1. Introduction to Management Challenges for Engineers
- 1.1 Introduction
- 1.2 Definitions
- 1.2.1 Management Responsibilities
- 1.2.2 Type of Work
- 1.2.3 Chain of Command
- 1.2.4 Principle of Unity of Command
- 1.2.5 Efficiency
- 1.2.6 Effectiveness
- 1.2.7 Strategic and Operational (Tactical) Decisions
- 1.3 Employment Trend in Industries
- 1.3.1 Products versus Services
- 1.3.2 Major Sectors in Industry
- 1.4 STEM Professionals as Effective Technical Contributors
- 1.4.1 Types of Work Done by Technical Contributors
- 1.4.2 Interaction and Collaboration with Others
- 1.4.3 Value-Adding Opportunities
- 1.5 Management and Leadership
- 1.5.1 Readying Engineers to Accept Managerial Responsibilities
- 1.5.2 Characteristics of an Effective Engineering Manager
- 1.5.3 Resources Controlled by an Engineering Manager
- 1.5.4 Nature of Work by Engineering Managers
- 1.6 Becoming Effective Managers in the New Millennium
- 1.7 Conclusions
2. Planning
- 2.1 Introduction
- 2.2 Types of Planning
- 2.2.1 Strategic Planning
- 2.2.2 Operational Planning
- 2.3 Who Should Do the Planning?
- 2.4 Inexact Nature of Strategic Planning
- 2.4.1 Methods Used to Plan Strategically
- 2.4.2 Technique to Gain Strategic Insights
- 2.5 Planning Roles of Engineering Managers
- 2.5.1 Time Management
- 2.5.2 Projects and Programs
- 2.5.3 Corporate Know-How
- 2.5.4 Proactive Tasks
- 2.6 Tools for Planning
- 2.6.1 Market Research
- 2.6.2 SWOT Analysis
- 2.6.3 Financial What-If Analysis and Modeling
- 2.6.4 Scenario Planning
- 2.6.5 Performance Benchmarks
- 2.6.6 Technology Forecasting
- 2.6.7 Product Life-Cycle Analysis
- 2.7 Planning Activities
- 2.7.1 Forecasting
- 2.7.2 Action Planning
- 2.7.3 Issuing Policies
- 2.7.4 Establishing Procedures
- 2.8 Specific Advice on Planning
- 2.8.1 Assumptions
- 2.8.2 Resistance to Change
- 2.8.3 Benefit versus Cost
- 2.8.4 Small but Sure Steps
- 2.8.5 Contingency Planning
- 2.8.6 Commitment
- 2.9 Conclusion
3. Organizing
- 3.1 Introduction
- 3.2 Definitions
- 3.3 Activities of Organizing
- 3.4 Organizing One’s Own Workplace for Productivity
- 3.5 Developing Organizational Structure
- 3.5.1 Functional Organization
- 3.5.2 Discipline-Based Organization
- 3.5.3 Product/Region-Based Organization
- 3.5.4 Matrix Organization
- 3.5.5 Team Organization
- 3.5.6 Network Organization
- 3.6 Enhancing Corporate Performance by Organizing
- 3.6.1 Organizing for Profitability: Service Profit Chain Model
- 3.6.2 Organizing for High Performance by Using Flexible Structure
- 3.6.3 Organizing for Innovation
- 3.6.4 Organizing for Performance at Design–Manufacturing Interface
- 3.6.5 Organizing for Heightened Employee Motivation
- 3.6.6 Organizing for R&D and Marketing Interface
- 3.7 Concurrent Engineering Teams
- 3.7.1 Mutual Trust and Accountability
- 3.7.2 Team Learning
- 3.8 Delegating
- 3.9 Establishing Working Relationships
- 3.9.1 Role Clarification
- 3.9.2 Conflict Resolution
- 3.10 Informal Organizations
- 3.11 Conclusion
4. Leading
- 4.1 Introduction
- 4.2 Styles of Leadership
- 4.3 Leading Activities
- 4.4 Deciding
- 4.4.1 Rational Decision-Making Processes
- 4.4.2 Specific Rational Decision Analysis Tool
- 4.4.3 Additional Support Tools for Decision-Making
- 4.4.4 Decision-Making by Gut Instinct
- 4.4.5 Decision-Making in Teams
- 4.5 Communicating
- 4.5.1 Asking
- 4.5.2 Telling
- 4.5.3 Listening
- 4.5.4 Writing
- 4.5.5 Understanding
- 4.6 Motivating
- 4.6.1 Methods of Motivation
- 4.6.2 Specific Techniques to Enhance Motivation
- 4.6.3 Innovative Strategies of Worker Motivation
- 4.7 Selecting Engineering Employees
- 4.7.1 Selection Process
- 4.7.2 Soft Skills
- 4.7.3 Character
- 4.8 Developing People
- 4.8.1 Employees
- 4.8.2 Successors
- 4.9 Special Topics on Leading
- 4.9.1 Leading Changes
- 4.9.2 Advice for Newly Promoted Leaders
- 4.9.3 Guidelines for Superior Leadership
- 4.10 Conclusion
