, defective system of selection of personnel, lack
of proper training, lack of motivation, ineffective supervision, etc. the management has to take
necessary corrective action on the basis of nature of causes of deviation.

12.6 Summary

The economic development of a county depends on management. Management coordinates all

organisational activities and produces a synergic effect. Managers are charged with the
responsibility of taking actions that will make it possible for individuals to make their best
contributions to group objectives. Managing as practiced is an art; the organized knowledge
underlying the practice may be referred to as a science. In this context science and art are not
mutually exclusive but are complementary. All managers carry out the functions of planning,
organizing, staffing, leading, and controlling, although the time spent in each function will differ and
the skills required by managers at different organizational levels vary. Managerial activities are
common to all managers, but the practices and methods must be adapted to the particular tasks,
enterprises, and situations. The universality of management states that managers perform the same
functions regardless of their place in the organizational structure or the type of enterprise in which
they are managing.
 you can view video on Functions of Management

References
 Rahman, NA, Ramli, A., Entrepreneurship Management, Competitive Advantage and Firm
Performances in the Craft Industry: Concepts and Framework, Procedia-Social and Behavioral
Sciences, 145 (2014) 129-137
 Rylková, Ž., Bernatík, W .,Performance Measurement and Management in the Czech Enterprises,
Procedia- Social and Behavioral Sciences 110 (2014) 961-968
 Someşan C., Competitive Strategy of Enterprise, Promoting entrepreneurial culture and
entrepreneurship training in business, Salaj County, project POSDRU 2013
 Popa H.L ., Management and Manufacturing Systems Engineering. Evaluation Methods of Analysis
19 Organizing, Span of Management
DR.SHAFALI NAGPAL

19.1 Learning Objective

19.2 Introduction
19.3 Importance of organising
19.4 Process of organising
19.5 Need and Importance of organising
19.6 Span of Control
19.7 Wide and Narrow span of Control
19.8 Arranging to optimize managers span
19.9 Summary

Learning Objectives

After completing this module, you will be able to:

1. To study the concept of organizing and control
2. To evaluate the effectiveness of monitoring system
3. To study about organizing system and procedure

When setting up another business, you should give careful consideration to planning your
organization’s sound structure. This ought to be chosen by your organization’s size, industry and
points. You should consider hierarchical structures as correspondence flowcharts. Misguided
hierarchical structures will bring about lazy, wasteful communication in which supervisors at
different levels are required to convey data to an excessive number of individuals for an excessive
number of levels of endorsement. All around outlined hierarchical structures will create effective
correspondence channels and empower quick, clean choices. How about we investigate a few of the
most widely recognized types of hierarchical structures.

Concept
 Organizing is the function of management which follows planning. It is a function in which the
synchronization and combination of human, physical and financial resources take place. All the three
resources are important to get results. Therefore, organizational function helps in achievement of
results which in fact is important for the functioning of a concern. According to Chester Barnard,
“Organizing is a function by which the concern can define the role positions, the jobs related and the
coordination between authority and responsibility. Hence, a manager always has to organize to get
results.

A manager performs organizing function with the help of following steps:-

1. Identification of activities – All the activities which have to be performed in a concern has to be
identified first. For example, preparation of accounts, making sales, record keeping, quality control,
inventory control, etc. All these activities have to be grouped and classified into units.
2. Departmentally organizing the activities – In this step, the manager tries to combine and group
similar and related activities into units or departments. This organization of dividing the whole
concern into independent units and departments is called departmentation.
3. Classifying the authority – Once the departments are made, the manager likes to classify the powers
and its extent to the managers. This act of giving a rank to the managerial positions is called
hierarchy. The top management is a formulation of policies, the middle-level management into
departmental supervision and lower level management into supervision of supervisors. The
clarification of authority helps in bringing efficiency in the running of a concern. This helps in
achieving efficiency in the running of a concern. This helps in avoiding wastage of time, money,
effort, in avoidance of duplication or overlapping of efforts and this helps in bringing smoothness in
a concern’s working.
4. Co-ordination between authority and responsibility – Relationships are established among various
groups to enable smooth interaction toward the achievement of the organizational goal. Each is
made aware of his authority, and he/she knows whom they have to take orders from and to whom
they are accountable and to whom they have to report. A clear organizational structure is drawn,
and all the employees are made aware of it.

Importance of organizing

Specialization – Organizational structure is a network of relationships in which the work is divided

into units and departments. This division of work is helping in bringing specialization in various
activities of concern.

Well-defined jobs – Organizational structure helps in putting right men on a right job which can
be done by selecting people for various departments according to their qualifications, skill and
experience. This is helping in defining the jobs properly which clarifies the role of every person.

Clarifies authority – Organizational structure helps in clarifying the role positions to every
manager (status quo). This can be done by clarifying the powers to every manager, and the way he
has to exercise those powers should be clarified, so that misuse of powers do not take place. Well-
defined jobs and responsibilities attached help in bringing efficiency into managers working. This
helps in increasing productivity.

Co-ordination – Organization is a means of creating coordination among different departments of

the enterprise. It creates clear-cut relationships among positions and ensures mutual co-operation
among individuals. Harmony of work is brought by higher level managers exercising their authority
over interconnected activities of a lower level manager.

Authority responsibility relationships can be fruitful only when there is a formal relationship
between the two. For smooth running of an organization, the coordination between authority-
responsibilities is essential. There should be co-ordination between different relationships. Clarity
should be made for having an ultimate responsibility attached to every authority. There is a saying,
“Authority without responsibility leads to ineffective behaviour and responsibility without authority
makes person ineffective.” Therefore, coordination of authority- responsibility is essential.

Efficient administration – The organization structure is helpful in defining the jobs positions. The
roles to be performed by different managers are clarified. Specialization is achieved through division
of work. This all leads to efficient and effective administration.

Growth and diversification – A company’s growth are dependant on how efficiently and smoothly
a concern works. Efficiency can be brought about by clarifying the role positions to the managers,
co-ordination between authority and responsibility and concentrating on specialization. In addition
to this, a company can diversify if its potential grows. This is possible only when the organization
structure is well- defined. This is possible through a set of formal structure.

Source: http://study.com/academy/lesson/organizational-chart-and-hierarchy-definition-
examples.html

The sense of security – Organizational structure clarifies the job positions. The roles assigned to
every manager are clear. Co-ordination is possible. Therefore, clarity of powers helps automatically
in increasing mental satisfaction and thereby a sense of security in concern. This is very important
for job- satisfaction.

Scope for new changes – Where the roles and activities to be performed are clear, and every
person gets independence in his working, this provides enough space to a manager to develop his
talents and flourish his knowledge. A manager gets ready for taking independent decisions which
can be a road or path to adoption of new techniques of production. This scope for bringing new
changes into the running of an enterprise is possible only through a set of organizational structure.

The process of organizing consists of following steps

 Any situation involving two or more persons working collectively requires organizing. The act of
organizing involves integrating, balancing and coordinating the activities of people working together
for seeking common goals.

The process of organizing involves the following steps:

1. Identification and enumeration of activities:

At the first stage of organizing process, a manager identity and determines those activities that
are to be performed for achieving common goals. For example, an organization producing and
distributing washing machines has to perform a large number of activities that may be related to
production, distribution, finance, purchase and personnel, etc.

2. Division of activities:

After determining and enumerating activities, these are to be divided and sub-divided into small
components known as jobs and tasks.

3. Grouping-up of activities:

Once the activities have been broken into small elements, these can be easily put into various
groups by their relationship and similarities. For example, each job and task related to production
are to be grouped up into production group, and elements that are related to marketing, finance
and purchase are to be grouped-up in the respective groups.

4. Assignment of a group of activities:

After putting various activities into several groups, these are to be assigned or allotted to the
various departments created for this purpose, or to the employees if the activities are limited. At the
time of making such assignment, it is ensured that the department has required competence and
resources for performing that group of activities.

5. Granting fundamental rights:

Assignment of a group of activities among various departments is followed by giving them

sufficient rights so that they can perform assigned work satisfactorily.

The rights are granted through the process of delegation. In this process, the higher level
manager gives away some of his rights in favour of other who becomes his subordinate, and it
continues to the last level of management.

6. Coordinating the functioning of various departments:

In the process of organizing, attempts are also made for coordinating working of an individual
with the respective department, and finally to coordinate the functioning of various departments
towards the achievement of common goals.

Need and Importance of Organizing:

 The organizing process creates a network of roles and relationships and provides a framework
within which each employee performs the activities that have been assigned to him. His role
becomes more meaningful, and he contributes effectively to achieving pre-determined objectives.
Therefore, organizing is regarded as a mechanism or means to achieve planned objectives. Its
importance can be outlined as under:

1. Framework to perform management functions:

Organizational structure provides a framework within which various management functions can
be performed by the managers more efficiently. It is only through the relationship of superior and
subordinate, which is created by organizing process that the manager plans, directs and controls
activities of his subordinates.

2. Facilitates coordination:

Organizing process may also be used as a device for maintaining and achieving coordination. In
organizing, the activities performed by an individual employee are related to the functioning of his
department, and the functioning of various departments is harmonized for seeking common goals.

3. Leads to specialization:

Organizing is based on the concept of division of work that ultimately leads to specialization.
Through it, activities are divided, grouped-up and assigned to the concerned department
having requisite competence, and resources and the department develop as a specialized centre for
those activities.

4. Helps in achieving efficiency:

Organizing process aims at achieving higher efficiency because it helps in making efficient
utilization of both human as well as physical resources.

5. Promotes Employee development:

In a highly decentralized organizational structure, each position is strengthened by delegating

required authority. As a result of it, each manager makes decisions, solves problems and tackles the
situation that ultimately leads to overall development of his personality.

6. Increases clarity of authority and responsibility:

Division of work and delegation of authority among employees, through the process of
organizing, gives them a precise idea of what they are expected to perform and within what limits of
authority they have to perform. It helps in boosting an employee’s morale, and he feels comfortable
in work- setting.

7. Facilitates adaptation:
 Organizational structure also provides a useful means to cope with changing an environment. In
the event of change, necessary modification may be made in the organizing process, organizational
structure and organizational goals, to bring them in conformity with the change. It may be done by
maintaining flexibility in the structure and making it adaptive to changes.

SPAN OF CONTROL

The span of control simply refers to the number of employees that a manager can supervise
effectively at any given time without compromising his or her performance or that of the employees
he or she manages. It is very important to understand span of control and organizational structure
when describing an organization. Simply, a span of control refers to the number of subordinates
under the manager’s direct control. As an example, a manager with five direct reports has a span of
control of five. Too many or too few direct reports is a good way to view how efficient an
organization is as long as it looked at in the context of the companies organizational structure.

Is there an optimal number? What needs to be considered is the nature of the work that
subordinates are performing and how much attention each requires. For example, a Call Center, the
span of control can number over 100, while executive functions – with high degrees of collaboration
and interaction – could productively tolerate no more than three or four. So the nature of the work
being performed, and how much attention it requires should govern the assignment of personnel to
a manager, and not some ideal industry goal.

Concept

The concept of “span of control,” also known as management ratio, refers to the number of
subordinates controlled directly by a superior. It is a particularly important concept for small
business owners to understand because small businesses often get into trouble when the founder
ends up with too wide a span of control. The span of scrutiny is a topic taught in management
schools and widely employed in large organizations like the military, government agencies, and
educational institutions. “Yet few entrepreneurs know the term or are willing to admit any limit to
the number of people they directly oversee,” explained Mark Hendricks in an article for
Entrepreneur magazine. When a small business owner’s span of control becomes too large, it can
limit the growth of his or her company. Even the best managers tend to lose their effectiveness
when they spend all their time managing people and their issues and are unable to focus on long-
term plans and competitive positioning for the business as a whole.

