LEADER 02299nam 2200421 450 001 9910148604203321 005 20220712075004.0 010 $a0-8311-9310-7 035 $a(CKB)3710000000918326 035 $a(MiAaPQ)EBC5194468 035 $a(EXLCZ)993710000000918326 100 $a20180411h20152015 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aSo you want to be an engineer? $ewhat to learn, what to expect /$fRay Floyd, Richard Spencer 210 1$aSouth Norwalk, Connecticut :$cIndustrial Press, Inc.,$d2015. 210 4$dİ2015 215 $a1 online resource (181 pages) $cillustrations 311 $a0-8311-9309-3 311 $a0-8311-3523-9 320 $aIncludes bibliographical references at the end of each chapters and index. 327 $aEngineering 101 -- Engineering specialties -- Product development -- Support team -- Military engineering -- Women in engineering -- Professional engineer -- Career path choices -- Soft skill needs : Communications 101 -- Intellectual property -- Engineering tools -- Subjects of interest -- Appendix A. Sample report format -- Appendix B. Sample presentation -- Appendix C. Sample test plan -- Appendix D. Sample test script -- Appendix E. Sample market requirements document -- Appendix F. Sample engineering specification -- Appendix G. Standards organizations -- Appendix H. Sample resume -- Appendix I. ABET programs. 330 $aThis introductory book provides students with the knowledge of what to expect and what they will learn when they enter college level engineering programs, and the skills and "street smarts" they subsequently will need on the job. Coverage includes thorough explanations of many different types of engineering programs, the course content students will need to learn, and the career opportunities within each field. 606 $aEngineering$xVocational guidance 615 0$aEngineering$xVocational guidance. 676 $a620.0023 700 $aFloyd$b Ray$01212628 702 $aSpencer$b Richard 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910148604203321 996 $aSo you want to be an engineer$92800265 997 $aUNINA LEADER 07286nam 22007094a 450 001 9910959790803321 005 20200520144314.0 010 $a9780814413104 010 $a0814413102 035 $a(CKB)1000000000001144 035 $a(OCoLC)70765243 035 $a(CaPaEBR)ebrary10005785 035 $a(SSID)ssj0000277580 035 $a(PQKBManifestationID)11195987 035 $a(PQKBTitleCode)TC0000277580 035 $a(PQKBWorkID)10234707 035 $a(PQKB)11559650 035 $a(Au-PeEL)EBL3001732 035 $a(CaPaEBR)ebr10005785 035 $a(CaONFJC)MIL928793 035 $a(CaSebORM)9780814413104 035 $a(MiAaPQ)EBC3001732 035 $a(OCoLC)960471444 035 $a(OCoLC)ocn960471444 035 $a(Perlego)728083 035 $a(FR-PaCSA)88833332 035 $a(FRCYB88833332)88833332 035 $a(EXLCZ)991000000000001144 100 $a20010510d2002 uy 0 101 0 $aeng 135 $aurunu|||||||| 181 $ctxt 182 $cc 183 $acr 200 14$aThe business of innovation $emanaging the corporate imagination for maximum results /$fRoger Bean and Russell Radford 205 $a1st edition 210 $aNew York $cAMACOM$dc2002 215 $a1 online resource (311 p.) 300 $aBibliographic Level Mode of Issuance: Monograph 311 08$a9780814406311 311 08$a0814406319 320 $aIncludes bibliographical references (p. [291]-293) and index. 327 $aCover -- CONTENTS -- PREFACE -- ACKNOWLEDGMENTS -- 1. THE STRATEGIC IMPETUS FOR INNOVATION -- The Business of Innovation -- Three Big Ideas -- Innovation Matters -- Management Matters -- Strategy Is the Key Enabler -- The Creative Process: Who Are the Innovators? -- A System of Focused Innovation -- Alignment and Innovation -- Continuous Evolution -- PART ONE: THE BUSINESS OF INNOVATION -- 2. THE MIRACLE OF SYSTEMS -- Systems Thinking -- A World of Systems -- The Importance of Interrelatedness -- Feedback Loops: The Key to Understanding Systems -- Related Disciplines -- Applying Systems Principles -- Developing a Structure for Managing Innovation -- 3. A MODEL FOR MANAGING INNOVATION -- Seeing the Challenge Clearly -- The Innovation Management Model -- Four Different Systems -- Clusters of Innovation Activity -- Combining the Model with the Clusters -- Uses of the Model -- The Context for Innovation -- 4. NURTURING INNOVATION -- Developing and Nurturing an Environment of Innovation -- Management Development -- Strategy Development -- Employee Development -- Necessity versus Opportunity -- Creating the Favorable Environment for Innovation -- 5. INNOVATION WITH A PURPOSE -- Developing the Capacity Needed for Innovation -- Strategic Focus Is Always Market Focus -- Communicating the Strategy to Employees -- Getting and Organizing Information -- In Search of Competitive Advantage -- When the Target Keeps Moving: The International Space Station Project -- 6. DEVELOPING THE CAPACITY TO INNOVATE -- Strategic vs. Tactical Innovations -- Getting the Innovations We Need -- Ten Key Areas of Innovation Opportunity -- Examining the Key Areas of Innovation Opportunity -- Developing Capability within the Innovation Management Model -- 7. CRAFTING THE INNOVATING ORGANIZATION -- What Structure Is Best? -- Organizing for an Innovative Future. 