Engineering Management,

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  • Engineering Management,

    1. 1. Managing People & Developing Leadership in Technology Related Enterprises Engineering Management International Forum 工程管理国际论坛 Beijing, China -- April 23, 2005 北京 , 2005 年 4 月 23 日   Sponsors and Co-sponsors: (Alphabetically listed) 主办 / 协办 / 支持单位 ( 按英文字母顺序排列 ) :   主办单位 : 美国机械工程师学会 (ASME) ,中国外专局 (SAFEA) ,清华大学 (Tsinghua University) 协办单位 : 国际工程管理认证中心 (EMCI) ,中国国际人才交流协会 (CAIEP), 清华继续教育学院 支持单位 : ASCE, AIME, AIChE, CMES, US Embassy, Hong Kong Institution of Engineers, etc. Sunil B. Gupta
    2. 2. Sr. Mgt. Middle Management 1 st Line Management Staff Engineering Management Career “Pyramid” Traditional Model
    3. 3. <ul><li>MBA’s - </li></ul><ul><li>Management Training Courses - </li></ul><ul><li>Structured Workplace Learning Experiences- </li></ul><ul><li>Engineering Management Certification - </li></ul>What are the critical skills that get engineers successfully through the transition from specialist to manager ? And how are they acquired ?
    4. 4. Management Levels & Skills Mix Michael K. Badawy, Developing Managerial Skills in Engineers and Scientists: Succeeding as a Technical Manager , 1982. Administrative and Conceptual Skills Interpersonal Skills Technical Skills 1 st Level (Supervisors) 2 nd Level (Middle Managers) 3 rd Level (Senior Managers)
    5. 5. Engineering Management Career Team Leader Project Leader POA&Ms Project Tracking Resource Expenditures Customer Orientation Quality Focus Consensus Myers Briggs Supervisors Situational Leadership Demonstrate Core Values Managing Diverse Workforce Coaching/Counseling Conflict Management Change Management Team Building Influencing/Negotiating Human Resources Mgmt Branch Head (Middle Mgr) Asst. Program Mgr Managers Innovative Thinking Program Development Planning & Evaluation Model/Reinforce Core Values Resource Management Technology Management Process Oversight Management Mentoring Presentation/ Marketing Skills Risk Management Division Head (Sr Mgr) Program Manager Executives Strategic Vision External Awareness Organizational Representation & Liaison Directorate Head (Senior Mgr) Knowledge and Skills
    6. 6. 3 Cornerstones to the Top of the “Pyramid” The secret of success is for a man to be ready for his opportunity when it comes. -Benjamin Disreali, British Novelist and Debater (1804-1881) Opportunity Mgmt Career Path Preparation Sponsor (Mentor)
    7. 7. <ul><li>Technical Competence </li></ul><ul><li>Interpersonal/Team Skills </li></ul><ul><li>Mission/Organization Awareness </li></ul><ul><li>Written/Oral Communications </li></ul><ul><li>Problem Solving </li></ul><ul><li>Self-Direction </li></ul><ul><li>Conflict Management </li></ul><ul><li>Human Resources Management </li></ul><ul><li>Negotiating Skills </li></ul>Management Development Planning Considerations
    8. 8. <ul><li>Understanding of Diversity Issues </li></ul><ul><li>Team Building </li></ul><ul><li>Innovative/Creative Thinking </li></ul><ul><li>Coaching.Mentoring Skills </li></ul><ul><li>Project/Program Management Skills </li></ul><ul><li>Resource Management (Financial, People, etc.) </li></ul><ul><li>Risk Management </li></ul><ul><li>External Awareness (Organizational Awareness, Laws, Policies, etc.) </li></ul><ul><li>Strategic Planning </li></ul><ul><li>… and Others </li></ul>Management Development Planning Considerations
    9. 9. <ul><li>Learn how to do the one-on-one performance evaluation </li></ul><ul><li>Unions? – get smart in labor relations </li></ul><ul><li>Learn HR policies and build relationships with HR reps </li></ul><ul><li>Learn how to work with “difficult” people </li></ul><ul><li>Diversity – understand benefits and issues - volunteer for Diversity Boards or Panels </li></ul><ul><li>Management books and journals – remember no one “guru” has all the answers – take the best from all your readings – case studies are particularly interesting and educational </li></ul>Elements to Developing Successful Managers
    10. 10. Leadership vs. Management <ul><li>Leadership is about influencing people to follow </li></ul><ul><li>Management focuses on maintaining systems and processes </li></ul><ul><li>Managers maintain direction </li></ul><ul><li>Leaders create positive change </li></ul>Leadership is influence