Expanding On the Concept of Span of Control

Span of Control means the number of subordinates that can be managed efficiently and
effectively by a superior in an organization. It suggests how the relations are designed between a
superior and a subordinate in an organization. The span of control is of two types:
1. A narrow span of control: Narrow Span of a control means a single manager or supervisor oversees
few subordinates. This gives rise to a tall organizational structure.
2. The wide span of control: the Wide span of control means a single manager or supervisor oversees a
large number of subordinates. This gives rise to a flat organizational structure.

There is an inverse relation between the span of control and the number of levels in a hierarchy
in an organization, i.e., narrower the span, the greater is the number of levels in an organization.
 A narrow span of control is more expensive as compared to the wide span of control as there is
more number of superiors and therefore there are greater communication problems between
various levels of management. The wide span of control is best suited when the employees are not
widely scattered geographically, as it is easy for managers to be in touch with the subordinates and
to supervise them.

In case of narrow span of control, there are comparatively more opportunities for growth as the
number of levels are more. The more efficient and organized the superiors are in performing their
tasks, the better it is to have a wide span of management. The less motivated and confident the
employees are, the better it is to have a narrow span of management so that the supervisors can
spend time with them and supervise them well. The more standardized is the nature of work, like –
if the same task can be performed using same types of inputs, the better it is to have a wide span of
management as more number of employees can be supervised by a single supervisor.

There is more flexibility, prompt decision making, effective communication between higher level
and lower level management, and improved customer interaction in case of a wide span of
management. Technological advancement such as internet, emails, mobile phones, etc. makes it
easy for superiors to widen their span of control as there is more effective communication.

Attributes of a Flat Organizational Structure (Wide Span of Control)

Pros
 Encourages assignment. Supervisors should better delegate to deal with larger quantities of
subordinates, and allow open doors for subordinates to go up against duties
 Agile. Enhances correspondence speed and quality
 Reduces costs. Savvier gave fewer levels, hence requiring fewer supervisors
 Help keep the workforce from separating by concentrating on strengthening, self-governance and
self-bearing
 Cons
 High administrative workload accompanies high Span of Control
 Role disarray more probable
 May develop doubt of administration

Attributes of a Tall Organizational Structure (Narrow Span of Control)

Geniuses
 More quick correspondence between little groups
 Groups are littler and less demanding to control/oversee
 There’s a more prominent level of specialization and division of work
 More and better open doors for worker advancement

Cons
 Communication can take too long, hampering basic leadership
 Silos may create and avoid cross-utilitarian critical thinking
 Employees may feel lost and weak

Arranging to optimize managers’ span of control

Setting up the ideal span of control for chiefs is a standout amongst essential assignments in
organizing associations. Finding the ideal span includes adjusting the relative preferences and
impediments of holding obligation regarding choices and appointing those choices. When all is said
in done, thinks about have demonstrated that the bigger the association, the fewer individuals
should answer to the top individual. Administrators ought to likewise have less immediate reports if
those subordinates communicate with each other regularly. In this circumstance, the administrator
ends up to organize both his or her association with the subordinates and the subordinates’
associations with each other.

Some different elements influencing the ideal span of control incorporate whether specialists
perform assignments of a normal sort (which may allow a more extensive span of control) or of
awesome assortment and intricacy (which may require a smaller span of control), and whether the
general business circumstance is steady (which would show a more extensive span) or dynamic
(which would require a smaller span). Different circumstances in which a more extensive span of
control may be conceivable incorporate when the chief delegates viably; when there are staff
collaborators to screen cooperation’s between the administrator and subordinates; when
subordinates are able, all around prepared, and ready to work freely; and when subordinates’
objectives are all around lined up with those of different laborers and the association.

There are points of interest and drawbacks to various ranges of control. A thin span of control
tends to give supervisors close control over operations and to encourage quick correspondence
amongst chiefs and workers. Then again, a restricted span of control can likewise make a
circumstance where chiefs are excessively required in their subordinates’ work, which can decrease
advancement and confidence among representatives. A wide span of control powers chiefs to grow
clear objectives and strategies, appoint assignments viably, and select and prepare workers
precisely. Since representatives get less supervision, they tend to assume greater liability and have
higher confidence with a wide span of control. Then again, administrators with a wide span of
 control may wind up plainly over-burden with work, experience difficulty deciding, and lose control
over their subordinates.

With these components to consider, entrepreneurs may progress toward becoming overpowered
with the assignment of finding the ideal span of control. Hendricks guaranteed that assessing the
circumstance and settling on a choice ought not to be excessively troublesome. “The general
guideline that an official ought to administer three to six individuals specifically held up genuinely
well against challenges from productivity specialists, group building fanatics, innovation buffs,
strengthening promoters, egotists, and others resolved to expand the acknowledged span of
control,” Hendricks composed. “On the off chance that the figuring is excessively for you, simply
investigate the measure of hours you’re working. At the point when a workday for the general
population at the top is twice what they are going after, a span of control is askew.”

For entrepreneurs who feel that they have an excessive number of direct reports and need to
lessen their span of control, the arrangement may include either procuring centre supervisors to go
up against a part of the proprietor’s duties, or revamping the revealing structure of the organization.
In either case, entrepreneurs must adjust their particular capacities and workload against the need
to control costs. Diminishing the business person’s span of control may include the expenses of
paying extra pay rates for new contracts or preparing existing workers to go up against supervisory
obligations. In spite of the potential costs included, Hendricks contended that altering the range of
control toward the ideal level can prompt huge upgrades for private ventures. “There’s the genuine
plausibility that is focusing on a span of scrutiny could usher your business into another time of fast,
maintained, beneficial development,” he told business people. “You could even discover keeping
your business less demanding and more fun.”

Summary

The span of control simply refers to the number of employees that a manager can supervise
effectively at any given time without compromising his or her performance or that of the employees
he or she manages. It is very important to understand span of control and organizational structure
when describing an organization. The organizing process creates a network of roles and
relationships and provides a framework within which each employee performs the activities that
have been assigned to them. Thus understanding span of control makes role of manager more
meaningful in achieving pre-determined objectives.
you can view video on Organizing, Span of
Management

References
 Harrison, Simon. “Is There a Right Span of Control?” Business Review. February 2004. Hendricks,
Mark. “Span Control.” Entrepreneur. January 2001.
 Visser, Bauke. “Organizational Communication Structure and Performance.” Journal of Economic
Behavior and Organization. June 2000.
 Kootnz & O’Donnell, Principles of Management.
 J.S. Chandan, Management Concepts and Strategies.
 Stephen P Robbins, David A Decanzo, Fundamentals of Management, 3rd Edition, Pearson
Education, 2002.
 Kotler, P. (1991). Marketing Management. 7th ed. Prentice-Hall
 David, F.R. (2009). Strategic Management: Concepts and Cases. 12th ed. FT Prentice Hall.
Development of Management Thoughts,Principles and Types Copyright © 2019 by Dr.Shafali
Nagpal. All Rights Reserved.
20 Organization structure
DR. SULAKSHNA DWIVEDI

1. Learning Outcome

2. Introduction

3. Meaning and definition of organization structure

4. Key elements of organization structure

5. The basis of organization structure-Differentiation and integration

6. Features of good organization structure

7. Types of organization structures

8. Summary

1. Learning Outcome

After completing this module the students will be able to:

 Understand the concept of organization structure and basis of organization structure.
 Understand meaning and definitions of organization structure. Understand the key elements of
organization structure.
 Understand the basis of organization structure-Differentiation and integration To know various
features of a good organization structure.
 Understand various types of organization structure and their prominent features.

2. Introduction

Organization structure is the basic building block of an organization. Just like the structure of
brain which indicates about how a person thinks, feels and behaves, the structure of an organization
or the so called organization structure guides us about the working of organization’s processes and
systems. It provides information about work division; Departmentalization; authority- responsibility
relationships(Delegation of authority); reporting relationships; decision making (Centralization and
decentralization) etc.

Organization architecture/ organization chart/ organogram are the different terms used
interchangeably for organization structure. It is the outcome of organizational design. Management
function includes planning, organizing, directing and controlling and the activity of organizational
design comes under organizing function.
 Organization structure presents how individual and team work is coordinated to achieve
organizational goals. Moreover it provides information about

 Reporting relationship
 Formal communication channels
 How separate actions of individuals are linked

Organization structure depicts the relationship between hierarchy of people and its functions.
Organization structure patterns the interrelationship and interconnected among various
components. Therefore it tells us relationship among various activities and positions. As positions
are held by people in the organization thus it may also be called pattern of relationship among
people in the organization.

Since organization structure is different from human and engineering structure as it lacks
anatomy, therefore, can only be inferred with its operation. In this regard Katz and Kahn observed
that, “A social system is a structuring of events or happenings rather than of psychological parts and
it, therefore, has no structure apart from its functioning.

Depending upon the size of organization, volume of sales, type of ownership, type of industries
(people intensive and technology intensive); manufacturing and service industries, the structure of
an organization varies.

3. Meaning and definition

Organization structure is a basic framework within which the managerial decision-making

behavior takes place. –Prasad (1995)

Organization structure is a framework which involve grouping of jobs into various departments,
the hierarchy of people, chain of command, workflow, and the reporting system in an organization.

According to Child (1984), there are three components in the definition of organization
structure
1. Organization structure designates formal reporting relationship, including the number of levels in
the hierarchy and the span of control of managers and supervisors.
2. Organization structure identifies the grouping together of individuals into departments and of
departments into the total organization
3. Organization structure includes the design of systems to ensure effective communication,
coordination and integration of efforts across departments.

(Cited in Daft (2011) in the book Organizational theory, Change, and design)

According to Pierce, Gardener and Dunham (2011), “Organization structure includes the
interaction patterns that link people to people and people to work and these patterns are
continually evolving.

An organization structure specifies the various job tasks and shows how the same are formally
divided, grouped and coordinated.-Robbins (1999).
 Organization structure provides an appropriate framework for authority relationships.

It is a means to help the management to achieve the organizational objectives.

4. Key elements of organization structure

Following are the key elements of an organization structure Work specialization

 Departmentalization
 Coordination through chain of command Unity of command
 Span of control/ span of management/ Span of supervision Delegation of authority
 Line and staff relationship Formalization
 Centralization and decentralization

(a) Work specialization: work specialization implies that work is divided into small activities and
these sub-activities are further divided into sub-activities so that a complex task can be converted
into simplest task. This is based on the assumption that more a particular job is broken into simplest
part, more specialized a person can become in doing that part of job. For this purpose, first of all, all
the activities are identified then these activities are divided into sub-activities (simplest job task) and
work is assigned to perform these simplest tasks so that it can facilitate specialization of labour as it
enhances efficiency in the organization.

(b) Departmentalization: Generally division of work or specialization is achieved through

Departmentalization. It is the process whereby the work of the organization is divided into
various units or departments. Departmentalization can take place in any of the following forms.

 Function Product
 Geography Process
 Customer

There can be vertical, horizontal and spatial differentiation in different organizations. Horizontal
differentiation is all about no. of different functional departments or units at the same level and
vertical differentiation is no. of hierarchical levels in the organization. Spatial differentiation is
geographic dispersion of an organization’s offices, facilities and manpower.

(c) Coordination through chain of command: After Departmentalization according to different

forms, next jobs, departments, functions, divisions and hierarchical work specialization and thing is
to coordinate the levels.

This can be achieved through chain of command. Chain of command is the line of authority in the
organization chart which explains who reports to whom (reporting relationship).

Coordination can be personal as well as impersonal. In personal there is direct contact between
managers and employees and in impersonal, contact between manager and employees rely on
written rules, regulations and Standard Operating procedures (SOP)
 Unity of command: Unity of command in simple terms is one subordinate –one superior
relationship. Principle of unity of command states that a subordinate should have only one superior
to whom he /she should report. When one subordinate is accountable and answerable to one boss
then there are less chance of communication gaps, hence better coordination and effective
organizing.

(d) Span of control/ span of management/ Span of supervision: Span of refers to number of
employees (Volume of interpersonal relationships) that a manager can manage effectively and
efficiently. It can also be defined as control single number of jobs to be considered under a specific
group.

