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Management of Technology: Managing Effectively in Technology-Intensive Organizations
ISBN-13: 9780471415510 / Angielski / Twarda / 2005 / 400 str.
Management of Technology: Managing Effectively in Technology-Intensive Organizations
ISBN-13: 9780471415510 / Angielski / Twarda / 2005 / 400 str.
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* Presents assessment methods for organization and management processes.
* Provides special tools and techniques for managing and organizing R&D, new product, and project-oriented challenges.
* Includes real-world case studies.
Preface.
1 Challenges of Managing in High–Technology.
1.1 Managing in Today s High–Tech Business Environment.
1.2 MoT Scope and Focus.
1.3 Developing a Formal Definition.
1.4 The Special Role of Engineering Management.
1.5 Global Dimensions.
1.6 Impact of Internet and e–Commerce.
1.7 Technology and Society.
1.8 Future Trends.
1.9 Summary of Key Points and Conclusions.
1.10 Critical Thinking: Questions for Discussion.
1.11 References and Additional Readings.
2 Managing in an e–Business World.
2.1 A Changing Environment.
2.2 The Unique Nature of Managing Technology–Based Businesses.
2.3 History of Managing Technology.
2.4 Forces That Drive Technology Companies Today.
2.5 Measuring Technology Content and Intensity.
2.6 Case Study: Reprogramming Amazon.
2.7 Summary of Key Points and Conclusions.
2.8 Critical Thinking: Questions for Discussion.
2.9 References and Additional Readings.
3 Organizing the High–Technology Enterprise.
3.1 Today s Business Processes Require Flexibility, Speed, and Efficiency.
3.2 Organization Designs for Technology–Based Enterprises.
3.3 Organizational Layers and Subsystems.
3.4 Organizational Choices.
3.5 Real–World Hybrids.
3.6 Understanding the Working Environment.
3.7 Summary of Key Points and Conclusions.
3.8 Critical Thinking: Questions for Discussion.
3.9 References and Additional Readings.
4 Concurrent Engineering and Integrated Product Development.
4.1 The Need for Effective Management Processes.
4.2 A Spectrum of Contemporary Management Systems.
4.3 Concurrent Engineering A Unique Project Management Concept.
4.4 Criteria for Success.
4.5 Defining the Process to the Team.
4.6 Understanding the Challenges.
4.7 Understanding the Organizational Components.
4.8 Recommendations for Effective Management.
4.9 Conclusion.
4.10 Summary of Key Points and Conclusions.
4.11 Critical Thinking: Questions for Discussion.
4.12 References and Additional Readings.
5 Managing People and Organizations.
5.1 Changing Roles of Managerial Leadership.
5.2 Motivation and Technology Performance.
5.3 Formal Models of Motivation.
5.4 Leadership in Technology.
5.5 The Power Spectrum in Technology Management.
5.6 How to Make It Work: Suggestions for Increasing Effectiveness.
5.7 Summary of Key Points and Conclusions.
5.8 Critical Thinking: Questions for Discussion.
5.9 References and Additional Readings.
6 Managing Technology–Based Projects.
6.1 Management of Technology Is Project–Oriented.
6.2 Modern Project Management: A Continuously Evolving System.
6.3 The Formal Project Management System.
6.4 Framing the Project.
6.5 Defining the Work.
6.6 Managing Time and Resources.
6.7 Defining the Project Organization.
6.8 Using Project Management Tools Properly.
6.9 A Model for Project Performance.
6.10 Summary of Key Points and Conclusions.
6.11 Critical Thinking: Questions for Discussion.
6.12 References and Additional Readings.
7 Measuring and Controlling the Work.
7.1 The Challenges of Managerial Control in Technology.
7.2 What We Know About Managerial Controls in Complex Work Environments.
7.3 Characteristics of Effective Controls.
7.4 How Do Managers Control Technology–Intensive Work?
7.5 Recommendations for Using Management Controls Effectively.
7.6 Conclusion.
7.7 Summary of Key Points and Conclusions.
7.8 Critical Thinking: Questions for Discussion.
7.9 References and Additional Readings.
Appendix: Project Complexity Metrics.
8 Project Evaluation and Selection.
8.1 Making the Right Decisions Up Front.
8.2 Quantitative Approaches to Project Evaluation and Selection.
8.3 Qualitative Approaches to Project Evaluation and Selection.
8.4 Recommendations for Effective Project Evaluation and Selection.
8.5 Summary of Key Points and Conclusions.
8.6 Critical Thinking: Questions for Discussion.
8.7 References and Additional Readings.
Appendix: Summary Description of Terms, Variables, and Abbreviations Used in This Chapter.
