The Human Side of Managing Technological Innovation: A Collection of Readings

Designed For Courses Within Business, Engineering, And Executive Education Programs, The Human Side Of Managing Technological Innovation Provides A Variety Of Approaches And Perspectives On Issues Critical To The Effective Leadership Of Technical Professionals And Crossfunctional Teams Throughout The Innovation Process. The 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 Of Successful Business Organizations. Organized Into Six Sections Comprising 17 Chapters, This Text Consists Of 15 New And 36 Previously Published Articles That Cover Topics Such As Motivating Professionals, Measuring Productivity, Organizing And Leading Crossfunctional Development Teams, Enhancing Creativity, Developing Human Resource Capabilities, And Using Technology As A Strategic Resource. It Can Be Used For Advanced Undergraduate Or Graduate Courses As Well As Organizational Workshops And Seminars That Focus Primarily On How Managers, Individual Professionals, Project Teams, And Functional Groups Deal With Problems And Issues Related To The Management Of Technology-based Innovation. The Collection Can Also Be Used As A Complementary Text For Any Course That Emphasizes Product, Process, Organizational, Or Technological Innovation. I. The Management And Motivation Of Professional Performance. Motivating Your R & D Staff -- One More Time : How To Motivate Your Engineers -- The Subtle Significance Of Job Satisfaction -- Organizational Socialization And The Reduction Of Uncertainty -- Managing Creative Professionals -- How Bell Labs Creates Star Performers -- The Idea Makers -- Managing Creativity : A Japanese Model -- Assessing The Value Of Your Technology -- Measuring R & D Effectiveness -- How Good Is Our Research? -- Ii. Managing Innovative Groups And Project Teams. Building High Performing Engineering Project Teams -- How A Team At Digital Equipment Designed The 'alpha' Chip -- Hot Groups -- The Discipline Of Teams -- From Experience : Action Teams That Work -- Managing Creative Performance In R & D Teams. How Project Performance Is Influenced By The Locus Of Power In The R & D Matrix -- Organizing And Leading Heavyweight Development Teams -- Lessons For An Accidental Profession -- Iii. Management And Leadership Of Technical Professionals. Why Managers Fail -- The Hidden Side Of Leadership In Technical Team Management -- The Middle Manager As Innovator -- Beyond The Charismatic Leader : Leadership And Organizational Change -- Critical Functions : Needed Roles In The Innovation Process -- Innovation Through Intrapreneuring -- Cultural Differences In The Championing Of Global Innovation. Iv. The Management Of Professionals Within Innovative Organizations. Distinguishing Science From Technology -- Communication Networks In R & D Laboratories -- A Study Of The Influence Of Technical Gatekeeping On Project Performance And Career Outcomes In An R & D Facility -- A Skunkworks Tale -- The One-firm Firm : What Makes It Successful -- 3m's Post-it Notes : A Managed Or Accidental Innovation? -- That's Easy For You To Say -- Organizational Issues In The Introduction Of New Technologies -- Managing Improvement In Process Technology Through Episodic Windows Of Opportunity. V. The Management Of Organizational Processes. Managing Organizational Deliberations In Nonroutine Work -- Speed And Strategic Choice : How Managers Accelerate Decision Making -- Managing Performance With The Real Numbers -- Managing A Diverse Work Force : Women In Engineering -- Rethinking Rewards For Technical Employees -- Managing Dual Ladder Systems In Rd & E Settings -- A Six-step Framework For Becoming A Fast-cycle-time Competitor -- Shortening The Product Development Cycle -- The Hidden Costs Of Accelerated Product Development -- Vi. Managing Technological Innovation. Managing Relations Between R & D And Marketing In New Product Development Projects -- Engineering's Interactions With Marketing Groups In An Engineering-driven Organization -- Examining Some Myths About New Product Winners -- Product And Process Concept Development Via The Lead User Method -- Technology Maturation And Technology Substitution -- Managing Invention And Innovation : What We've Learned. Edited By Ralph Katz. Includes Bibliographical References And Index.