According to span of control height of the organization structure is determined e.g.

Wider span of control- Flat structure
Narrow span of control-Tall structure
What should be ideal span of control?
According to A.V. Graicunas
Formula for number of interactions
I= N (2N/2 + N-1)
Where I = No. of interactions
N= No. of subordinates
According to Ralph Davis
Executive span (Middle and top level managers) at 3 to 9
And operative span (for lower level managers)- up to 30 workers

Factors affecting span of control:

 Competency and preference of subordinates and superiors: If both are competent enough then
wider span of control can work well.
 Nature of work
 If nature of work is repetitive in nature then wider span of control and if work is intricate and need
close supervision then narrow span of control. Nature of work will further depends upon following
factors
 Extent of standardized procedure Similarity of functions
 Complexity of functions
 Geographical dispersion of employees.

(e) Delegation of authority: Once the individuals are assigned with different activities that make
him responsible for achieving the target or completing those activities, authority is conferred to
them to discharge their duties. Authority is a power to manage the subordinates according to rules,
procedures and standards of an organization.

According to Henry Fayol, “Authority is right to give orders and provides to exact obedience. It is
an authorization to an individual for decision- making”. Responsibility without authority is of no use.
Authority comes from various sources e.g. Legal/Formal (Position); Competence (Skills/abilities);
Acceptance (acceptance from subordinates). As a manager or person at a particular position cannot
handle all the activities on his own, therefore, he needs to transfer his authorities to employees in
the next level of hierarchies. This process of transferring of authority to next level of employees is
called delegation.
 Delegation and re-delegation process helps in distribution of authority at various positions in the
organization (points in the organization structure)

(f) Line and staff relationship:

In organization structure some relationship are depicted through straight line with a arrow and
some are shown with he help of dotted lines. This is a depiction of line and

staff relationship.

Line relationship- Staff relationship- ———

Line relationship: Indicates superior is authorized to give orders to subordinates and

subordinates are obliged to obey those orders.

Staff relationship: Indicates tendering advice to line managers by staff members. It is not
mandatory for line managers to carry their work according to advice tendered by staff personnel. In
organizations generally, Human resource management Manager and Information technology
Manager acts in the capacity of line managers as well as staff (advisory to other line managers).

Fig.1: Line and Staff authority in Organization structure

(g) Formalization: The degree to which job expectations are standardized or in black and white.
There is strict adherence of rules, policies and standard operating procedures. Higher the degree,
higher will be formalization and lesser the degree, lesser will be formalization.

(h) Centralization: centralization is the degree to which decision- making authority is

concentrated with top level management. In smaller organizations, generally all the major decisions
are taken by CEO or M.D. But as the size of organization increases the complexity in managing the
business also increases. Therefore top level management or CEO delegate powers to lower levels in
the hierarchy to take decisions because it is not possible for him to take all the decisions albeit some
major decisions remain in the hand of top level. According to Louis A. Allen,
 “Decentralization refers to the systematic effort to delegate to the lowest levels all authority
except that which can only be exercised at central points”. Centralization and decentralization both
have their advantages and disadvantages

Advantages of centralization:
 Centralization helps in taking quick decisions. Good in case of smaller organizations
 Centralization leads to efficiency if organization is operating under stable environment but this is
generally not the case these days.

Disadvantages of centralization:
 Difficult in case of large organizations
 Employees’ development is hampered because they are not involved in decision making.
 Decentralization overcomes the disadvantages of centralization as in good in case the size of
organization is large and promotes development of employees.

5. The basis of organization structure-Differentiation and integration

 Organization structure refers to the differentiation and integration of activity and authority, roles
and relationship in the organization” (Prasad)
 The basis of organizational design is differentiation and integration
 Differentiation: refers to differences in activities, functions, roles and cognitive abilities, skills
required to perform those differentiated functions. Differentiation can take any of the three forms
as in Horizontal, Vertical and spatial differentiation.

Horizontal Differentiation: Horizontal differentiation is often referred to as departmentalisation

as it entails the way various activities are merged into groups. Departmentalization is the basis on
which jobs will be grouped together. In an organization there are various activities which can be
grouped together to form separate functions e.g. HR, Finance, production, marketing, sales,
customer care, quality control Research and Development etc.

Vertical Differentiation: Vertical differentiation is measured in terms of the number of

hierarchical levels. As the organization becomes larger and complex, there is a need for greater
vertical differentiation. Different hierarchical levels may include top level management (CEO/MD,
Board of Directors, Vice president, General Managers); Middle level manager (Sr.Managers/
Managers/Assistant Mangers) and Lower level hierarchy (operating staff, workers etc.)

Spatial Differentiation: It is the geographic dispersion of an organization’s offices, facilities and

manpower e.g. different business units or divisions etc.

These different functions require different skills, abilities and talents to perform those functions
effectively. Each functional unit interacts with other unit at different hierarchical levels in a unique
manner. Hence, each functional unit has its own level of differentiation. But as all the departments
or functional units or the divisions are the part of one organizational unit and their work is
interrelated, interconnected and interdependent upon each other hence cannot be treated as
isolated differentiated units rather efforts are need to be directed and integrated to achieve one
common organizational goal.

Therefore despite differentiation, integration is the aim of organizational design.

 6. Features of good organization structure
1. Simplicity: an organization structure should be basically simple. The concept of the simplicity implies
that various roles, positions and reporting relationship should be clear enough that could facilitate
smooth functioning.
2. Flexibility: an organization structure should be flexible so that minor change in internal and external
environment should not cause organization structure to be redesigned from the scratch. Therefore,
the structure should be designed proactively and scope for changes should always be there.
3. Minimum hierarchical levels: In the recent scenario taller structures are not preferred as this result
in lot of procedures and delay in decision –making. Hence, hierarchical levels should be kept at
minimum levels so that employees can work in cohesive groups and teams and drawbacks of taller
structures can do away with.
4. Principals of unity of command: Principle that an employee should get orders from only one boss
unless violation is absolutely essential. In matrix organization, employee gets command from more
than one boss but there it is ensured that employees are competent enough to handle two
commands.
5. Clear line of authority: There should be clear lines of authority running from top to bottom or in
horizontal directions. Line and staff relationship should be presented well and comprehensive to all
the employees.
6. Proper delegation of authority: the concept of ultimate responsibility is feasible only with proper
delegation of authority. Delegation of the authority refers to authorization a manager to make
certain decisions.
7. Responsibility and accountability should be clear: The concepts of the ultimate responsibility
suggest that although a superior manager assigns some of the work of his subordinates. He is
ultimately responsible for performance of total work.

7. Different types of organization structures

Depending upon following factors organization structures are designed

Formalization: Organization structure is outcome of formal system in an organization where rules

/policies are explicit in nature. All the rules are in black and white and everyone is supposed to obey
those rules. This formalization leads to more standardized and predictive behaviours from
employees.

Departmentalization: Work activities are divided according to specialized functions e.g. finance,
human resources, marketing, production, quality control, research and development, purchase,
materials, sales, customer care etc.; according to different products; process (people involved in
similar processes) or projects (members of a project); geography (people dispersed at particular
geographical location) etc. Each and every department is different from each other in terms of
functions and their managers are different in their skills, aptitudes and cognitive orientations.
Different design structures on the basis of Departmentalization are as follows:

Functional Departmentalization:

This structure is based on different functional areas of business. Horizontal and vertical
differentiation is displayed in the Fig.2 (Functional Departmentalization)
 Fig.2: Functional Departmentalization

Divisional Departmentalization:

This structure is based on different divisions or Strategic Business Units (SBUs) of an organization.
In Fig.3 (Divisional Departmentalization), every division has its own functional departments which
would further consists of vertical layers.

Fig.3: Divisional Departmentalization

Geographical Departmentalization:

This structure is based on different geographically dispersed positions/Jobs/employees of an

organization that are catering to diverse spread of the business. In Fig.4 (Geographical
Departmentalization), Manager-Sales at different locations are reporting back to General Manager-
Marketing at the headquarter.

Fig.4: Geographical Departmentalization

Project Departmentalization:

Organizations where work is undertaken on the project basis, project structures are best suitable.
Projects have some unique feature e.g. these are for specific time and purpose. Projects are
contracted from outside, unique and unfamiliar to present organization. Once the project is finished
then the team moves on to the next project. This structure allows specialised skills of teams. This
allows flexible and proper utilization of resources by allowing them to different projects

Fig.5: Project Departmentalization

Process Departmentalization: In this structure group of activities are coordinated according to a
particular process. For example in an automobile Industry chief Plant manager is looking after five
processes viz. Design, Machine Shop, Engine Assembly, Chassis and other accessories and Inspection
and Quality control (Fig.6: Process Departmentalization).This structure facilitates more efficient flow
of work activities but only some industries have such a specialised processes.

Fig.6: Process Departmentalization

Customer Departmentalization: In some Industries work is organized according to customers.

Customers are service receivers. In a hospital industry, there are various patients like inpatients,
outpatients etc. and everyone has their different set of needs. So to better cater to their needs,
customized service approach is used in this particular type of departmentation. Plus point in this
type of departmentalization is individual customer are taken care of by specialists. But disadvantage
is that there is duplication of functions and restricted view of overall organizational goals

Fig.6: Customer Departmentalization

Hierarchical Levels: Hierarchical levels deal with layers through which authority will be delegated
to get the work done. Once the jobs are assigned to different individuals and teams they become
responsible to their jobs. But all the jobs are not to be done by the manager. Although he/she is
discharged with authority but as he has to get the work done from others so he must delegate the
authority to junior staff. Authority structure explains who will interact with whom or reporting
relationship. Depending upon the authority structures and delegation of authority hierarchical levels
are decided and thus cause the formation of taller, flat and flatter structures.

Centralization/ Decentralization: By considering advantages and disadvantages of centralization

and decentralization of authority and the organizational factors (strategy, processes, technology and
size etc.) an organization structure is designed. Detail of centralization and decentralization is
discussed in Section 4 of this module

Types of organization structures

 Traditional Structures
 Simple structures
 Bureaucratic structures
 Matrix Structures

Contemporary Organization structures

 Team structures
 Network Structure
 Boundary-less
 Virtual structures
 Learning structures

Simple (Pre-bureaucratic structures):

Simple structure can be observed in small scale units or start up units. Usually due to small level
of business, activities are manageable and are managed by a single person and decision- making
power is centralized to him.

Departmentalization: Low degree

Span of control: Wider (Flat structure)

Centralization: centralization of authority in a single person

Formalization: Little

Bureaucratic structures:

Bureaucratic structures are characterized by certain degree of standardization. These are rigid
structures. These structures have tight procedures, rules and regulations. These are suitable for
large and complex organizations. Strict and many hierarchical levels are there and chain of
command is followed. Span of control is narrow, therefore, have taller structure.

Departmentalization: High
Standardization: High
Hierarchical structures: Many
Span of control: Narrow (Tall structures)
Formalization: High

Bureaucratic structures follow strict rigid procedures thus doesn’t promote creativity and
innovation. Decisions are made through an organized process. Bureaucratic structures make an
organization hard to adapt to changing environment. Good for managers who have command and
control style of managing.

Matrix organization structure:

Matrix organization structure combines functional and divisional /project Departmentalization.

This structure creates dual lines of authority or it has dual authority system. This structure violates
 the principle of unity of command as one employee has to report back to two bosses. Complex and
interdependent activities are coordinated with the help of matrix organization structure. It is useful
in case organization faces HR and financial constraints.

In case organization is facing uncertain environment and it has to respond quickly to changes it
can use matrix organization structure.

Matrix structure doesn’t construe only multiple commands but calls for related support
mechanism and culture

According to Davis and Lawrence

Matrix Organization= Matrix structure+ Matrix system+ Matrix culture+ Matrix Behavior

Main features
 Dual focus
 Shared resources
 Pressure of high information processing
 Emphasis is on professional competence by elaborating authority of knowledge rather authority of
position.

