The management of innovation / Tom Burns and G. M. Stalker.
By: Burns, Tom.
Contributor(s): Stalker, G. M. (George Macpherson).
Material type: BookSeries: Social science paperbacks ; 6.Publisher: [London] : Tavistock Pubns, 1966Description: xxii, 269 p. ; 24 cm. + pbk.ISBN: 042272050X .Subject(s): Technological innovations | Electronic industries -- Great Britain | Industrial managementDDC classification: 658Item type | Current library | Call number | Copy number | Status | Date due | Barcode | Item holds |
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General Lending | MTU Bishopstown Library Store Item | 658 (Browse shelf(Opens below)) | 1 | Available | 00044020 | ||
General Lending | MTU Bishopstown Library Store Item | 658 (Browse shelf(Opens below)) | 1 | Available | 00020317 |
Enhanced descriptions from Syndetics:
First published in 1961, The Management of Innovation is a business classic: one of the most influential books about business organizations ever published. Challenging the received wisdom that there is "one best way" to manage, it sounded the death knell of classical management theory andprovided something lasting in its place: a way of looking at organizations that allowed for different contexts, different markets, and different rates of technological change. The book's famous typology of organizations as mechanistic vs. organic has proved timeless, as relevant today as more thanthirty years ago. This edition includes a new preface by Tom Burns that situates the work in its historical and current contexts and offers his reflections, years later, on the ideas that changed the way people thought about organizations.
Bibliography: p. 263-266.
Introduction -- The organization of innovation -- The development of the electronics industry, and the Scottish council's scheme -- The market context -- Management structures and systems -- Mechanistic and organic systems of management -- Working organization, political system, and status structure within the concern -- The laboratory and the workshop -- Industrial scientists and managers: problems of power and of status -- The men at the top -- The shaping of work relationships -- Codes of practice in management conduct