9 Leading Technology Teams.
9.1 Challenges of Technical Teamwork.
9.2 What We Know About Technology–Oriented Teams.
9.3 Toward Self–Direction and Virtual Teams.
9.4 Measuring Project Team Performance.
9.5 A Model for Team Building.
9.6 Building High–Performing Teams.
9.7 Recommendations for Effective Team Management.
9.8 Summary of Key Points and Conclusions.
9.9 Critical Thinking: Questions for Discussion.
9.10 References and Additional Readings.
Appendix: Field Research Summary on Team Leadership.
10 Managing R&D and Innovation.
10.1 The Need for Innovation in Business: Changes and Challenges.
10.2 What We Know About Management of Technical Innovation.
10.3 Measuring Innovative Performance.
10.4 Characteristics of an Innovative Work Environment.
10.5 Managing for Innovative Performance.
10.6 Conclusions.
10.7 Summary of Key Points and Conclusions.
10.8 Critical Thinking: Questions for Discussion.
10.9 References and Additional Readings.
Appendix: Voices from the Field: Some Applied Research.
11 Managing Environmental Quality.
11.1 New Standards and Policies toward Environmental Quality.
11.2 Importance of Cost Accountability to Environmental Quality.
11.3 The Established Environmental Cost Accounting System.
11.4 New Concepts of Environmental Quality Management in Technology Firms.
11.5 Benefits and Challenges of the New Approach.
11.6 Criteria for Managing Environmental Quality Effectively.
11.7 Conclusions.
11.8 Summary of Key Points and Conclusions.
11.9 Critical Thinking: Questions for Discussion.
11.10 References and Additional Readings.
12 Managing Risks in High Technology.
12.1 The High Stakes of Playing in Technology.
12.2 How Managers Deal with Risks Some Field Research Findings.
12.3 Criteria for Effective Risk Management.
12.4 Conclusion.
12.5 Summary of Key Points and Conclusions.
12.6 Critical Thinking: Questions for Discussion.
12.7 References and Additional Readings.
13 Developing New Business.
13.1 The Importance of New Business Development.
13.2 Proposal Solicitation.
13.3 Proposal Types and Formats.
13.4 Identifying New Business Opportunities.
13.5 Assessing New Contract Opportunities.
13.6 Writing a Winning Proposal.
13.7 Negotiating and Closing the Contract.
13.8 Recommendations to Management.
13.9 Summary of Key Points and Conclusions.
13.10 Critical Thinking: Questions for Discussion.
13.11 Reference Material and Contract Information Sources.
14 Consulting in Technology Management.
14.1 The Need for Technology Management Consultants.
14.2 Criteria for Effective Consulting Services.
14.3 A Model for High Performance.
14.4 Recommendations to Consulting Professionals.
14.5 Conclusions.
14.6 Summary of Key Points and Conclusions.
14.7 Critical Thinking: Questions for Discussion .
14.8 References and Additional Readings.
Appendix 1: Policy and Procedure Examples for Management of Technology.
Appendix 2: Professional Societies in Science, Engineering, and Technology Management.
Appendix 3: Professional Journals in Engineering and Technology Management.
Appendix 4: Professional Conferences in Engineering and Technology Management.
Appendix 5: Centers of Technology Management and Other Resources.
Index.
HANS J. THAMHAIN, PhD, is Professor of Management and Director of the Technology and Project Management Programs at Bentley College in Waltham, Massachusetts. His industrial experience includes twenty years in high–technology management positions at GTE/Verizon, General Electric, Westinghouse, and ITT. Well known for his research on project team leadership, he is the author of more than seventy research papers and five professional reference books on project and technology management. In 2000, he received the IEEE Engineering Management Society′s Engineering Manager of the Year Award.
An updated revision of the bestselling leadership book for engineering and technology managers
Knowledge of modern technology management concepts and best practices provides the foundation for effective job performance in technology–driven business environments. Management of Technology discusses cutting–edge management concepts, tools, and techniques that effectively work in today′s technology–intensive organizations.
New management tools and techniques play an increasingly important role in every organization for creating quality products, services, and content faster, cheaper, and at a higher quality. Technology crosses virtually all levels and all disciplines of an enterprise. Therefore, the principles of managing technology are relevant not only to people in the traditional engineering–scientific community, but also apply to any organization and business that must effectively deal with the application, integration, and transfer of technology. Financial institutions, government agencies, architectural firms, and healthcare providers are just a few examples of the vast array of organizations that must function effectively in technology–based environments, and therefore be able to manage technology. Specifically, this book features:
- Methods for assessing the effectiveness and performance of the organization and its management processes
- Insight into the functioning of contemporary work processes, such as concurrent engineering, design–build, integrated product development, and phase–gate processes
- Special tools and techniques for effectively managing technology–based projects, including dealing with organizational interfaces from R&D to markets
- Discussion of real–world field studies, cases, and best practices
- Emphasis on people issues, such as leadership, teamwork, communications, and commitment, throughout the book
Management of Technology is a complete reference book, invaluable for managers and professionals in technology–intensive business environments.
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