Fig.4: Matrix Structures

 Fig.5: Matrix Structures

Problems in matrix structure:

 Due to dual command, there is problem of power struggle. Balance of power is the key for effective
functioning of matrix organization structure
 Initially it is a costly affair
 If not managed properly can result in delayed decision making.
 Depending upon different levels of centralization, Formalization, Hierarchical levels,
Departmentalisation

Contemporary Organization structures

Team structures: Team structures are the contemporary structures organizations are using these
days where the focus is on teams to coordinate the activities. Team organization structures cater
to competencies of teams as a whole. Therefore employees need to be competent enough
for high horizontal coordination and therefore cost of human resources is high in this structure.
Departmental barriers are removed with use of teams and especially Self managed teams (SMTs). As
SMTs are used hence employees need to be both generalist as well as specialists. Decision making
power is decentralized to team level and rigid bureaucratic structures can be eased with flexibility of
teams thus tries to create “flexible bureaucracy”. Motorola,Daimler Chrysler and Xerox are the
companies using team structures to coordinate their activities.

Network Structure:

In network structures, managers coordinate the work by networking between internal and
external relations via electronic means. External relations include outsourced work given to
outsourcing agencies so that it can better focus on its core area. This is done to achieve low cost
strategy of the firm.

Boundary-less structures: This term was coined by Jack Welch during his stint with General
Electric (G.E.) as C.E.O. As the very name suggests these structures have no boundaries as it
eliminates traditional barriers between departments as well as barriers between the organization
 and the external environment (Ashkenas et al., 1995). In these structures departments are
substituted by empowered teams and effort is made to make the structures more flexible and
organic. To remove the obstacles of bureaucratic or mechanistic structures, hierarchical levels are
removed and chain of command is eliminated. Span of control is kept limitless, hence flatter
structure. These are the structure where SMTs (Self Managing teams) are used who creates their
own roles according to situations as opposed to traditional and hackneyed jobs.

Boundaries less organization are of two types

 Modular organization
 Strategic Alliance

Modular organization:

In modular organization, non- essential functions are outsourced and organization just focussed
on value generating functions.

Strategic Alliance:

In strategic alliance two companies or competitors identify an area of collaboration and work
towards a partnership or Joint venture and in this way traditional boundaries between the two may
be broken.

Boundary less organizations may involve eliminating the barriers separating employees –Physical
and intangible barriers both. Physical barriers involve removing cubicles among employees.
Intangible barriers involve eliminating the management layers.

Virtual structures: A special form of boundary less organization is virtual. Hedberberg et al.
(1999) opined that virtual organizations not exist physically but enabled by software. Like network
organization, these organization outsource its major business functions and is connected with its
agents through internet. There is hardly any Departmentalization and highly centralized structures.
Although organization can be small yet operating globally through internet and can be market leader
in its niche. E.g. Amazon.com.

Learning structures:

Concept of learning organization was developed by Peter Senge (1990) in his book

“The Fifth Discipline”. Learning organization is an organization where experimenting, learning

new things and reflecting on new learning are the norms.

It is an organization which has developed the capacity to continuously learn, change and adapt by
adopting knowledge management practices. Learning organization has team based organization
design that empowers employees and there is open sharing of knowledge. These organizations have
strong culture of trust, openness and shared values.

3M facilitates learning organization concept by allowing its employees to work one day in a week
on personal project.
 In IBM, learning spirit is encouraged by putting successful business managers into EBO (Emerging
Business Opportunities). In IBM mistakes and failures are tolerated and risk taking is encouraged
and this way they build a learning capacity.

Thus, overall we have seen that there various design structures which range from structured and
standardized bureaucracy to loose and limitless boundaries. Rest all other designs ranges between
these two extremes. These two extremes can be re conceptualized and redefined in terms of the
organic and the mechanistic models

Depending upon different levels of centralization, formalization, hierarchical levels,

departmentalisation two extreme forms of structural models are the organic and the mechanistic
models (Burns and Stalker)
 Summary:

Organization design which is a specialised function under organizing is concerned with designing
of organization structure. Organization structure is the architecture of an organization. It is
arrangement of individual and team jobs to show that how entire work is coordinated in the
organization. It depicts jobs, departments, positions, authority-responsibility relationship, line and
staff relationship, chain of command, span of control, centralization/decentralization, formalization
etc.

Organization structures are of various types. There are simple structure, bureaucratic structures
and matrix structures. Based on different levels of formalisation, centralisation,
departmentalization, hierarchical levels various structures are designed. In the recent years, new
 and contemporary structures have evolved among these are learning structures, network structures,
virtual structures. Depending upon various departmentalizations various structures are created e.g.
functional, divisional, geographical, product, customer, process and project structures. Overall,
there are two extremes in which all the designs exists which is called organic and mechanistic
structures. Structures are designed according to strategy, size, technology and environment of an
organization. Structural relationship affects the employee attitudes and behaviours which further
leads to individual performance and satisfaction. Thus by taking into considerations advantages and
disadvantages of factors on which it is based, structures should be shaped, assessed and reshaped
so that it helps organization meet it purposes and increase the organizational success.

you can view video on Organization structure

Refernces:
 Adair, J. (2007). Leadership for innovation: How to organize team creativity and harvest ideas.
London: Kogan Page.
 Ashkenas, R., Ulrich, D., Jick, T., & Kerr, S. (1995). The Boundaryless organization: Breaking the
chains of organizational structure. San Francisco: Jossey-Bass.
 Burns, T., & Stalker, M. G. (1961). The Management of innovation. London: Tavistock
 Charan, R. (2006, April). “Home Depot’s blueprint for culture change”, Harvard Business Review,
84(4): 60–70
 Daft, Richard L (2011). Understanding the theory and Design of Organizations. South Western
Cengage Learning
 Fredrickson, J. W. (1986). “The strategic decision process and organizational structure”, Academy of
Management Review, 11: 280–297
 Ivancevich, Konopaske and Matteson (2008).Organizational behavior and management .New
Delhi: Tata McGrawHill
 Jones, Gareth R (2007). Organizational Theory, Design and Change. Pearson Education.
 Hellriegel, Don, Slocum, John W. and Woodman and Richard W. (1998) Organizational
behaviour. Thomson South-Western.
 Lawrence, P. R., & Lorsch, J. W. (1967): Organization and Environment, Boston: Harvard Business
Press.
 Lim, M., G. Griffiths, and S. Sambrook. (2010). “Organizational structure for the twenty-first
century”, Presented the annual meeting of The Institute for Operations Research and The
Management Sciences, Austin.
 Mohr, L. B. (1982). Explaining Organizational Behavior. San Francisco: Jossey-Bass Publishers.
 Mc Shane, Steven L , Glinow, Mary Ann Von & Sharma, Radha R. (2008).Organisational
Behaviour. New Delhi: Tata McGrawHill
 Nelson, G. L., & Pasternack, B. A. (2005). Results: Keep what’s good, fix what’s wrong, and unlock
great performance. New York: Crown Business.
 Robbins, Stephen P., Judge, Timothi A. and Sanghi, Seema (2012).Organizational Behaviour. New
Delhi: Prentice Hall India
 Newstrom, John W.( 2007) Organizational behaviour-Human behaviour at work. New Delhi:
McGrawHill
 Pierce, J. L., & Delbecq, A. L. (1977). “Organization structure, individual attitudes, and
innovation”, Academy of Management Review, 2, 27–37
 Porter, L. W., & Lawler, E. E. (1964). “The effects of tall versus flat organization structures on
managerial job satisfaction”, Personnel Psychology, 17, 135–148.
 Robbins, S. P. (1990): Organization Theory: Structure, Design and Applications.Englewood Cliffs, NJ:
Prentice-Hall.
 Roberts, J. (2004): The Modern Firm: Organizational Design for Performance and Growth. New
York: Oxford University Press.

30 Organizational Change
DR. SULAKSHNA DWIVEDI

1. Learning Outcome

2. Introduction

3. Meaning and definition of organizational change

4. Triggers of change

5. Perspectives on change

6. Types of change

7. Strategies of change

8. Models and theories of planned change

9. Resistance to change

10. Summary

1. Learning Outcome

After completing this module the students will be able to:

 Understand the concept of change and organisational change. Understand triggers of change.
 Understand types and perspectives on organizational change. Understand various strategies of
change.
 To know various theories and models of planned change.
 Understand the basis of resistance to change and method to overcome the resistance.

2. Introduction

Change is the only constant in this world. Change is the law of nature. Each one of us, be it
individuals, groups and organizations all are facing change triggers. The magnitude and momentum
of change or the change spectrum determines about the type of change.
 One who doesn’t change cannot survive. “It is not the strongest of the species that survive, nor
the most intelligent, but the one most responsive to change” – Charles Darwin. Changes are
evolutionary, revolutionary, incremental etc. Human kind has evolved over the ages so are the
civilizations. There was a time when mankind was struggling for his survival and was afraid of nature
but with the developments in the field of science and technology, mankind has overcome those
apprehensions and fears. No sector, no area is untouched with this force of change. Continuous
evolutions, transformations are happening around us. Some changes are visible and some are still
undercurrent.

So what should be the response to change? Should be resist it or accept it? Why we should accept
it or resist it? Is it good for us and for our organization? How is change managed and implemented?
How to overcome the resistance?

Change is inevitable and change is for good. Change creates balance. Triggers of change in our
internal and external environment creates imbalance in our situation, be it in individual life or in
organization’s life, therefore to balance that situation it demands change in individual or in the
organizations. Even water starts stinking if it is restricted to one place, therefore we must learn to go
with the flow or to change ourselves. Changing oneself requires changing one’s attitudes, beliefs,
assumptions etc. and this process is not that simple because it takes time. Similarly organizations
need to plan and manage the process of change in response to various forces of change be it on
social front, process front, technology front or on system front. Making the individuals ready for
change and taking whole of the organization in its stride needs concerted and planned effort on part
of the organization and the role of change agent becomes much more critical here.

3. Meaning and definition of organizational change

Change has been defined in many ways by many authors.

According to Arthure Chopenhauer, “Change alone is eternal, perpetual and immortal”.

“You must be the change you wish to see in the world” – Mahatma Gandhi.

Henri Bergsun opined “To exist is to change; to change is to mature, to mature is to go on

creating one self endlessly”.

Changing our face can change nothing. But facing our change can change everything.

(Lolly Daskal – Leadership Executive Coach, 2014).

According to George Bernard Shaw, “Progress is impossible without change, and those who
cannot change their minds cannot change anything”.

Alfred North Whitehead suggested “The art of progress is to preserve order amid change and to
preserve change amid order”.

Changes in social, political, economic environment have a conspicuous impact on the

organizations as well as on individuals. Some changes can be predicted which are called anticipatory
changes and some cannot be which are called happened changes. What is change? The commonest
of all definitions of change is “To make or become different, give or being to have a different
from”.

Organizational Change:

According to Keith Davis, “The term organizational change refers to any alteration which occurs in
the overall work environment of an organization”.

Change can be revolutionary or voluntary (Greiner, 1972). Change can be incremental or dramatic
(Miller and Friesen, 1984).

Change may involve two types of learning viz. behavioural change and cognitive change (Fiol and
Lyles, 1985). According to Dunphy and Stace (1988), change can be evolutionary and revolutionary.
Gersick (1991) classified change as Gradual and Revolutionary. Change is of first degree and second
degree (Levy, 1986); First order and second order change (Burke and Litwin, 1994).

4. Triggers of Organizational Change Changes in the external environment:

Technological change: Changes in every field of technology be it in communications like 1G, 2G,
3G and 4G. Be it in bio- technology, nanotechnology, space science, robotics, machine sciences etc.
have affected every sector of the business and the one who is not adapting to these technologies is
loosing the big chunk in business or is out of the market.

