Ralph Katz

The Human Side of Managing Technological Innovation

A Collection of Readings
Ed. by Ralph Katz

• Broschiertes Buch

Produktbeschreibung

Designed for courses within MBA engineering and executive education programs, The Human Side of Managing Technical Information, Second Edition, provides a variety of approaches and perspectives on issues critical to the effective leadership of technical professionals and cross-functional teams throughout the innovation process.
Updated throughout, the second edition's collection of articles cover such topics as motivating professionals, measuring productivity,organizing and leading cross-functional development teams, enhancing creativity, developing human resource capabilities, and using technology as a strategic resource. These articles represent the thoughts and ideas of researchers and practitioners seeking a richer understanding of the complex interplay between the specialized knowledge and skills of creative
professionals and the realistic pressures and constraints required by successful business organizations.

Produktdetails

• Verlag: Oxford University Press
• 2nd ed.
• Seitenzahl: 752
• Erscheinungstermin: 1. Januar 2003
• Englisch
• Abmessung: 235mm x 191mm x 40mm
• Gewicht: 1377g
• ISBN-13: 9780195135312
• ISBN-10: 0195135318
• Artikelnr.: 15001985

Inhaltsangabe

* Chapters new to this edition are in boldface.
* I. THE MOTIVATION AND LEADERSHIP OF TECHNICAL PROFESSIONALS
* >R>
* 1: Ralph Katz: Motivating Professionals in Organizations,
* 2: Robert Kelley and Janet Caplan: How Bell Labs Creates Star
Performers,
* 3: Ralph Katz: Organizational Socialization and the Reduction of
Uncertainty,
* The Management of Creativity in Organizations
* 4: Albert Shapero: Managing Creative Professionals,
* 5: Russ Mitchell: How to Manage Geeks,
* 6: Min Basadur: Managing Creativity: A Japanese Model,
* 7: Charlan Jeanne Nemeth: Managing Innovation: When Less Is More,
* The Transition from Technical Specialist to Managerial Leadership
* 8: Michael Badawy: Why Managers Fail,
* 9: Tony Schwarz: "How Do You Feel?"
* 10: David Nadler and Michael Tushman: Beyond the Charismatic Leader:
Leadership and Organizational Change,
* II. THE MANAGEMENT OF INNOVATIVE GROUPS AND PROJECT TEAMS
* The Management of High Performing Technical Teams
* 11: Ralph Katz: How a Team at Digital Equipment Designed the 'Alpha'
Chip,
* 12: David Bank: The Java Saga,
* 13: Harold Leavitt and Jean Lipman-Blumen: Hot Groups,
* The Management of Crossfunctional Groups and Project Teams
* 14: Jon Katzenbach and Douglas Smith: The Discipline of Teams,
* 15: Ralph Katz: Managing Creative Performance in RandD Teams,
* Managing Organizational Roles and Structures in Project Groups
* 16: Kim Clark and Steven Wheelwright: Organizing and Leading
"Heavyweight" Development Teams,
* 17: Jeffrey Pinto and Om Kharbanda: Lessons for an Accidental
Profession,
* 18: Ralph Katz and Thomas Allen: How Project Performance is
Influenced by the Locus of Power in the RandD Mix,
* III. LEADERSHIP ROLES IN THE INNOVATION PROCESS
* Formal Problem-Solving Roles in Leading Innovation
* 19: Stefn Thomke: Enlightened Experimentation: The New Imperative for
Innovation,
* 20: Alan MacCormack: How Internet Companies Build Software,
* 21: Edward F. McDonough III and David Cedrone: Meeting the Challenge
of Global Team Management,
* Informal Critical Roles in Leading Innovation
* 22: Edward Roberts and Alan Fusfeld: Critical Functions: Needed Roles
in the Innovation Process,
* 23: Gifford Pinchot III: Innovation through Intrapreneuring,
* 24: Anthony Townsend, Samuel DeMarie, and Anthony R. Hendrickson:
Virtual Teams: Technology and the Workplace of the Future,
* IV. MANAGING KNOWLEDGE WORK WITHIN INNOVATIVE ORGANIZATIONS
* Managing Technical Communications and Technology Transfer
* 25: Thomas Allen: Distinguishing Science from Technology,
* 26: Thomas Allen: Communication Networks in RandD Laboratories,
* 27: Ralph Katz and Michael Tushman: A Study of the Influence of
Technical Gatekeeping on Project Performance and Career Outcomes in
an RandD Facilty,
* 28: Richard McDermott: Why Information Technology Inspired But Cannot
Deliver Knowledge Management,
* Managing Performance and Productivity in Technical Groups and
Organizational Settings
* 29: Dennis Sleven: Project Management,
* 30: Robert Szakonyi: Measuring RandD Effectiveness,
* 31: James Tipping, Eugene Zeffren, and Alan Fusfeld: Assessing the
Value of Your Technology,
* 32: John R. Hauser and Florian Zettelmeyer: Metrics to Evaluate
R,D,andE,
* V. MANAGING INNOVATIVE CLIMATES IN ORGANIZATIONS
* Managing Innovative Climates
* 33: Thomas Peters: A Skunkworks Tale,
* 34: David Maister: The One-Firm Firm: What Makes It Successful,
* 35: P. Ranganath Nayak and John Ketteringham: 3M's Post-it Notes: A
Managed or Accidental Innovation?
* 36: Anne Cooper Funderburg: Making Teflon Stick,
* Maintaining Innovative Climates
* 37: Lucien Rhodes: That's Easy for You to Say,
* 38: Ralph Katz and Thomas Allen: Organizational Issues in the
Introduction of New Technologies,
* 39: Richard Leifer, Gina Colarelli, and Mark Price: Implementing
Radical Innovation in Mature Firms: The Role of Hubs,
* 40: Karen Anne Zien and Sheldon A Buckler: Dreams to Market: Crafting
a Culture of Innovation,
* VI. THE MANAGEMENT OF ORGANIZATIONAL PROCESSSES FOR INNOVATION
* Decision-making Process
* 41: William Pasmore: Managing Organizational Deliberations in
Nonroutine Work,
* 42: Kathleen Eisenhardt: Speed and Strategic Choice: How Managers
Accelerate Decision Making,
* 43: Eric Kessler, Paul Bierly, and Shanthi Gopalakrishnan: Vasa
Syndrome: Insights From a 17th-Century New Product Disaster,
* Organizational Practices, Policies, and Rewards
* 44: Douglas M. McCracken: Winning the Talent War for Women,
* 45: Alan Webber: Danger: Toxic Company,
* 46: Ralph Katz and Thomas Allen: Managing Dual Ladder Systems in
RDandE Settings,
* Managing Across Functions for Rapid Product Development
* 47: Christopher Meyer: A Six-Step Framework for Becoming a
Fast-Cycle-Time Competitor,
* 48: Preston Smith and Donald Reinertsen: Shortening the Product
Development Cycle,
* 49: Gerard Tellis and Peter Golder: First to Market, First to Fail?
Real Causes of Enduring Market Leadership,
* VII. MANAGING THE INNOVATION PROCESS IN ORGANIZATIONS
* Managing the Cross-functional Relationships to Enhance New Product
Development
* 50: William Souder: Managing Relations between RandD and Marketing in
New Product Development Projects,
* 51: Robert Cooper: Examining Some Myths about New Product "Winners,"
* 52: Clayton Christensen: The Rules of Innovation,