TITLE : TECHNICAL MANAGER'S SURVIVAL BOOK, THE.

 
CONTENTS
 
PREFACE
 
INTRODUCTION: TECHNICAL MANAGEMENT AND WHAT IT'S ALL ABOUT
Unique Problems of Teehnical Management 3
People and Irrationality 4
Defining the Terms 7
Definition: The Organization's Environment 8
Definition: The Organization's People 9
The Teehnical Manager and His Coneerns 11
Praeticing Management as a Professional 14
Summary and Review 16
Case Study: The Case of the Quality Program 17
Suggested Answers to Case Questions 20
Referenees 22
Further Readings 22
 
1 THE MANAGER
Case Study: The Case of the Ordinary Day 25
A Quiek Review of Some Major Points 28
Learning How to Learn 29
Modifying Theory: How to Make Deeisions 32
Whieh Management Models Do We Choose? 36
Using Models: Advantages and Disadvantages 37
Seleeting Our First Management Models 38
Which Management Model? Situational Strategy 40
The Manager as the lndependent Variable 41
Theory Classifieation: Deseriptive and Preseriptive 41
Deseriptive Theory: Deeision Making 42
Preseriptive Theory: Decision Making by Absorbing Uneertainty 48
Summary 55
Suggested Answers to Case Questions 56
References 57
Further Readings 58
 
2 THE MODEL
Case Study: The Case of the Reluctant Organization 59
Introduction and Review 62
The Manager in the Situation 62
Do We Even Need a Theory? Challenge and Response 65
The Situation 66
Perfect and Not-So-Perfect Models 68
The System and Changes 70
The Changes and Time 72
Model Components 73
Repetitive and Nonrepetitive Decisions 79
Summary 84
Suggested Answers to Case Questions 85
References 86
Further Readings 87
 
3 PEOPLE
Case Study: The Case of the Disinterested Designer 91
Review: The Model 94
Why People Are the Most Independent Component 95
Why People Are Also the Most Important Component 96
Motivation and Behavior 99
Understanding Motivation: Ideas and Concepts 100
Working Croups 106
The Individual 118
Expectancy Theory: Prescription for Motivation 135
The Design 137
The Cafeteria Approach 138
Summary 141
Suggested Answers to Case Questions 142
References 143
Further Readings 146
 
4 STRUCTURE
Case Study: The Case of the Inadequate Turbine 147
Review 150
Structure: Introduction and Definitions 152
General Classifications of Formal Structures 157
Universal Models: Is There a Best Way to Organize? 159
Situational-Contingency Theory: The Uncertainty of It All 168
The Technical Department: Organizational Prescriptions 177
Functions and Projects 178
Summary 208
Suggested Answers to Case Questions 210
Case Study: The Case of the Rigid Structure of Corvis Manufacturing
212
Suggested Answers to Case Questions 214
References 214
Further Readings 216
 
5 TECHNOLOGY
Case Study: The Case of the Pregnant Computer 219
Review and Introduction 221
Technology-Inputs and Outputs 223
Some Historical Roots 224
Technology and Structure: Improving Modern Organizations 226
Tests in Organic Firms: The Results 234
Review of Organizational Models and Technology 239
How Does the Computer Change the Organization? 240
Mechanistic into Organic Structures 243
The Real Mechanistic Structure 245
The Computer and Technology 247
Computer Applications in Managing 250
Changes in Resources 251
The Work Force 252
Summary 254
Suggested Answers to Case Questions 254
References 255
Further Readings 256
 
6 INFORMATION SYSTEMS	
Case Study: The Case of the Confused Manager 261
Review 263
What are Information Systems? 265
Aecounting Systems and Teehnical Management 265
Budgeting and Responsibility 267
Background: Designing the Information System 269
Environment 270
Communications System 271
Detailed System Design Parameters 271
The Forecasting Loop 274
The Reporting Loop 276
The Management Control Loop 282
The Application of the Design 283
Summary 288
Suggested Answers to Case Questions 289
References 290
Further Readings 290
 
7 LEADERSHIP	
Case Study: The Case of the Expert Group Leader 291
Review 294
Definitions of Leadership 294
Description of Universal Models 295
Advantages of Universal Models 299
Disadvantages of Universal Models 299
Description of Situational Models 300
Advantages of Situational Models 307
Disadvantages of Situational Models 308
Prescriptions: Technical Operations Leadership 309
After Diagnosis, the Training 315
Summary 317
Suggested Answers to Case Questions 318
References 319
Further Readings 321
 
8 GETTING THINGS CHANGED	
Case Study: The Case of Heisenberg the Uncertain 323
Major Change: How to Initiate or Respond to It 326
The Knowledge Worker: Attitudes and Acceptance 330
Strategic Change 332
The Optimum Fit: What Does It Really Mean? 334
Organizational Culture 336
How to Get There: Equifinality 339
Some Methods for Beginning Implementation of Change 341
Formal Training: What It Is Supposed to Do and What It Really Does 344
Informal Training: Counseling 346
Getting Your Ideas Across 347
Summary 349
Suggested Answers to Case Questions 350
References 350
Further Readings 351
 
9 SPECULATIONS OF FUTURE USES
Review 353
Not Limiting Equifinality 353
Bilateral Model of the Technical Function 54
Measuring the Amount 355
Speculations 356
Case Study: The Case of Senor Payroll 357
 
INDEX