Developing managerial skills in engineers and scientists: succeeding as a technical manager
If you're an engineer or scientist who has suddenly been thrust into the world of management, you may find yourself thinking that managing people is more of a challenge than your former highly technical job. Veteran management consultant Michael K. Badawy couldn't agree more. He says, &quo...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York [u.a.]
Van Nostrand Reinhold
1995
|
| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | If you're an engineer or scientist who has suddenly been thrust into the world of management, you may find yourself thinking that managing people is more of a challenge than your former highly technical job. Veteran management consultant Michael K. Badawy couldn't agree more. He says, "The primary problems of engineering and R&D management are not technical - they are human." Badawy offers real help for the human side of technical management in his classic Developing Managerial Skills in Engineers and Scientists. Since 1982, thousands of technical executives, supervisors, managers, and students have turned to this classic for hands-on management techniques As a 21st century technical manager, you hold the reins to a corporation's most powerful resource - technology, the key to profitability and growth in an increasingly technological era. Using the tools in this practical management reference, you can become the kind of manager whom corporations will be battling for: an excellent manager who understands people, administrations, and technology. You'll learn how to organize, coordinate, and allocate resources while setting goals and troubleshooting. Instructive case studies of both successful and struggling technical managers clearly illustrate management do's and don'ts. You'll also find immediately applicable techniques and tips for managerial success Badawy focuses on the technical manager in action with concrete approaches that always address the specific needs of the manager. Among the topics covered are preventing managerial failure; practical mechanisms that strengthen technologists' management skills; issues in career planning and development, decision making and evaluation of engineering and R&D efforts; and strategic thinking and planning skills. Badawy's down-to-earth language and practical examples bridge the gap between theory and practice, making it a snap for both the novice and the initiated to translate theory into everyday solutions. Plus, you'll find career guidance as well as up-to-the-minute coverage of current managerial training programs. A bounty of tables, charts, and diagrams further enhance Developing Managerial Skills in Engineers and Scientists, making this volume indispensable to all those technical professionals interested in becoming 21st century managers |
| Beschreibung: | XVIII, 456 S. graph. Darst. |
| ISBN: | 0442018614 |
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| 520 | 3 | |a If you're an engineer or scientist who has suddenly been thrust into the world of management, you may find yourself thinking that managing people is more of a challenge than your former highly technical job. Veteran management consultant Michael K. Badawy couldn't agree more. He says, "The primary problems of engineering and R&D management are not technical - they are human." Badawy offers real help for the human side of technical management in his classic Developing Managerial Skills in Engineers and Scientists. Since 1982, thousands of technical executives, supervisors, managers, and students have turned to this classic for hands-on management techniques | |
| 520 | |a As a 21st century technical manager, you hold the reins to a corporation's most powerful resource - technology, the key to profitability and growth in an increasingly technological era. Using the tools in this practical management reference, you can become the kind of manager whom corporations will be battling for: an excellent manager who understands people, administrations, and technology. You'll learn how to organize, coordinate, and allocate resources while setting goals and troubleshooting. Instructive case studies of both successful and struggling technical managers clearly illustrate management do's and don'ts. You'll also find immediately applicable techniques and tips for managerial success | ||
| 520 | |a Badawy focuses on the technical manager in action with concrete approaches that always address the specific needs of the manager. Among the topics covered are preventing managerial failure; practical mechanisms that strengthen technologists' management skills; issues in career planning and development, decision making and evaluation of engineering and R&D efforts; and strategic thinking and planning skills. Badawy's down-to-earth language and practical examples bridge the gap between theory and practice, making it a snap for both the novice and the initiated to translate theory into everyday solutions. Plus, you'll find career guidance as well as up-to-the-minute coverage of current managerial training programs. A bounty of tables, charts, and diagrams further enhance Developing Managerial Skills in Engineers and Scientists, making this volume indispensable to all those technical professionals interested in becoming 21st century managers | ||