Regulatory changes: Regulators like RBI, IRDA, SEBI etc. and their new regulations and policies
have impact on the business. No business and individual was untouched with recent demonetisation
policy of RBI. Similarly Govt.’s policies to promote certain businesses and strict rules for other
malpractices affect the business.

Change in consumer behaviour: With the change in globalisation, technology, e-commerce and
exposure of social media has opened up many arenas for consumers. Consumers demand new and
different variety of products at comparable prices. Thus pressurised the traditional business to
compete in the market.

Changes in competitive scenario: With Globalisation, privatisation and Liberalization new form of
businesses like e-commerce, start-ups, venture capitals etc. have got lost of boost thus giving fierce
competition to existing traditional companies.

Changes in political arena: Recently Republic of India has got stable and majority govt. under the
leadership of Mr. Narendra Modi in 2014. Before that there were alliances of various parties which
had led to policy paralysis and subsequently led to stalling of major projects which ultimately proved
detrimental to the growth rate of the country. Therefore changes in domestic and overseas political
scenarios affect economic policies which in turn affect the business worldwide which make them
bring changes to adapt to their policy issues.

Social changes: With the changes in different arenas of technology, prevalence of social media,
social fabric of the society is also undergoing a sea change. Nuclear families, single siblings, dual
career couples, live in relations, old age homes, materialistic and westernised trend among
 youngsters are norm these days. Therefore these changes have created demands for new products
and services and thus force organisations to change according to new demands.

Changes in internal environment

Changes in staff: With the organizations going global, more and more expats are coming to India
and our Indian citizens are getting chance to work abroad. With changing laws of working, more and
more women employees are becoming part of workforce. Therefore managing this diverse
workforce is big challenge for HR Managers hence changes are needed to be made in policies of
managing this diverse workforce. Moreover employee turnover is very high in some of the industries
hence retaining those employees also need changes in HR policies.

Changes in structures: Changes in the technology, processes, systems, management style and
workforce also necessitate changes in the organizations structures from mechanistic to organic
structures which are more suitable to present day situations where less hierarchical layers are there
and people work in Self Managed Teams (SMTs).

Changes in products/services: With the change in consumer preferences and changing lifestyles,
demand for new products and services is emerging which force organizations to change their
processes and create new products and innovative services.

Changes in processes: Organizations work under certain set rules and regulations and
procedures. With changing competitive scenario strategies need to be changed and hence goal,
mission undergo revision thus in order to achieve those revised goals old processes may prove to be
inadequate or insufficient hence needs to be changed.

5. Perspectives on organizational change

 Contingency
 Population ecology Institutional
 Resource Dependency

Contingency Perspective of change: contingency perspective focuses on changes in the structure

of an organization. Here, change is taken as synonym with restructuring. This perspective emphasise
that restructuring is contingent upon many internal and external environmental factors e.g. change
in strategy, size of the organization, technology etc. According to the changes in environment,
strategies need to be changed, which in turn will necessitate change in the structure which will
ensure smooth functioning of the business and will enhance organizational effectiveness.

Organization structure is based on two components one is specialisation and another is

integration, therefore restructuring amounts to change in specialisation and integration patterns.

On the other hand environment is also assessed from two perspectives one is complexity and
other is stability. Complexity refers to volume of organizations operating in the same environment.
Volume of organizations is directly proportional to complexity of the environment. Further, stability
refers to rate of change in the organizations in the same environment. Therefore, stability and
complexity in the environmental factors will affect strategies and which in turn will affect policies,
procedures, centralisation, flexibility, standardisation etc.
 These parameters would determine that whether an organization should adopt a mechanistic or
organic structure.

Resource Dependency Perspective: An organization is dependent upon various resources for its
smooth functioning. Resources may be financial, human, material, technological etc. Organizations
have to get these resources from various suppliers. Therefore there is dependency upon the
suppliers and this is apparent through various measures that an organization take in the form of
management control, resource allocation, budgeting etc.

This perspective focuses on strategies that an organization has to pursue in order to reduce these
dependencies because higher the dependency higher is the uncertainty. Therefore aim of the
change is to reduce uncertainty in this perspective “The key to organizational survival is the ability to
acquire and maintain resources” (Pfeffer and Salancik, 1978). Pfeffer and Salancik (1978) have
suggested various internal and external strategies to bring the desired change. Internal strategies
are aimed at changing the organizations to fit with the environment and external strategies target at
changing the environment to establish a fit with organization. These strategies include domain
change, recruitment, environment scanning, buffering, smoothing, rationing, geographical
dispersion, advertising, contracting, co-opting, coalescing and lobbying (for more detail of these
strategies read “The external control of organizations: A resource dependence perspective
by Pfeffer and Salancik, 1978)

Population ecology perspective:

Population ecology perspective focuses on three processes viz. variation, selection and retention
to bring about a change in the organization. In this perspective,population means number of
organizations in a particular industry or sector and ecology is the niche that each organization has
created for itself. In order to survive in their particular niche organization (population) need to
develop distinct capabilities because each one in the population is vying with each other to get their
own pie.

Institutional perspective:

Institutional perspective underpins the role of socio-cultural factors in triggering the

organizational change. Socio-cultural context or organization fields prescribe shared and socially
acceptable ways to achieve organizational objectives. These ways are in the form of cognitive and
normative framework (institutional logics). From the lens of these institutional logics organizations
give meaning to their world and determine their moves to achieve organizational goals. Institutional
logics are evident in the form of policies, procedures, roles, artefacts, espoused values etc. Thornton
(2004) updated revised Friedland and Alford’s (1991) scheme of institutional logic to six institutional
order namely market, the corporation, the professions, the state, the family and the religion and
had recently added one more i.e. community (Thornton, 2012).

With the change in institutional logic or significance of particular logic over other, rebalancing of
institutional logic takes place and this institutional complexity causes changes in the organizations.
Therefore change is the outcome of relationship between organizations and organization field which
 consists of institutional framework and institutional complexity is the underlying cause of
organizational changes.

6. Types of changes:
 Reactive Change
 Anticipatory Change Happened Change Planned Change
 Incremental Change Operational Change Strategic Change

Reactive Change:

Changes that are in response to some events or occurrences or group of events are called
reactive change. Changes in the external environment for e.g. in technology, change in preferences
of goods and services etc. Due to these changes company’s production or its demand suffers. So
obviously to met out with such problem, organization takes certain steps e.g. incorporation of
certain technology or change in production process in the market. Therefore, these changes are
called reactive change because this is in reaction to changes in the external environment.

Anticipatory Change:

In reactive change, changes are already happened and in order to combat or deal with
consequences, changes are made which are discussed above as reactive change. But in anticipatory
change, some events or series of events are anticipated and on the basis of that necessary changes
are made e.g. in some area, there is a proposal of announcement of some package where the start-
ups will get various benefits e.g. tax exemption, subsidised electricity, sales tax exemption and
various others. So in anticipation to that proposal companies may make plans to switch or to start
new facilities in that particular area.

Happened Change:

This is a spontaneous change in an organization due to unpredictable forces and this takes place
naturally. Its result is unknown and at the same time it is painful. For example sudden
announcement of some government policy e.g. demonetizations has affected many businesses viz.
reality sector and give boost to bullion market. Lifting of subsidy from gas cylinders has taken many
gas geyser companies to verge of closure.

Planned Change:

This type of change is deliberate, planned and is also called developmental change. In this type of
change current state of affairs is calculated and transition to future state of change is planned.
That’s why this change is also called calculated change. This type of change is calculated from
combination of proactive or anticipatory change. Here, constant changes are made in the
organizations processes, system and structure so as to make it more adaptable to internal and
external demands. Improving communications skills of employees, team building skills, launching
new products and services, replacing technology, restructuring etc. are some of the examples under
planned change.

Incremental Change:
 As the very name suggests, it is small changes and carried out at micro levels. For example small
units or sub units. These are gradual in nature and bring results steadily (not abruptly). “Slow and
steady wins the race” applies well to such changes. These small incremental consistent changes
keep the foundation for big changes in coming future. But here organizations and its people has to
be patient enough and in a sense we can say these are not changes rather way of doing things or
working which is consistent, disciplined and directional.

Operational Change:

Change which focuses on improving quality of its products, services, timeliness, efficiency,
productivity, improvement in operations by bringing new technology, reengineering and some other
related methods.

Strategic Change:

Change which focuses on changing the vision, mission, and purpose and in pursuance to that
changing the structure or other elements of structure e.g. autonomy, decentralization, flexibility,
and boundary less structure, use of SMTS in order to increase the efficiency of organization vis-a-vis
other competitors and to create sustainable competitive advantage.

7. Strategies of Change

According to Olmosk, there are number of comprehensive strategies of change and described
them ‘seven pure strategies of change’, these are as follows

The fellowship strategy: Focus on good and warm interpersonal relations as the basis of change.

The Political strategy: If Influential leaders whether formal or informal are convinced to that
something should be done, it (change) will definitely happen.

The economic strategy: Economic motives do propel changes if not fully but to some extent.

The academic strategy: People are rational and if counselled and informed about change then
definitely change will take place.

The engineering strategy: In this strategy focus is not on much dealing with people rather
changing the surrounding e.g. layouts, pattern of interactions. Focus is on changing the environment
which will ultimately force the people to change.

Military strategy: The focus here is physical force or genuine threats.

The confrontation strategy: By mobilising anger in enough people and force them to look at the
problem but by using non-violent methods is one of the strategy that can help follow change.

The Applied behavioural Science (ABS) Model: In this strategy the focus is on inclusion of as
many numbers of people as possible who are party in decision-making. This strategy considers all
the information or theory that helps reach a decision.
 According to Chin and Benne, change can be brought about by 3 kinds of strategies.

1. Empirical- Rational Strategy

2. Power-Coercive Strategy

3. Normative- Re educative Strategy

Empirical- Rational Strategy:

This strategy assumes that people are rational and they can take their decisions on the basis of
information. Change is possible by informing them about change. Therefore through
communication, information, persuasion and incentives, successful change is possible.

Power-Coercive Strategy

Power –coercive strategy implies that a leader can have employees accept or follow the change
by pressure tactics. This is stick side of carrot-stick approach of motivation and management.
Hence, this strategy is applicable in short term and brings result for a momentary period.

Normative- Re educative Strategy

The basic idea of this strategy is that people are social beings and they follow their cultural norms
and values. People adapt to particular changes if these changes are in sync with already existing
cultural norms and values. Successful change is based on redefining, reinterpreting and rewriting of
cultural norms and values.

8. Models and theories of planned change

Planned and systematic change is essential element for the growth and development of an
organization. An organization development practitioner use various theories and models which
provide a framework for change process.

This section mainly focuses on following models.

 Kurt Lewin’s organizational change Model
 Burke Litwin’s model of organizational change
 Porras and Robertson’s model of Organizational Change Based on work setting Ralph Kilmann’s
Model of change

Kurt Lewin’s organizational change Model

Amongst these theories and models the oldest and the most frequently used change model is
Kurt Lewin’s three stage model. Three stages consist of unfreezing, moving and refreezing.

In unfreezing stage, an attempt is made to do away with the old behavior/ situation through lack
of confirmation and creation of guilt and readiness is created for new behavior (moving) and finally
new level of behavior is reinforced so that it become relatively permanent (Refreezing), thus results
in new personality and relationship
 Fig.1 Kurt Lewin’s three stage Model of Change

Besides this Kurt Lewin gave Force field analysis for organizational change where to change the
status quo (Stable condition) driving and restraining forces are assessed and then to change the
status quo driving forces needs to be enhanced than restraining forces or an attempt should be
made to lessen the effect of restraining forces. When both driving forces and restraining forces are
balanced then this condition is called maintenance of status quo.

Kurt Lewin’s three stage Model of Change, later on expanded into seven-stage model by Ronald
Lippitt, Jeanne Watson and Bruce Westley

“Seven stage model representing the consulting process

Phase 1 Developing a need for change.

Phase 2 Establishing the change relationship.

