Showing papers in "IEEE Transactions on Engineering Management in 1978"
TL;DR: In this article, the effect of organizational factors which characterize the interface between marketing and R&D, with respect to the innovation process, is explored, and several important variables which influence the quality of the interface are defined.
Abstract: Explores the effect of organizational factors which characterize the interface between marketing and R&D, with respect to the innovation process. The basic premise is that the degree of collaboration/integration between functional units, such as marketing and R&D, has a profound influence on the success/failure outcome of innovation projects in industrial settings. Several important variables which influence the quality of the R&D/marketing interface are defined. These variables are related in an overall model which identifies several actions managers can take to improve the quality of the interface.
144 citations
TL;DR: The R&D project selection model provides for three types of project interrelationships: overlap in project resource utilization, technical project interdependence, and the project interaction with respect to value contribution as mentioned in this paper.
Abstract: The R&D project selection model provides for three types of project interrelationships: overlap in project resource utilization, technical project interdependence, and the project interaction with respect to value contribution. It also provides an input structure that should help diverse people in the organization communicate their knowledge and opinions to the R&D planning process.
82 citations
TL;DR: In this article, the authors outline the attempts of a number of machinery manufacturers to import technology and technical expertise from a variety of external sources including universities, Government laboratories, and technical consultants.
Abstract: The paper outlines the attempts of a number of machinery manufacturers to import technology and technical expertise from a variety of external sources including universities, Government laboratories, and technical consultants. It shows that while the characteristics of the various donor and recipient organizations might differ greatly, the factors associated with the success or the failure of the transfer attempts are often similar. More importantly it shows in almost all the failure cases described, that with proper management they could have been transformed into successful transfers leading to successful innovations.
50 citations
TL;DR: In this paper, the authors identify a new profile for engineers' job expectations and motivational styles derived from the author's research studies and experience in this area and discuss some of the myths and misconceptions in current practices for motivating engineers.
Abstract: As a result of changes in economic, social and technological conditions, engineering managers are increasingly facing problems in motivating engineers. This, coupled with engineers' orientations and expectations to be treated as professionals, has caused considerable tensions and strains in the engineer-management relationship. This calls for changes in engineering management styles to maintain motivation and productivity. The purpose of the paper is to explore these issues. The paper identifies a new profile for engineers' job expectations and motivational styles derived from the author's research studies and experience in this area. It further discusses some of the myths and misconceptions in current practices for motivating engineers. Finally, it offers some guidelines to management for better motivation and utilization of engineering manpower.
45 citations
TL;DR: Productivity in an Air Force Research and Development (R&D) Laboratory was measured with eight separate kinds of output, an unweighted total, and a weighted total measure of output for 135 scientists/engineers.
Abstract: Productivity in an Air Force Research and Development (R&D) Laboratory was measured with eight separate kinds of output, an unweighted total, and a weighted total measure of output for 135 scientists/engineers. The relationships among productivity and several individual and organizational variables were examined.
42 citations
TL;DR: In this article, a multi-attribute utility function from two directors to quantify their preferences for multidimensional uncertain outcomes was used to aid management of a large corporation's Research and Engineering Division in planning the allocation of its budget.
Abstract: This analysis was conducted to aid management of a large corporation's Research and Engineering Division in planning the allocation of its budget among six areas of responsibility The allocation problem is complicated by multiple competing objectives and by uncertainty in the outcome corresponding to a given allocation policy These characteristics were taken into account by eliciting a multiattribute utility function from two directors to quantify their preferences for multidimensional uncertain outcomes Independence conditions verified with the two directors permitted decomposition of this function into appropriately scaled sums and products of one-dimensional utility functions, and this greatly simplified th assessment task The expectation of the multiattribute utility function was used as the objective function to be maximized in the analytical model developed The directors' judgments concerning the relationships between the allocation variables and the outcomes were quantified by assessing subjective probability distributions at fixed values of the allocation variables
40 citations
TL;DR: In this article, the relationship between information accessibility and intrinsic job satisfaction and group performance ratings is examined in eight research sections and six development sections, and positive relationships were hypothesized for each measure of information accessibility.
Abstract: The relationship between information accessibility and intrinsic job satisfaction and group performance ratings is examined in eight research sections and six development sections. Accessibility to three different types of information is considered as follows: (1) technical information generated outside the organization, (2) technical information generated inside the organization, and (3) goal-related information. Positive relationships were hypothesized for each measure of information accessibility and both satisfaction and performance. These hypotheses were supported for the two measures of internal information accessibility in development sections for both satisfaction and performance.