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Datensatz im Suchindex
| _version_ | 1804128359501791232 |
|---|---|
| adam_text | Contents
Preface xiil
Part I The Practice of Technical Management 1
1 Technical Management in Action 3
What Is Management? 4
What Is a Manager? 6
What Do Managers Do? 7
Supervisors Versus Managers: The Critical
Difference 11
The Nature of Managerial Work 12
How Managers Spend Their Time 13
Managers in Action: A Realistic View? 15
Management as a Science and an Art 15
The Universality of Management 16
Why Study Management? 17
Premises of This Book 18
Summary 18
References 18
Case Study 1.1 The New Engineering Manager 20
Case Study 1.2 Promoted Engineer 21
2 Preventing Managerial Failure 23
Roles and Responsibilities of Technical Managers 23
Common Problems Facing Engineering and R D
Supervisors 25
Ingredients of Managerial Competency 28
vii
viii Contents
The Managerial Skill Mix 32
Managerial Failure 35
Preventing Managerial Failure 40
Summary 44
References 44
Case Study 2.1: The Overworked Engineering Manager 46
Case Study 2.2: The Art of Delegating 47
Part II Transformation of Technologists into Managers 49
3 Issues in Career Transition 51
A Profile of How Technologists
See Themselves 51
Accomplishments and Challenges to the
Engineering Profession 57
Management as a Career Path
for Engineers and Scientists 59
Career Choices and the Transition
to Management 61
Why Technologists Switch to Management 63
The Troublesome Transition 71
Summary 79
References 79
Case Study 3.1: Ed the Engineer 81
Skill Development Exercise 84
Part III Technologies for Career Transition 85
4 Technologies for Management 87
Guidelines for Management 88
Career Planning and Employee Development (CPED):
An Action Plan 108
Summary 120
References 121
Case Study 4.1: The Newly Promoted
Engineering Manager 124
Case Study 4.2: Training and Development 125
5 Technologies for Engineers and Scientists 127
Career Planning and Career Winging 128
The Case for Career Planning 128
The Transition to Management: Career Planning
and Life Planning 130
Contents ix
Four Stages of Professional Careers 131
A Career Action Planning Model (CAPM) 135
Summary 163
References 164
Case Study 5.1: The Faltering Mentor 167
Case Study 5.2: Time Management 168
Skill Development Exercises 169
6 Educating Technologists for Management 170
Can Management Be Taught? 171
Building Your Management Skills 172
Education for Technology Management 174
The Master of Business Administration 174
The Master of Engineering Management Degree 184
Proposed Mechanisms for Educating
Technologists in Management of Technology 188
Alternative Modes of MOT Educational Delivery 192
Summary 198
References 199
Part IV The Organizing Function 203
7 Fundamental Principles Every Technical Manager
Should Know 205
The Meaning and Process of Organizing 206
The Importance of Organizing 207
The Responsibility for Organizing 209
Types of Organizational Structures 210
The Organization Chart: What You Should
Know About It 212
Fundamental Principles of Organizational Structure 218
Summary 243
References 244
Case Study 7.1: Bypassing the Boss 246
Case Study 7.2: Company Policy Interpretation 247
Skill Development Exercise 248
8 Managing Without Authority—Project, Matrix, and
Cross Functional Teams 251
Nature of Project Management 251
How Project Management Works 252
The Project Life Cycle: Steps for Establishing
a Project Organization 253
viii Contents
The Managerial Skill Mix 32
Managerial Failure 35
Preventing Managerial Failure 40
Summary 44
References 44
Case Study 2.1: The Overworked Engineering Manager 46
Case Study 2.2: The Art of Delegating 47
Part II Transformation of Technologists into Managers 49
3 Issues in Career Transition 51
A Profile of How Technologists
See Themselves 51
Accomplishments and Challenges to the
Engineering Profession 57
Management as a Career Path
for Engineers and Scientists 59
Career Choices and the Transition
to Management 61
Why Technologists Switch to Management 63
The Troublesome Transition 71
Summary 79
References 79
Case Study 3.1: Ed the Engineer 81
Skill Development Exercise 84
Part III Technologies for Career Transition 85
4 Technologies for Management 87
Guidelines for Management 88
Career Planning and Employee Development (CPED):
An Action Plan 108
Summary 120
References 121
Case Study 4.1: The Newly Promoted
Engineering Manager 124
Case Study 4.2: Training and Development 125
5 Technologies for Engineers and Scientists 127
Career Planning and Career Winging 128
The Case for Career Planning 128
The Transition to Management: Career Planning
and Life Planning 130
Contents ix
Four Stages of Professional Careers 131
A Career Action Planning Model (CAPM) 135
Summary 163
References 164
Case Study 5.1: The Faltering Mentor 167
Case Study 5.2: Time Management 168
Skill Development Exercises 169
6 Educating Technologists for Management 170
Can Management Be Taught? 171
Building Your Management Skills 172