Phase 3 Diagnosing the client system’s problem.

Phase 4 Examining alternative routes, establishing goals and intentions of action.

Phase 5 Transforming intentions into actual change efforts.

Phase 6 Stabilizing change.

Phase 7 Achieving a terminal relationship.”

Burke Litwin’s model of Organization change

Warner Burke and George Litwin in their model of individual and organizational performance
emphasized on First Order Change and Second Order Change.

First order change (Evolutionary, adaptive, incremental, or continuous change) happens when
some features of the organization change leads to transactional change and change in
Organizational climate. OD interventions directed towards structure, management practices, and
systems (policies & procedures) result in first order change.

Second order change (revolutionary Radical, discontinuous change) takes place when the
organization undergoes certain fundamental changes which leads to transformational change and
change in organizational culture .OD interventions directed towards mission and strategy,
leadership, and organization culture result in second order change.
 Ralph Kilmann’s Model of change

A total systems change model focusing on five sequential stages & critical leverage points (tracks)
is mentioned in Ralph Kilmann’s Book ‘Managing Beyond the Quick Fix’. These five stages are:

1. Initiating the program: securing commitment from the top management

2. Diagnosing the problem: thorough analysis of the problems & opportunities facing the organization
3. Scheduling the ‘tracks’: overseeing the functioning of critical leverage points-

(a) Culture track

(b) Management skills tracks
(c) Team building track
(d) Strategy-structure track
(e) Reward system track

(a) Culture track: encourages trust, communication, information sharing & willingness to change
among members

(b) Management skills tracks: provides new ways of dealing with complex problems

(c) Team building track instills the new culture & state of the updated management skills into
each work unit to deal with complex problems

(d) strategy-structure track: develops fresh or modified strategic plan & then synchronises
divisions, depts, work groups & resources with the new strategy.

(e) Reward system track: establishes performance based reward system to approve the new
culture in order to sustain new initiatives.

4. Implementing tracks

5. Evaluating the results

Jerry Porras and Robertson’s model of Organizational Change

“The current state of things at any point is the result of opposing forces.” Porras and Robertson
Model
 This model states that “OD Interventions alter features of work setting causing changes in individual
and organizational improvements.” (Porras and Robertson).
 The work setting plays a central role in this model and consists of four factors.
 Organizing arrangements 2 Social factors 3 Physical setting 4 Technology
 Organizing arrangements covers Goals, strategies, structure, policies, procedures; Social Factors
includes Culture, management style, informal networks, individual attributes; Physical Settings
comprises of Space configuration, physical ambiance and Technology factors covers Machinery,
tools, IT, job design

9. Resistance to change
 Reaction to change:

Depending upon individuals, groups and organizational norms, different reactions surfaces to the
changes. Some individuals are very insular in nature and don’t like change; in some groups some
members are proactive while others are against change and; in some organizations changes are not
welcomed hence resistance to change comes. It can come from any of the three facts viz. individual,
group and organizations. Now why people resist change, is it good and what the ways to overcome
the resistance.

Causes of Individual Resistance:

1. Fear of failure
2. Fear of unknown
3. Selective perception
4. Fear of breaking of comfort zone
5. Lack of information

Causes of Group Resistance:

1. Threat of Group friendship stakes
2. Threat to group dependency
3. Threat to group cohesion
4. Difficulty in adjusting with new group members

Causes of Organizational Resistance:

1. Change may cause structure instability
2. Change in balance of power may be threatening
3. Change in organizational culture
4. Change in management style may not be acceptable to some
5. Group norms may not favor some groups

How to Overcome Resistance:

There are many ways to overcome the resistance to change but the most effective ways are given
as following:

(1) Education and Communication:

Educating and communicating the people regarding change, change process, its consequences, its
positive impacts so that they can take it positively and counseling them about any sort of anxiety,
fear or apprehension. This method helps them in preparing them mentally and ready for the change.
As Nelson Mandela says, “Education is the most powerful weapon which you can use to change the
world.” Harold Wilson has portrayed the importance of change beautifully, in his own words, “He
who rejects change is the architect of decay. The only human institution which rejects progress is
the cemetery” and this speaks volume about educating people about change.

(2) Participation and Involvement:

 This is the second most effective way to overcome the resistance. Rather than forcing change on
people, making them part and parcel of change; taking their participation, suggestion and involving
them whole heartedly reduces their anxiety and bring a sense of ownership and belongingness to
them.

(3) Facilitation and Support:

Supporting people art every stage, helping them, counseling them that all the problems that they
are facing are natural and common to all make them feel at ease and hence will easily adapt to
change.

(4) Negotiation and Agreement:

Sometime some groups of people may have powerful resistance to change hence some another
strategy like negotiating and striking some deal with them makes the work easy e.g. perks,
incentives, promotions will be provided to those who will use new technology or new methods.

(5) Manipulation and Cooperation:

When above techniques doesn’t work then management have to opt for manipulation of
information, resources or favours to overcome the resistance. Sometimes organization may co-opt a
person who is influential in a group by giving him a desirable position to drive change. But this
option has long term ramifications.

(6) Coercion:

When none of the method work then last resort with management is coercion. It can be explicit
or implicit for e.g. threat or actual of loss of job, promotion, transfer, layoff, demotion of those
persons who come in the way of change.

10. Summary:

Change is the only constant in this world. With the passage of time, many changes have been
witnessed around us and worldwide. Similarly, organizations are daily facing many changes. To cope
up with these forces of change is the essence of change management. Changes are of many types
and there are many factors that trigger change. To survive and being competitive, organizations
need to continuously change, renew and update themselves. People resist change because as they
say “change is hard in the beginning, messy in the middle and gorgeous in the end”. To overcome
resistance, various methods are used by the management. In organizations, changes should be
planned, no doubt, sometime changes are unprecedented. Various methods and models of planned
change are discussed above. Overall people, structure, system should always be ready for change
and a learning attitude should be created in the organization so that they can easily adapt to any
sort of change. The role and commitment of top management and change agent is of paramount
importance in change management.

you can view video on General Introduction to the Course on Knowledge Society
 References
 Gibson, C. B. & Birkinshaw, J. (2004): The antecedents, consequences, and mediating role of
organizational ambidexterity. Academy of Management Journal, 47(2), 209-226.
 Lubatkin, M. H.; Simsek, Z.; Ling, Y. & Veiga, J. F. (2006): Ambidexterity and performance in small-to
medium-sized firms: The pivotal role of top management team behavioral integration . Journal of
Management 32(5), 646-672.
 Malmi, T., & Brown, D. A. (2008): Management control system as package – Opportunities,
challenges and research directions. Management Accounting Research 19(4), 287-300.
 Merchant, K. A. & Van der Stede, W. A. (2007): Management control systems: Performance
measurement, evaluation and incentives, Essex: Pearson Education Limited, 2007.
 http://study.com/academy/lesson/organizational-controls-feedforward-concurrent-feedback.html
 http://www.strategic-control.24xls.com/en106
 Kootnz & O’Donnell, Principles of Management.
 J.S. Chandan, Management Concepts and Strategies.
 Stephen P Robbins, David A Decanzo, Fundamentals of Management, 3rd Edition, Pearson
Education, 2002.
 David, F.R. (2009). Strategic Management: Concepts and Cases. 12th ed. FT Prentice Hall.
34 Marketing Management
DR.SHAFALI NAGPAL

37.1 Learning Objective

37.2 Introduction
37.3 Marketing Concept
37.4 Marketing Planning process
37.5 Need for marketing planning
37.6 Marketing Planning Process
37.7 Summary

Learning Objectives

After completing this module, you will be able to:

1. To study marketing management
2. To know about marketing mix
3. To understand marketing strategies
4. To know about 8Ps

Introduction

Marketing management facilitates the activities and functions which are involved in the
distribution of goods and services.
 According to Philip Kotler, “Marketing management is the analysis, planning, implementation and
control of programs designed to bring about desired exchanges with target markets to achieve
organizational objectives.

It relies heavily on designing the organizations offering regarding the target markets needs and
desires and using effective pricing, communication and distribution to inform, motivate and service
the market.” Marketing management is concerned with the chalking out of a specific program, after
careful analysis and forecasting of the market situations and the ultimate execution of these plans to
achieve the objectives of the organization. Further, their sales plan to a greater extent rest upon the
requirements and motives of the consumers in the market. To achieve this objective, the
organization has to pay heed to the right pricing, effective advertising and sales promotion,
distribution and stimulating the consumers through the best services.

There are five alternative concepts under which organizations design and carry out their
marketing strategies.

Marketing Concepts

Marketing is the process used to determine what products or services may be of interest to
customers and the strategy to use in sales, communications and business development (Kotler et al.
1996). The American Association of Marketing define marketing management as the process of
planning and executing the conception, pricing, promotion and distribution of ideas, goods and
services to create, exchange and satisfy individual and organizational objectives.

Marketing concepts relate to the philosophy a business use to identify and fulfil the needs of its
customers, benefiting both the customer and the company. The Same philosophy cannot result in a
gain to every business. Hence different businesses use different marketing concepts (also called
marketing management philosophies).
 1. Production Concept,
2. Product Concept,
3. Selling Concept,
4. Marketing Concept,
5. Societal Marketing Concept.

These concepts are described below;

Production Concept

The idea of production concept – “Consumers will favour products that are available and highly
affordable”. This concept is one of the oldest Marketing management orientations that guide sellers.
Companies adopting this orientation run a major risk of focusing too narrowly on their operations
and losing sight of the real objective. Most times; the production concept can lead to marketing
myopia. Management focuses on improving production and distribution efficiency.

Although; in some situations; the production concept is still a useful philosophy.

Product Concept

The product concept holds that the consumers will favour products that offer the most in quality,
performance and innovative features. Here; under this concept, Marketing strategies are focused on
making continuous product improvements. Product quality and improvement are important parts of
marketing strategies, sometimes the only part. Targeting only on the company’s products could also
lead to marketing myopia.

For example;

Suppose a company makes the best quality Floppy disk. But a customer does need a floppy disk?
She or he needs something that can be used to store the data. It can be achieved by a USB Flash
drive, SD memory cards, portable hard disks, etc. So that company should not look to make the best
floppy disk. They should focus to meet the customer’s data storage needs.

Selling Concept

The selling concept holds the idea- “consumers will not buy enough of the firm’s products unless
it undertakes a large-scale selling and promotion effort”. Here the management focuses on creating
sales transactions rather than on building long-term, profitable customer relationships.

In other words; the aim is to sell what the company makes rather than making what the market
wants. Such aggressive selling program carries very high risks. In selling concept the marketer
assumes that customers will be coaxed into buying the product will like it, if they don’t like it, they
will possibly forget their disappointment and repurchase it later. This is usually very poor and costly
assumption.

Typically the selling concept is practised with unsought goods. Unsought goods are that buyers do
not normally think of buying, such as insurance or blood donations. These industries must be good
at tracking down prospects and selling them on a product’s benefits. Selling is one part of marketing
which deals with persuading customers to buy products that are available to the seller.
Merchandising refers to the process offering a variety of products to a retail consumer in a manner
which stimulates demand.

Marketing Concept

The marketing concept holds- “achieving organizational goals depends on knowing the needs and
wants of target markets and delivering the desired satisfactions better than competitors do”. Here
marketing management takes a “customer first” approach.

Under the marketing concept, customer focus and value are the routes to achieve sales and
profits. The marketing concept is a customer-centred “sense and responds” philosophy. The job is
not to find the right customers for your product but to find the right products for your customers.

The Societal Marketing Concept

This concept holds that the organization’s task is to determine the needs, wants, and interests of
target markets and to deliver the desired satisfactions more effectively and efficiently than
competitors (this is the original Marketing Concept). Additionally, it holds that this all must be done
in a way that preserves or enhances the consumer’s and the society’s well-being.