327 $aRecent Developments in Organizational Thinking -- Different Types of Organization Structure -- A Low-Tech Example of a High-Tech Challenge -- Upsetting Traditional Business -- A Hierarchy Based on Accountability Horizon -- Responsibility Based on Process Activity Clusters -- Seeing the Processes Differently -- The E-Friendly Organization Structure -- Steps in New Organization Design -- Revisiting the Innovation Management Model -- The Potential of Cost Savings -- Conclusion: Rethinking the Fundamental Structure of the Company -- PART TWO: SUPPORTING INNOVATION -- 8. INNOVATION AND ORGANIZATIONAL POLICY -- The Power of Organizational Policy -- What Is Policy? -- Sources of Policies -- Three Levels of Policy -- Supporting the Innovative Environment with Policies -- Planning Innovation -- Selecting Innovations to Pursue -- Funding Innovation -- Conclusion: Setting the Policies that Support Innovation -- 9. LEVERAGING LOGIC -- Logic, Critical Thinking, and the Scientific Method -- The Scientific Method -- Errors in Thinking -- Conclusion: Avoid Errors in Thinking to Make Better Decisions -- 10. COPING WITH SERENDIPITY -- Studying the Entire Market -- Shifting the Balance of Innovation -- When Things Unexpectedly Go Right -- More Things that Get in the Way -- How the System Handles the Unexpected -- Several Alternative Ways to Capitalize on Unexpected Innovation -- 11. MEASURING AND EVALUATING INNOVATIONS -- Evaluating the Corporate Innovation Strategy -- Evaluating Innovations -- A Framework for Evaluating Innovations -- Innovations in Evaluation -- PART THREE: LEADING INNOVATION -- 12. DEVELOPING AND IMPLEMENTING MARKET-FOCUSED INNOVATIONS -- Market-Focused Innovations -- From Idea to Launch -- Development Projects Are Projects -- Getting Ideas from the Market -- Designing the Innovation -- Teams: The Design Conundrum. 327 $aInvolving External Development Resources -- Cost: The Final Frontier -- Broadening the Innovation Target Area -- Experimentation and Prototyping -- Preparing for the Physical Launch -- 13. EXPLOITING MARKET-FOCUSED INNOVATIONS -- What Is Exploitation? -- What Does It Take to Exploit Success? -- 14. BRIDGING THE GAP BETWEEN THE OLD AND THE NEW ECONOMIES -- What Business Model? -- Organizing for E-Innovation -- Outsourcing Innovation -- Challenges for Innovative Organizations -- CONCLUSION -- 15. TOWARD THE FUTURE -- Breaking Paradigms -- Understanding the White Space -- Service Innovation -- Social Innovation -- Technological Innovation -- Scientific Innovation -- Conclusion: Innovation as the Life Force of the Organization -- BIBLIOGRAPHY -- INDEX -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- X. 330 $aThis is a guide to building innovative, creativity-rich organizations through astute and skillful management. Whatever the end goal, this book provides a systematic process for managing focused, usable innovation - without the micro-managing that can stifle creativity. With examples from McDonald's, Toyota, Palm (Pilot), 3M, Sony, Singapore Airlines and others, this model helps managers and executives: nurture an environment of innovation; support market-focused innovation through effective policies; gather expert feedback to properly evaluate innovations; develop and launch innovations successfully; and project future trends and developments. 606 $aKnowledge management 606 $aOrganizational change 606 $aIntellectual capital 615 0$aKnowledge management. 615 0$aOrganizational change. 615 0$aIntellectual capital. 676 $a658.4/06 700 $aBean$b Roger$f1946-$01795184 701 $aRadford$b Russell W$0729165 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910959790803321 996 $aThe business of innovation$94336283 997 $aUNINA