Managing Creativity in Science and Hi-Tech

1. Introduction -- 2. Outline -- 3. Is the Management of Creative People Desirable? -- 3.1 Does Management Understand Creative People? -- 3.2 Creative People Do Not Need Management! -- 3.3 Characteristics of a Creative Hi-Tech Professional -- 3.4 Managing Creative People — Our Hypothesis -- 3.5 Creative Team Effort -- 3.6 Individual Creative Effort -- 3.7 Summary -- 4. Managing Your Own Work -- 4.1 Objectives, Activities and Results -- 4.2 Efficiency and Effectiveness -- 4.3 Dealing with the “Incompetent” Project Leader -- 4.4 Work-Habits of the Successful -- 4.5 Publications -- 4.6 Managing the Use of Time -- 4.7 Supporting Decisions -- 4.8 Summary -- 5. Desired Qualifications of Managers -- 5.1 Picking the “Best” Available -- 5.2 Qualifications of Project Manager -- 5.3 Qualifications of Department Manager -- 5.4 Qualifications of the Top-Level Manager -- 5.5 Leadership — To Lead or to Mislead -- 5.6 Summary -- 6. Managing a Project -- 6.1 The Expectations of the Project Members -- 6.2 Management Initiative -- 6.3 The Role of Estimates and Schedules -- 6.4 Communication Within the Project -- 6.5 Communication with Those Outside the Project -- 6.6 Formal Project-Tracking Schemes -- 6.7 Report Writing -- 6.8 Patents -- 6.9 Summary -- 7. Some Aspects of Managing a Department or Small Enterprise -- 7.1 Developing a Strategy -- 7.2 Elements of a Strategy -- 7.3 Developing an Operating Plan -- 7.4 The Financial Plan -- 7.5 Summary -- 8. Managing Creative People in the Hi-Tech Environment -- 8.1 Managing People I: Recruiting -- 8.2 Managing People II: Performance Evaluation -- 8.3 Managing People III: Compensation -- 8.4 Managing People IV: Women in Hi-Tech -- 8.5 Managing People V: Management Style -- 9. Evaluation of Research and Development -- 9.1 Evaluation at the Project Level -- 9.2 Evaluation at the Department Level -- 9.3 Evaluation at the Top Level -- 9.4 The Importance of Under-the-Table-Projects -- 9.5 General Observations About Project Evaluation -- 9.6 The Evaluation Process -- 9.7 Evaluation of Proposals -- 9.8 Evaluation of the R & D Function -- 9.9 Conclusions -- 9.10 Summary -- 10. Administrative Skills -- 10.1 The Art of Making Presentations -- 10.2 The Art of Conducting Meetings -- 11. Starting a New Enterprise or New Project -- 11.1 Profile of the Entrepreneur -- 11.2 The New Enterprise -- 11.3 The Business Plan -- 11.4 Financial Controls -- 11.5 Summary -- 12. Financing Creativity — The Venture Capital Industry -- 12.1 Who Are the Venture Capitalists? -- 12.2 The Venture Capital Network -- 12.3 The Risk and Reward of Venture Capital -- 12.4 Accessibility of Experienced Management -- 12.5 The Related Infrastructure -- 12.6 Evaluation of Proposals -- 12.7 The Relative Level of Venture Capital Investment -- 12.8 Summary -- 13. Organizational Culture -- 13.1 The Matter of Trust -- 13.2 Intellectual Property — Whose? -- 13.3 Expense Accounts — Judgment or Integrity? -- 13.4 Bureaucracy — A Positive Asset? -- 13.5 Social Values -- 13.6 Cultural Values -- 13.7 Respect for the Individual -- 13.8 Relevance to Creative Effort -- 13.9 Summary -- 14. What the Behavioral Sciences Have to Offer -- 14.1 Douglas McGregor — Theory X and Theory Y -- 14.2 Abraham Maslow — Hierarchy of Needs -- 14.3 Frederick Herzberg — Motivation-Hygiene Theory -- 14.4 Rensis Likert — Four Management Styles -- 14.5 Summary -- 15. Management Training Opportunities for Engineers and Scientists -- 15.1 Short Programs -- 15.2 Basis for Selection -- 15.3 Career Development Workshops -- 15.4 Full-Time Academic Training Programs -- 15.5 Summary -- 16. Recommended Further Reading -- A.1 Management Initiative -- A.2 Ranking Criteria for an R & D Function -- A.3 New Venture Staffing Plan -- References.