This orientation arose as some questioned whether the Marketing Concept is an appropriate
philosophy in an age of environmental deterioration, resource shortages, explosive population
growth, world hunger and poverty, and neglected social services.

Are companies that do an excellent job of satisfying consumer wants necessarily acting in the best
long-run interests of consumers and society?

The marketing concept possibly avoids the potential conflicts among consumer wants, consumer
interests, and long-run societal welfare. For example:

The fast-food hamburger industry offers tasty but unhealthy food. The hamburgers have a high-
fat content, and the restaurants promote fries and pies, two products high in starch and fat. The
products are wrapped in convenient packaging, which leads to much waste. In satisfying consumer
wants, these restaurants may be hurting consumer health and causing environmental problems.

Holistic Marketing Concept

Holistic marketing is a new addition to the business marketing management philosophies which
considers business and all its parts as one single entity and gives a shared purpose to every activity
and person related to that business. Business, like a human body, has different parts, but it’s only
able to function properly when all those parts work together towards the same objective. Holistic
marketing concept enforces this interrelatedness and believes that a broad and integrated
perspective is essential to attain best results.
Services are radically different from products and need to be marketed very differently. So the
classical 4 P structure of the Marketing Mix (shown below) needs to be modified suitably to
incorporate the 8 Ps for services marketing, which was previously known as the 7 Ps only.

Services can range from financial services provided by the banks to technology services provided by
the IT Company or hospitality services provided by hotels and restaurants or even a blog where an
author provides a service (information presentation, interesting reading etc.) to his audience.
Services marketing are dominated by the 7 Ps of marketing namely Product, Price, Place,
Promotion, People, Process and Physical evidence.
The main focus of all the firms turned from hard selling towards Identification of customer needs,
deciding to fulfil those need and maintaining long-term relationships with customers by satisfying
their changing needs. The Marketing concept resulted in a separate marketing department in the
organization, and today we can see much organization have structured them as marketing
organization where every employee is contributing towards customer satisfaction whether or not
he’s a marketing person.

So, The marketing concept relies upon marketing research that helps in identification of
segments, their sizes, needs, target market and then by using the right ‘Marketing Mix‘, marketing
teams makes such decisions that result in customer satisfaction.

It relies heavily on designing the organizations offering regarding the target markets needs and
desires and using effective pricing, communication and distribution to inform, motivate and service
the market.” Marketing management is concerned with the chalking out of a specific program, after
careful analysis and forecasting of the market situations and the ultimate execution of these plans to
achieve the objectives of the organization. Further, their sales plan to a greater extent rest upon the
requirements and motives of the consumers in the market. To achieve this objective, the
organization has to pay heed to the right pricing, effective advertising and sales promotion,
distribution and stimulating the consumers through the best services.

Indeed, any marketing manager faced with a new product or a new challenge will recognise the
concept even if they’ve never heard the term. As a manager with some experience, one knows
already which points to pay attention to and optimise, and one does it often by instinct. As good as
experience and instinct are, it can nevertheless be helpful to quantify and study the different
elements to ensure maximum effectiveness. That’s what E. Jerome McCarthy did in 1960, proposing
a “four Ps” classification which we still use today. Using the Four Ps, marketing managers can cut
through the noise and confusion and identify which elements they must take responsibility for to
ensure business success.

As with many things invented more than 50 years ago, the Four Ps have also been updated to
reflect the needs of modern businesses. Instead of a total focus on products, the new Eight Ps are
flexible enough to include the role of customer service and adapt to businesses which sell services
instead of products.

Marketing Planning Process

 The marketing planning process five steps involve both the development of objectives and
specifications for how they will be accomplished. Below we outline these five basic steps that are
key to this process.

1. Determination of Organizational Objective

The basic objectives, or goals, of the organization, are the starting point for marketing planning.
They serve as the foundation from which marketing objectives and plans are built. These objectives
provide direction for all phases of the organization and serve as standards for evaluating
performance. Soundly conceived goals should be S.M.A.R.T – specific, measurable, attainable,
realistic and time-specific.

2. Assessing Organizational Resources

Planning strategies are influenced by some factors both within and outside the organization.
Organizational resources include capabilities in production, marketing, finance, technology, and
personnel. By evaluating these resources, organizations can pinpoint their strengths and
weaknesses. Strengths help organizations set objectives, develop plans for meeting objectives, and
take advantage of marketing opportunities. Resource weaknesses, on the other hand, may inhibit an
organization from taking advantage of marketing opportunities.

3. Evaluating Risks and Opportunities

Environmental factors – competitive, political, legal, economic, technological and social – also
influence marketing opportunities. The emergence of new technologies or innovations may open
new opportunities for under-marketed products. The marketing environment may also pose threats
to marketing opportunities. For example, a new genetically engineered drug may be developed with
the potential to become a $1 billion-a-year product. But a government agency may delay requests to
market the drug due to regulations.

4. Marketing Strategy

The net result of opportunity analysis is the formulation of marketing objectives designed to
achieve overall organizational objectives and develop a marketing plan. The marketing planning
effort must be directed toward establishing marketing strategies that are resource efficient, flexible,
and adaptable. The marketing strategy is the overall company program for selecting a particular
target market and then satisfying consumers in that segment.

5. Implementing and Monitoring Marketing Plans

The overall strategic marketing plan serves as the basis for a series of operating plans necessary
to move the organisation toward the accomplishment of its objectives. At every step of the
marketing planning process, marketing managers use feedback to monitor and adapt strategies
when actual performance fails to match expectations.

Need of Marketing Planning Process

 The marketing planning process is intended to decide where you want to see your business in
future. It decides how you want to target your consumer and its segmentation. It involves the
rational and absolute thinking about the marketing strategies of your business. Making proper
documentation of your strategies is an integral part of planning process. It is the need of the time to
properly plan your marketing activities and implement it in the right direction for the survival of
your product in the market. In today’s market of intense competition, without proper extended and
solid planning process you can’t take success in the market. Marketing planning process makes it
essential for the managers to contribute some of their time towards thinking about the company’s
resources and the opportunities that may gain by effectively utilizing those resources. In today’s era
of rapid digital marketing, it is necessary to focus on a proper marketing planning process to cover
the maximum of the market. By applying a proper plan, we can avoid the risk of failure of the
product and can satisfy and fulfil the needs of the target consumers easily.

You can upgrade your sales volume and growth by choosing right marketing plan for your
business. This planning process involves the specifications that how marketing objectives are to be
attained. The marketing planning process structure discussed above can further be elaborated.

Marketing Planning Process Steps

The steps of marketing planning process we are going to discuss almost remains the same for
each kind of business with little amendments according to the scenario,

1. The first step involves developing the action plan

Make vision and set your goals According to mission statement Company objectives Before
moving towards the other steps of planning strategy and implementing it, the first and for most
need to make your product successful, is to make a keen observation of the company’s objective. So
the most prior stage of marketing planning process is to set your goals that where you want to
reach. You should know your ultimate destination, your company’s vision for your product that who
you are and where you expect to reach. In the first step of the planning process, you should carefully
understand the company’s mission.

2. Analyze your present situation by

By analyzing and auditing market SWOT Analysis

The second step of marketing planning process includes the overview and examination of your
present condition. It is a part of the strategic and long-term planning process to see your current
position, your resources and view the market in which you are moving. Layout your resources,
evaluate them along with evaluating other external and internal factors. Determine the
environmental risks and favours attach with the launching of your product. Audit the market, target
it and make their segments with the help of your resources to better penetrate your product. Do
SWOT Analysis of your business in which there are different internal and external factors
considered. This is the best approach for viewing and analyzing your current situation. Make an
inside look at your strengths and weaknesses and the other aspects affecting them.

Make an inside view of your company that whether you understand your consumer’s need, know
whom you are targeting, make the market research to know about your competitors and to know
 about the fact that what consumer needs are fulfilled and what are the depreciation in them and
how these needs changes with the passage of time.

In the Marketing planning process, while analyzing your present situation, you have to consider
few external factors that have a direct link with the internal contingencies and the performance of
the company. These external components that directly influence the internal components and the
position of the business, which are the political scenario, legal aspects, and the competition of
market in which you are moving, the culture, economy and the other demographics.

3. Developing Marketing Strategy

 Marketing mix
 Creating marketing strategy and objectives Communication means & vehicles
 Analyze alternative methods and procedures for marketing available

This stage of Marketing Planning process involves making of marketing objectives and marketing
strategies to accomplish the overall company’s objective. This step includes analyzing all the
marketing tactics available for the best promotion of the product.

This phase will help you to make a selection of different marketing strategies and will help you to
identify what tactics you can apply to approach your target market. This part of planning will guide
you towards the market segment you opt to reach, will also direct you that how you have to reach
your desired segment by opting the right communication mode and how you want to position your
product. So by properly incorporating the marketing efforts of all the prominent marketers
like Kotler (focusing marketing mix) Porter (five forces model) and Ansoff (matrix worksheet for
reducing the risk of failure) you can make a single marketing report in which you can analyze that
how you have to market your product and which vehicle to use for its promotion. How can you
nourish you target customers? Using the components of the marketing mix is the whole part of the
formulation of the marketing strategy to gain the strong competitive advantage. Depending on the
core competencies of the firm you decide whether you want to get the first mover advantage or
have to adopt some other strategy and how to direct your marketing efforts to approach your target
consumers.

4. Employing, Executing and Evaluating the Planning Process

Make budget

Allocate resources & implement Monitoring & Overview

This is the milestone of any planning process because it includes the operational level activities. In
this stage, you have to allocate your resources, make a budget for the implementation of the above-
discussed strategies and make the action plans. You have to consistently monitor and overview you
marketing plan based on the customer’s opinion and feedback. So make a regular review of your
promotional plan.

For Example

Macdonald is the best example of generating the right marketing planning process for its product
which helps business to be on the prosperous track. So the marketing planning process is the key
 towards the accomplishment of the other policies and procedures of your business and should be
considered of utmost importance.

Summary:

In this module we have studied through different definitions that Marketing management
facilitates the activities and functions which are involved in the distribution of goods and services.

you can view video on Marketing Management

References
 http://www.business-standard.com/india/index2.php http://economictimes.indiatimes.com/
 http://www.bsmotoring.com/
 www.businessstandard.com/bsonline/disclaimer.php www.newsgator.com/business/default.aspx
 www.theiabm.org/ads/Banners/14.htm
 http://www.smartinvestor.in/
 Stephen P Robbins, David A Decanzo, Fundamentals of Management, 3rd Edition, Pearson
Education, 2002.
 Kotler, P. (1991). Marketing Management. 7th ed. Prentice-Hall
 David, F.R. (2009). Strategic Management: Concepts and Cases. 12th ed. FT Prentice Hall.
35 Management Information System
DR.SHAFALI NAGPAL

37.1 Learning Objective

37.2 Introduction
37.3 Origin and Evolution
37.4 Concept and Need of MIS
37.5 Components of MIS
37.6 Types of MIS
37.7 Advantages and Disadvantages
37.8 Role and Impact of MIS
37.9 Summary

1.1 Learning Objectives

After completing this module, you will be able to:

1. To know about MIS
2. To know the process of MIS
3. To understand the applications of MIS

Introduction

MIS is the use of information technology, people, and business processes to record, store and
process data to produce information that decision makers can use to make day to day decisions. MIS
is not new; only the computerization is new before computers MIS techniques existed to supply
managers with the information that would permit them to plan and control business operations.
The computer has added on more dimensions such as speed, accuracy and increased volume of data
that permit the consideration of more alternatives in the decision-making process.

Management information system is an integrated set of component or entities that interact to

achieve a particular function, objective or goal. Therefore it is a computer-based system that
provides information for decision-making in planning, organizing and controlling the operation of
the sub-system of the firm and provides a synergistic organization in the process.

