About the Book
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.
Table of Contents:
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,
