The Human Side of Managing Technological Innovation: A Collection of Readings
Lingua: inglese
Editore: Oxford University Press, 2003
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Da: Wonder Book, Frederick, MD, U.S.A.Wonder Book
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Very Good condition. 2nd edition. A copy that may have a few cosmetic defects. May also contain light spine creasing or a few markings such as an owner's name, short gifter's inscription or light stamp.
Codice articolo L10K-02700
- Titolo
- The Human Side of Managing Technological Innovation: A Collection of Readings
- Autore
- Katz, Ralph
- Editore
- Oxford University Press
- Anno di pubblicazione
- 2003
- Condizione
- Very Good
- Rilegatura
- Brossura
- Lingua
- inglese
- ISBN 10
- 0195135318
- ISBN 13
- 9780195135312
- Edizione
- seconda edizione
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.
"Riassunto" può appartenere a un’altra edizione di questo titolo.
Contenuti
- Chapters new to this edition are in boldface.Introduction
- I. THE MOTIVATION AND LEADERSHIP OF TECHNICAL PROFESSIONALS
- The Motivation of 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 R&D 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 R&D 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 R&D Laboratories,
- 27: Ralph Katz and Michael Tushman: A Study of the Influence of Technical Gatekeeping on Project Performance and Career Outcomes in an R&D 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 R&D 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,&E,
- 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 RD&E 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 R&D and Marketing in New Product Development Projects,
- 51: Robert Cooper: Examining Some Myths about New Product "Winners,"
- 52: Clayton Christensen: The Rules of Innovation,
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