Titlebook: Managing Creativity in Science and Hi-Tech; Ronald Kay Book 2012Latest edition Springer-Verlag Berlin Heidelberg 2012 Administrative skill

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978-3-642-44140-0Springer-Verlag Berlin Heidelberg 2012

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Introduction,n the long-term competitiveness of nations and enterprises. By its very nature, Hi-Tech enterprise requires creative people with a strong technical background to manage not only research and development, but also other functions such as administration, manufacturing, marketing, and sales.

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Organizational Culture,l ambivalence—a feeling all too familiar to the conscientious manager. Conveying this element of ambivalence is an effort to encourage you, the reader, to recognize the need for personal choice in dealing with such management problems. This chapter identifies some of the principles which can help in the approach to such personal choice.

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Managing Your Own Work,This topic is motivated by two objectives: First, to identify some generally applicable management issues, of interest to both managers and non-managers. Second, to provide an opportunity to reflect upon our “intuitive” management style.

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Desired Qualifications of Managers,How do experienced managers select new managers? Are there general criteria for the selection of managers? In this chapter, we shall look at criteria for selecting people for entry-, mid-, and top-level management.

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Managing Creative People in the Hi-Tech Environment,In the preceding chapters, the management of people has appeared as a common thread. At this point, we will focus upon some specific aspects of people management: recruiting of creative people, performance evaluation, compensation, and management style.

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