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The Management Survival Manual for EngineersBy Ronald H. Hermone
M00002680
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Although engineers receive an outstanding technical education, their success in today's organization demands knowledge of how to put that education to work. The Management Survival Manual for Engineers provides this information, creating the bridge between the world of science and the working organization. The text discusses the management of technology within the organization, the management of the engineering department, and the management of engineering projects through technical approaches and personnel aspects.
The Management Survival Manual for Engineers introduces the engineer to basic management of engineering, encouraging essential leadership and managerial philosophies. The book acts as a primary resource for engineers moving into managerial areas as opposed to technological ones. It addresses a multitude of topics, enabling the reader to grasp general concepts before addressing more specific concepts.
Topics include:
Examining the inter-organizational behavior, procedures, and policies required to work in formal organizations.
Identifying the required knowledge of leadership
Outlining the principles for effective communication skills
Determining the responsibilities of the organization and engineering manager for preparing the new engineer entering the organization
Introducing how engineering functions in the organization
Forming a basic understanding for project management
Describing the transition from new engineer to supervisor
The Management Survival Manual for Engineers emphasizes an understanding of people, the organization, and management as opposed to technology - serving engineers entering the engineering field as well as those engineers moving into project management for the first time.
Table of Contents
Managing Engineering
The Role of the Manager
Role of Engineering in the Organization's Technology
Engineering Objectives
Developing Engineering Organizational Structure
Concurrent Engineering
Selecting Engineering Projects
Project Management - Planning, Estimating, Scheduling, and Projects
Developing the Project Scope
Vision Statements
Work Breakdown Structures
Developing Time and Costs for Each Activity
Developing the Critical Path
Interrelationship of Project Objectives
Reducing the Time Required to Complete the Project
Scheduling the Project
Managing and Controlling the Project
Project Control
Bringing the Project Back on Schedule
Reducing Project Costs
Managing Scope and Technical Objectives
Post Project Reviews
Planning, Controlling, and Reporting
Communications: Sending and Receiving Information
The Basic Communication Model
Listening
Facilitating Communication
Temperament
Personal Reference Point
Their Messages
Getting Your Message Across - Results
Visualizing the Receiver
Developing the Message Mode
Effective Speaking Principles
More Important Messages
Persuading - Overcoming Resistance
Delegation
Leadership
Leadership Style Options
Choosing a Leadership Style
Requirements of Leaders
The Dilemmas of Project Managers
Action Orientation
Non-Leader - Theory X Individual - Non-Team Player
Leader - Theory Y Individual - Team Player
Conducting Project Team Meetings
The Chairperson's Role
Facilitators
Recorders
Participators
Pre-Meeting Activities
Conducting Consensus Meetings
Team Meeting Evaluation
The Facilitator's Job - How It Is Being Said
The Use of Body Language
Disruptive Meeting Attenders
Negative Meeting Communication Techniques
Constructive Meeting Techniques
Listening - The Under-Utilized Skill
Stimulating Dialogue
Naysaying - Why It Won't Work
Maintaining Momentum While the Team Develops
Getting Involvement - Developing Empowerment
Resolving Professional Differences
Sources of Conflict
Strategies for Handling Differences
Going for the Win/Win
Discipline - A Hidden Factor
The Practice of Rewarding
Developing Excellence
Rewarding the Team
Self Proficiency - Self Management - Self Actualization
Problem Causes
Emotional Resolution
Ready Aim Fire
Reasons for Not Making the Decision
Evaluating Alternatives and Making Decisions
Reducing Risk in the Decision Making Process
Implementing the Decision
Time Management - The Other Professional Determination
Managing and Supervising Engineers
The Role of the Supervisor
Frustrations of First Line Engineering Managers
Making the Transition into Management
Performance Appraisals and Reviews
Performance Problems
Dealing with a Specific Problem
Professional Orientation and Training
Appendix
10 Rules for Dealing with People
Survey Results
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Reviews
"This book can help make [the move from a technical position into a managerial role] effective and rewarding for both the new manager and the company…very enlightening and informative, with some very good guidelines…Even engineers not in a management position could benefit from the communication skills and team organizational skills taught by the author."
-IEEE Electrical Insulation Magazine, Sept/Oct 1999
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