Education for Technology Management 174
The Master of Business Administration 174
The Master of Engineering Management Degree 184
Proposed Mechanisms for Educating
Technologists in Management of Technology 188
Alternative Modes of MOT Educational Delivery 192
Summary 198
References 199
Part IV The Organizing Function 203
7 Fundamental Principles Every Technical Manager
Should Know 205
The Meaning and Process of Organizing 206
The Importance of Organizing 207
The Responsibility for Organizing 209
Types of Organizational Structures 210
The Organization Chart: What You Should
Know About It 212
Fundamental Principles of Organizational Structure 218
Summary 243
References 244
Case Study 7.1: Bypassing the Boss 246
Case Study 7.2: Company Policy Interpretation 247
Skill Development Exercise 248
8 Managing Without Authority—Project, Matrix, and
Cross Functional Teams 251
Nature of Project Management 251
How Project Management Works 252
The Project Life Cycle: Steps for Establishing
a Project Organization 253
x Contents
Role and Responsibilities of the Project Manager 254
Relationship Between Project Manager and
Functional Managers 256
Authority, Power, and Influence in Project
Management: How Project Managers Get
It Done 256
Rules for Managing Project Teams
and Task Forces 260
Why Projects Fail 262
Requirements for Project Success 263
Project Termination 264
Project Organization: An Assessment 267
Matrix Organizations 271
Nature of Matrix Organization 272
How Matrix Organization Works 272
Matrix Management Versus Other
Organizational Forms 273
The Matrix Organization: How to Make It
Work for You 275
Summary 277
References 277
Case Study 8.1: White Manufacturing Company 280
9 Developing Your Organizational Design Skills 282
Organizing Engineering and R D Operations:
Some Considerations 282
Patterns of Engineering and R D Organizations 283
Alternative Organizational Forms 288
How to Choose an Organizational Pattern 288
Practical Tips for Skill Development 294
Summary 298
References 298
Case Study 9.1: Introducing the Matrix 301
Case Study 9.2: Meeting Deadlines 301
Part V The Planning and Decision Making Function 303
10 Understanding Managerial and Strategic Planning 305
Nature and Importance of Managerial Planning 306
Who Does the Planning and When? 307
Types and Content of Plans 307
How to Plan: An Action Planning Model 310
Barriers to Planning and What to Do About Them 313
Contents xl
Managerial Planning in Action 316
Strategic Thinking 317
Strategic Planning 318
Strategic Planning Versus Operational Planning 318
An Assessment of Strategic Planning: A Critique 319
Technological Forecasting Scenarios 320
How to Develop Your Planning Skills: Some Guidelines 323
Summary 327
References 328
Case Study 10.1: Planning the Overtime 330
Case Study 10.2: Proper Communication 331
11 Developing Your Decision Making and
Problem Solving Skills 332
Nature and Importance of Decision Making 332
Decision Making as a Managerial Task 334
Types of Decision Situations 335
Levels of Decisions 336
The Decision Making Process 337
Steps in the Decision Making Process 338
How Managers Make Decisions: Decision Making
in Action 353
Techniques and Analytical Aids
to Decision Making 356
How to Develop Your Problem Solving Skills:
Some Guidelines 356
How to Develop Your Decision Making Skills:
Some Guidelines 360
Summary 367
References 368
Part VI The Controlling and Evaluating Function 371
12 Developing Your Control and Evaluation Skills 373
Nature of Measurement, Evaluation, and Control 373
Importance of Controlling as a Managerial Function 377
Types of Control Systems 379
Responsibility for Control and Uses
of Control Information 382
Fundamental Principles of Control 384
Characteristics of Effective Controls 387
How to Design an Effective Control System 393
Behavioral Aspects of Managerial Controls 401
xil Contents
Summary 403
References 404
Case Study 12.1: Who Controls the Cost? 405
Case Study 12.2: Employee Work Control 406
13 Measuring and Evaluating Engineering and R D 408
Problems in Measuring Productivity
of Technical Personnel 408
Internal and External Measures 410
Measurement and Evaluation of Engineering
and R D Efforts: Evaluation in Action 410
Guidelines for Developing Your Control
and Evaluation Skills 425
Summary 430
References 431
Case Study 13.1: The Performance Appraisal 433
Part VII Looking Ahead 435
14 The Quest for Quality: Managers Beware 437
The Quest for Quality 437
Total Quality Management (TQM): An Assessment 438
Managerial Skill Development: Some Final Words 442
Summary 445
References 445
Index 447
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| id | DE-604.BV013560750 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T18:47:59Z |
| institution | BVB |
| isbn | 0442018614 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-009260585 |
| oclc_num | 31865146 |
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| owner_facet | DE-522 DE-634 |
| physical | XVIII, 456 S. graph. Darst. |
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| publisher | Van Nostrand Reinhold |
| record_format | marc |
