1st Edition

The Management Survival Manual for Engineers



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ISBN 9780849326837
Published May 20, 1998 by CRC Press
176 Pages

USD $99.95

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Book Description

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