ORIGINS AND EVOLUTION

The MIS represents the electronic automation of several different kinds of counting, tallying,
record-keeping, and accounting techniques of which the by far oldest, of course, was the ledger on
which the business owner kept track of his or her business. Automation emerged in the 1880s in the
form of tabulating cards which could be sorted and counted. These were the punch-cards still
remembered by many: they captured elements of information keyed in on punch-card machines;
the cards were then processed by other machines some of which could print out results of tallies.
Each card was the equivalent of what today would be called a database record, with different areas
on the card treated as fields. World-famous IBM had its start in 1911; it was then called Computing-
Tabulating-Recording Company. Before IBM there was C-T-R. Punch cards were used to keep time
records and to record weights at scales. The U.S. Census used such cards to record and to
manipulate its data as well. When the first computers emerged after World War II, punch-card
systems were used both as their front end (feeding them data and programs) and as their output
(computers cut cards and other machines printed from these). Card systems did not entirely
disappear until the 1970s. They were ultimately replaced by magnetic storage media (tapes and
disks). Computers using such storage media speeded up tallying; the computer introduced
calculating functions. MIS developed as the most crucial accounting functions became
computerized.

Waves of innovation spread the fundamental virtues of coherent information systems across all
corporate functions and to all sizes of businesses in the 1970s, 80s, and 90s. Within companies
major functional areas developed their own MIS capabilities; often these were not yet connected:
engineering, manufacturing, and inventory systems developed side by side sometimes running on
specialized hardware. Personal computers (“micros,” PCs) appeared in the 70s and spread widely in
the 80s. Some of these were used as free-standing “seeds” of MIS systems serving sales, marketing,
and personnel systems, with summarized data from them transferred to the “mainframe.” In the
1980s networked PCs appeared and developed into powerful systems in their right in the 1990s in
many companies displacing midsized and small computers. Equipped with powerful database
engines, such networks were in turn organized for MIS purposes. Simultaneously, in the 90s, the
World Wide Web came of age, morphed into the Internet with a visual interface, connecting all sorts
of systems to one another.

Concept

Information isn’t worth much if it doesn’t serve a purpose. MIS students learn how businesses
use the information to improve the company’s operations. Students also learn how to manage
various information systems so that they best serve the needs of managers, staff and customers.
MIS students learn how to create systems for finding and storing data, and they learn about
computer databases, networks, computer security, and lots more. The component of an information
system includes: a hardware which is used for input/output process and storage of data, software
used to process data and also to instruct the hand-ware component, databases which is the location
in the system where all the organization data will be automated and procedures which is a set of
documents that explain the structure of that management information system.

There are various driving factors of management information system for example-Technological
revolutions in all sectors make new managers need to have access to a large amount of particular
information for the complex tasks and decisions.

The lifespan of most product has continued getting shorter and shorter, and therefore the
challenge to the manager is to design product that will take a longer shelf life, and in order to do
this, the manager must be able to keep abreast of the factors that influence the organization
product and services thus, management information system comes in handy in supporting the
process.

There is a huge amount of information available to today’s manager, and this had, therefore,
meant that managers are increasingly relying on management information system to access the
exploding information. Management information services help the manager to access relevant,
accurate, up-to-date information which is the more sure way of making accurate decisions. It also
helps in automation and incorporation of research and management science techniques into the
overall management information system for example probability theory. The management
information services are capable of taking advantage of the computational ability of the company
like processing, storage capacity among others. Based on this relevancy, management information
system should be installed and upgraded in various organizations since today’s managers need them
to access information for managerial decision making and also management functions.

MIS is the acronym for Management Information Systems. In a nutshell, MIS is a collection of
systems, hardware, procedures and people that all work together to process, store, and produce
information that is useful to the organization.

The need for MIS

MIS brings into play what we know as Hawthorne Effect to ensure that the administrative
machinery does not get away with negligence of duty by creating a platform for the monitoring of
the handling of those jobs and responsibilities; and more than that it provides space to build a
robust database on issues concerning law and order and security that serve as institutional memory
for better planning to cope with the challenges on these fronts. The second theory is known as
‘Management process’ is the widest spread approach to management. Under this management is
defined regarding what managers do. According to this, management performs the functions of
planning, organizing, staffing, directing and controlling.

The following are some of the justifications for having an MIS system

Decision makers need information to make effective decisions. Management Information

Systems (MIS) make this possible.

MIS systems facilitate communication within and outside the organization – employees within
the organization can easily access the required information for the day to day operations. Facilitates
such as Short Message Service (SMS) & Email make it possible to communicate with customers and
suppliers from within the MIS system that an organization is using.

Record keeping – management information systems record all business transactions of an

organization and provide a reference point for the transactions.

Components of MIS

It means the application of scientific method and quantitative analysis techniques (or Operations
Research Techniques) to management problems. The use of management science methods
emphasizes the use of the systematic approach to problem solving and application of scientific
method to the investigation. It utilizes mathematical and statistical procedures for analysing
problems. Finally, it aims at achieving an optimal decision.

Management techniques were incorporated in the MIS design to make quantitative and analytical
information available to the users of MIS. The information system so designed promoted
quantitative information and procedures, to facilitate model building for plans and activities and to
simulate the real situations even before they occur.

The major components of a typical management information system are;

People – people who use the information system

Data – the data that the information system records
Business Procedures – procedures put in place on how to record, store and analyze
data Hardware – these include servers, workstations, networking equipment, printers, etc.
Software – these are programs used to handle the data. These include programs such as
spreadsheet programs, database software, etc.

Types of Information Systems

The type of information system that a user uses depends on their level of an organization. The
following diagram shows the three major levels of users in an organization and the type of
information system that they use.

Transaction Processing Systems (TPS)

 This type of information system is used to record the day to day transactions of business. An
example of a Transaction Processing System is a Point of Sale (POS) system. A POS system is used to
record the daily sales.

Management Information Systems (MIS)

Management Information Systems are used to guide tactic managers to make semi-structured
decisions. The output from the transaction processing system is used as input to the MIS system.

Decision Support Systems (DSS)

Decision support systems are used by top-level managers to make semi-structured decisions. The
output from the Management Information System is used as input to the decision support
system.DSS systems also get data input from external sources such as current market forces,
competition, etc.

Manual Information Systems VS Computerized Information Systems (MIS)

Data is the bloodstream of any business entity. Everyone in an organization needs information to
make decisions. An information system is an organized way of recording, storing data, and retrieving
information.

In this section, we will look at manual information systems vs computerized information systems.

Manual Information System

A manual information system does not use any computerized devices. The recording, storing and
retrieving of data is done manually by the people, who are responsible for the information system.

The following are the major components of a manual information system

People –people are the recipients of information system

Business Procedures –these are measures put in place that define the rules for processing data,
storing it, analyzing it and producing information
Data –these are the recorded day to day transactions
Filing system – this is an organized way of storing information
 Reports –the reports are generated after manually analyzing the data from the filing system and
compiling it.
Advantages and Disadvantages of a computerized information system (MIS) The following are
some of the disadvantages of a computerized information system.

Advantages:

The following are the advantages of computerized information systems

Fast data processing and information retrieval – this is one of the biggest advantages of a
computerized information system. It processes data and retrieves information at a faster rate. This
leads to improved client/customer service

Improved data accuracy – easy to implement data validation and verification checks in a
computerized system compared to a manual system.

Improved security – in addition to restricting access to the database server, the computerized
information system can implement other security controls such as user’s authentication, biometric
authentication systems, access rights control, etc.

Reduced data duplication – database systems are designed in such a way that minimized
duplication of data. This means updating data in one department automatically makes it available to
the other departments

Improved backup systems – with modern day technology, backups can be stored in the cloud
which makes it easy to recover the data if something happened to the hardware and software used
to store the data

Easy access to information – most business executives need to travel and still be able to make a
decision based on the information. The web and Mobile technologies make accessing data from
anywhere possible.

Disadvantages:

It is expensive to set up and configure – the organization has to buy hardware and the required
software to run the information system. In addition to that, business procedures will need to be
revised, and the staff will need to be trained on how to use the computerized information system.

Heavy reliance on technology – if something happens to the hardware or software that makes it
stop functioning, then the information cannot be accessed by the required hardware or software
has been replaced.

Risk of fraud – if proper controls and checks are not in place, an intruder can post unauthorized
transactions such as an invoice for goods that were never delivered, etc.

ROLE OF MANAGEMENT INFORMATION SYSTEM

 The role of the MIS in an organization can be compared to the role of the heart in the body. The
information is the blood and MIS are the heart. In the body, the heart plays the role of supplying
pure blood to all the elements of the body including the brain. The heart works faster and supplies
more blood when needed. It regulates and controls the incoming impure blood, processed it and
sends it to the destination in quantity needed. It fulfils the needs of blood supply to the human body
in the normal course and also in crisis.

The MIS plays the same role in the organization. The system ensures that appropriate data is
collected from the various sources, processed and send further to all the needy destinations. The
system is expected to fulfil the information needs of an individual, a group of individuals, the
management functionaries: the managers and top management.

Here are some of the important roles of the MIS:

The MIS helps in strategic planning, management control, operational control and transaction
processing. The MIS helps in the clerical person in the transaction processing and answers the
queries on the data about the transaction, the status of a particular record and reference on a
variety of documents.

The MIS helps the middle management in short-term planning, target setting and controlling the
business functions. It is supported by the use of the management tools of planning and control.

The MIS plays the role of information generation, communication, problem identification and
helps in the process of decision-making. The MIS, therefore, plays a vital role in the management,
administration and operation of an organization.

The MIS helps the top level management in goal setting, strategic planning and evolving the
business plans and their implementation.

The role of the management information system (MIS) manager is to focus on the organization’s
information and technology systems. The MIS manager typically analyzes business problems and
then designs and maintains computer applications to solve the organization’s problems.
Management information system, or MIS, broadly refers to a computer-based system that provides
managers with the tools to organize, evaluate and efficiently manage departments within an
organization. To provide past, present and prediction information, a management information
system can include software that helps in decision-making, data resources such as databases, the
hardware resources of a system, decision support systems, people management and project
management applications, and any electronic processes that enable the department to run
efficiently.

IMPACT OF THE MANAGEMENT INFORMATION SYSTEM

MIS plays a significant role in the organization; it creates an impact on the organization’s
functions, performance and productivity.

The impact of MIS on the functions is in its management with a good MIS supports the
management of marketing, finance, production and personnel become more efficient. The tracking
 and monitoring of the functional targets become easy. The functional managers are informed about
the progress, achievements and shortfalls in the activity and the targets.

The manager is kept alert by providing certain information indicating and probable trends in the
various aspects of the business. This helps in forecasting and long-term perspective planning. The
manager’s attention is brought to a situation which is expected in nature, inducing him to take
action or a decision in the matter.

Disciplined information reporting system creates structure database and a knowledge base for all
the people in the organization. The information is available in such a form that it can be used
straight away by blending and analysis, saving the manager’s valuable time.

The MIS creates another impact in the organization which relates to the understanding of the
business itself. The MIS begins with the definition of data, entity and its attributes. It uses a
dictionary of data, entity and attributes, respectively, designed for information generation in the
organization. Since all the information systems use the dictionary, there is a common understanding
of terms and terminology in the organization bringing clarity in the communication and a similar
understanding of an event in the organization.

The MIS calls for a systematization of the business operations for an effective system design. This
leads to streaming of the operations which complicates the system design. It improves the
administration of the business by bringing a discipline in its operations as everybody is required to
follow and use systems and procedures. This process brings a high degree of professionalism in the
business operations.
Summary:
It goes without saying that all managerial functions are performed through decision-making; for
taking a rational decision, timely and reliable information is essential and is procured through a
logical and well-structured method of information collecting, processing and disseminating to
decision makers. Such a method in the field of management is widely known as MIS. It plays a
significant role in the organization; it creates an impact on the organization’s functions, performance
and productivity. People, Data, Business procedure, hardware, software are the components which
are managed either manually or through computerized system. In computerized MIS manager
typically analyzes business problems and then designs and maintains computer applications to solve
the organization’s problems.

you can view video on Management Information System

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