16 citations
TL;DR: In this article, a multiattribute value (MAV) measurement technique was used to identify a MAV function for generation expansion planning, containing attributes of: (1) the loss of peak load probability for each time period (e.g., one year) of a proposed generation system, and (2) the total discounted capital and operating costs over a planning horizon for a proposed generator system.
Abstract: Employs and demonstrates a multiattribute value (MAV) measurement technique due to Keeney and Raiffa (1976) to identify a MAV function for generation expansion planning, containing attributes of: (1) the loss of peak load probability for each time period (e.g., one year) of the planning horizon for a proposed generation system, and (2) the total discounted capital and operating costs over a planning horizon for a proposed generation system. This MAV function is developed through interaction with planning department personnel (decision maker) of a midwestern electric utility company.
8 citations
TL;DR: In this article, the authors point out that such a scheme is necessary and also show the magnitude of the required allowances and their sensitivity to the distribution of risk associated with the project.
Abstract: As project management has come of age, there has been an increasing awareness of the fact that the greater the inherent difficulty of the R&D activity, the more likely it becomes that the project will encounter cost and schedule overruns. Some authors have even gone so far as to call for `built-in' allowances for overruns. It is the purpose of this paper to point out not only that such a scheme is necessary, but also to show the magnitude of the required allowances and their sensitivity to the distribution of risk associated with the project.
6 citations
TL;DR: In this article, the authors measured productivity growth at thirty continuous steel casting plants with a universally long startup duration ranging from one to six years and found that the manufacturing progress function describes startup very well.
Abstract: Measurement of productivity growth at thirty continuous steel casting plants disclosed universally long startup duration ranging from one to six years This research finding extends the development of productivity growth measurement, which began with the aircraft learning curve forty years ago, to a significantly sized sample taken from one new machine-intensive technology The manufacturing progress function, which is the inverse technology The manufacturing progress function, which is the inverse of the learning curve, was the model used for measurement Log-log graphs of data from these thirty plants, which are located in ten countries, on four continents, provide visual evidence of regular productivity growth during startup Statistical results from linear regression of its logarithmic transformation show that the manufacturing progress function describes startup very well
5 citations
TL;DR: In this paper, the authors deal with the questions: What is the role of a research group? How should it function? What models are assumed, and who should be involved in the research process.
Abstract: Deals with the questions: What is the role of a research group? How should it function? What models are assumed?
TL;DR: In this article, a study to determine if a staggered four-day forty-hour workweek could be used to keep departments functioning seven days per week, ten hours per day, was found that, in large work crews, this would be economically beneficial to the company.
Abstract: In a study to determine if a staggered four-day forty-hour workweek could be used to keep departments functioning seven days per week, ten hours per day, it was found that, in large work crews, this would be economically beneficial to the company. Management was attempting to eliminate the additional weekend overtime by going to this method, except that in small work crews this was found to be very costly. It was concluded that each department should have its mode of operation and workweek tailored individually according to its size and type of function. This meant that a staggered four-day forty-hour workweek would be used in some departments while flexi-time and an optimum work-force mix would be used in other departments in order to make the best use of all departments under consideration.
TL;DR: In this paper, both the integrating and differentiating roles of the program staff are examined in the light of the Lawrence and Lorsch model, and the functions and responsibilities of line and staff and the roles of program review and policy analysis in the organization are also examined.
Abstract: Administrators of large, geographically dispersed, government agencies, like their industry counterparts, may periodically examine their management systems and modify them to fit the environment within which they work. The administrator of such an organization will strive to develop a management system that will give maximum efficiency of operations and still maintain maximum effectiveness. Establishment of a line and staff matrix of organizational management is one approach to maximizing efficiency and effectiveness. In the paper, both the integrating and differentiating roles of the program staff are examined in the light of the Lawrence and Lorsch model. The functions and responsibilities of line and staff and the roles of program review and policy analysis in the organization are also examined.
TL;DR: A new heuristic method, the dynamic time now procedure, appears to be less affected by the network and resource characteristics of the project, and yields significant project duration reduction, especially on projects with a heterogeneous network structure.
Abstract: Concerns the resource allocation problem in project management. Besides a review of the literature, a new heuristic method, the dynamic time now procedure, is presented. Unlike the classical heuristics, it appears to be less affected by the network and resource characteristics of the project. This yields significant project duration reduction, especially on projects with a heterogeneous network structure, as they generally are in practice. The proposed method has been used for a real-life project, the results of which are commented upon.