| spelling | Badawy, Michael K. Verfasser aut Developing managerial skills in engineers and scientists succeeding as a technical manager Michael K. Badawy 2. ed. New York [u.a.] Van Nostrand Reinhold 1995 XVIII, 456 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier If you're an engineer or scientist who has suddenly been thrust into the world of management, you may find yourself thinking that managing people is more of a challenge than your former highly technical job. Veteran management consultant Michael K. Badawy couldn't agree more. He says, "The primary problems of engineering and R&D management are not technical - they are human." Badawy offers real help for the human side of technical management in his classic Developing Managerial Skills in Engineers and Scientists. Since 1982, thousands of technical executives, supervisors, managers, and students have turned to this classic for hands-on management techniques As a 21st century technical manager, you hold the reins to a corporation's most powerful resource - technology, the key to profitability and growth in an increasingly technological era. Using the tools in this practical management reference, you can become the kind of manager whom corporations will be battling for: an excellent manager who understands people, administrations, and technology. You'll learn how to organize, coordinate, and allocate resources while setting goals and troubleshooting. Instructive case studies of both successful and struggling technical managers clearly illustrate management do's and don'ts. You'll also find immediately applicable techniques and tips for managerial success Badawy focuses on the technical manager in action with concrete approaches that always address the specific needs of the manager. Among the topics covered are preventing managerial failure; practical mechanisms that strengthen technologists' management skills; issues in career planning and development, decision making and evaluation of engineering and R&D efforts; and strategic thinking and planning skills. Badawy's down-to-earth language and practical examples bridge the gap between theory and practice, making it a snap for both the novice and the initiated to translate theory into everyday solutions. Plus, you'll find career guidance as well as up-to-the-minute coverage of current managerial training programs. A bounty of tables, charts, and diagrams further enhance Developing Managerial Skills in Engineers and Scientists, making this volume indispensable to all those technical professionals interested in becoming 21st century managers Ingénierie - Gestion Management development gtt Management gtt Recherche - Gestion Technische beroepen gtt Ingenieurwissenschaften Engineering Management Research Management Management (DE-588)4037278-9 gnd rswk-swf Wissenschaft (DE-588)4066562-8 gnd rswk-swf Technik (DE-588)4059205-4 gnd rswk-swf Management (DE-588)4037278-9 s DE-604 Technik (DE-588)4059205-4 s Wissenschaft (DE-588)4066562-8 s HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009260585&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Badawy, Michael K. Developing managerial skills in engineers and scientists succeeding as a technical manager Ingénierie - Gestion Management development gtt Management gtt Recherche - Gestion Technische beroepen gtt Ingenieurwissenschaften Engineering Management Research Management Management (DE-588)4037278-9 gnd Wissenschaft (DE-588)4066562-8 gnd Technik (DE-588)4059205-4 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4066562-8 (DE-588)4059205-4 |
| title | Developing managerial skills in engineers and scientists succeeding as a technical manager |
| title_auth | Developing managerial skills in engineers and scientists succeeding as a technical manager |
| title_exact_search | Developing managerial skills in engineers and scientists succeeding as a technical manager |
| title_full | Developing managerial skills in engineers and scientists succeeding as a technical manager Michael K. Badawy |
| title_fullStr | Developing managerial skills in engineers and scientists succeeding as a technical manager Michael K. Badawy |
| title_full_unstemmed | Developing managerial skills in engineers and scientists succeeding as a technical manager Michael K. Badawy |
| title_short | Developing managerial skills in engineers and scientists |
| title_sort | developing managerial skills in engineers and scientists succeeding as a technical manager |
| title_sub | succeeding as a technical manager |
| topic | Ingénierie - Gestion Management development gtt Management gtt Recherche - Gestion Technische beroepen gtt Ingenieurwissenschaften Engineering Management Research Management Management (DE-588)4037278-9 gnd Wissenschaft (DE-588)4066562-8 gnd Technik (DE-588)4059205-4 gnd |
| topic_facet | Ingénierie - Gestion Management development Management Recherche - Gestion Technische beroepen Ingenieurwissenschaften Engineering Management Research Management Wissenschaft Technik |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009260585&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT badawymichaelk developingmanagerialskillsinengineersandscientistssucceedingasatechnicalmanager |