    11. 11. Leadership is ….. Setting the bar…then…Raising the bar
    12. 12. Management is ….. … Ensuring the bar is cleared…
    13. 13. Leadership vs. Management <ul><li>Leadership is getting others to willingly follow you </li></ul><ul><li>Managers have respect due to position; </li></ul><ul><li>Leaders get respect because they make things happen – they drive positive change </li></ul><ul><ul><li>A good manager may not be a good leader; </li></ul></ul><ul><ul><li>A great leader may not be a good manager </li></ul></ul>
    14. 14. Keys to Preparing for a Successful Management Career <ul><li>People Skills </li></ul><ul><li>Communications Skills </li></ul><ul><li>Management Skills </li></ul><ul><li>Technical Skills </li></ul>It’s all about People…It’s all about People…
    15. 15. Key Focus Areas for Developing Managers <ul><li>Continuously improve your Communications ability – written & oral communications </li></ul><ul><li>New Focus Area : International Communications </li></ul><ul><li>Negotiating – key skill to a manager’s future success </li></ul><ul><li>Financial Management/Budget Development – general theory and the specific organization’s accounting & budgeting practices </li></ul>
    16. 16. Communications <ul><li>Remember - actions speak louder than words </li></ul><ul><li>Manager is a Role Model - subordinates will imitate the manager’s behavior or attitude or act accordingly - they’ll listen closely to what’s said - but if the manager does something different….so will they. </li></ul><ul><li>Contradictions will impact Manager-Subordinate trust </li></ul><ul><ul><li>How can you be trusted if you say one thing and do another? </li></ul></ul>Actions speak louder than words!
    17. 17. Motivation <ul><li>Managers are responsible for motivating employees </li></ul><ul><li>3 Factors influence Employee Motivation </li></ul><ul><li>Will effort be recognized in performance appraisals? </li></ul><ul><li>What is the performance-reward relationship? </li></ul><ul><li>Do employees receive awards they really want? </li></ul>
    18. 18. Performance Evaluation <ul><li>Performance Reviews - most difficult part of a Manager’s job </li></ul><ul><ul><li>Difficult to discuss weaknesses with employees </li></ul></ul><ul><ul><li>Employees become defensive when receiving negative feedback - and possibly exhibit aggressive behavior </li></ul></ul><ul><ul><li>Employees have inflated sense of their own performance </li></ul></ul><ul><li>Employees should be aware of where they stand throughout the year - not find out at review time </li></ul>The Best Surprise is No Surprise!
    19. 19. Elements of a Successful Manager <ul><li>“ Soft skills” will play a significant part in successfully transitioning from Engineer to Engineering Manager </li></ul><ul><li>A manager must have a strong desire to want to continue to develop himself/herself AND more importantly a desire to develop others </li></ul><ul><li>Become a Decision Maker – Managers have to make the “Tough Choices” </li></ul>It’s all about People…It’s all about People…
    20. 20. Why is Engineering Management Certification Necessary? For the individual engineers, building on their technical background, engineering management certification opens new career paths – a bridge that facilitates the transition from engineering practice to management. Certification validates the knowledge and skills in marketing, finance, leadership, law, and cultural diversity. Moreover, the experience in managing business operations and technological and human resources enhances the opportunity of success in technology-based organizations in the global marketplace.
    21. 21. Engineering managers are distinguished from other managers by the fact that they posses both an ability to apply engineering principles & a skill in organizing and directing technical projects and people in technical jobs. They are capable of designing, implementing, operating and optimizing sophisticated high technology enterprises in manufacturing, government or industrial service sectors of our global economy. There is a growing need in technology driven enterprises to integrate engineering and management systems in order to ensure that the company thrives in global competition. Engineering Managers are the managers for the 21 st Century

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