Katz | The Human Side of Managing Technological Innovation | Buch | 978-0-19-513531-2 | www.sack.de

Buch, Englisch, 752 Seiten, Format (B × H): 191 mm x 235 mm, Gewicht: 1377 g

Katz

The Human Side of Managing Technological Innovation

A Collection of Readings
2. Auflage 2003
ISBN: 978-0-19-513531-2
Verlag: Oxford University Press

A Collection of Readings

Buch, Englisch, 752 Seiten, Format (B × H): 191 mm x 235 mm, Gewicht: 1377 g

ISBN: 978-0-19-513531-2
Verlag: Oxford University Press

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.

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Autoren/Hrsg.

Katz, Ralph
Katz, Yehuda

Fachgebiete

Weitere Infos & Material

- Chapters new to this edition are in boldface.

- 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 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,

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