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,
