The Human Side of Managing Technological Innovation - Katz, Ralph

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Résumé :
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....

Sommaire:

• Chapters new to this edition are in boldface.


• I. THE MOTIVATION AND LEADERSHIP OF TECHNICAL PROFESSIONALS


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• 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: Pro...