Engineers as Managers and Leaders

perform various activities in order to produce and market products or services.

HOLDERS OF LINE POSITIONS

provide advice, services, and support to the holders of line positions

HOLDERS OF STAFF POSITIONS

represents a planned progression to higher-level positions of responsibilities within or outside an organization, each of which may require a different set of business and technical skills

CAREER PATH

along the technical career path include such titles as senior engineer, consultant, engineering/development associate, and corporate fellow

MIDLEVEL POSITIONS

group leader, section engineer, manager, and director, respectively

MANAGERIAL CAREER PATH

GENERAL CAPABILITIES

1. Engineering Management Skills
2. Power Base Formation
3. Assertiveness

engineering management functions of planning, organizing, leading, controlling, and the ability to work with people, and are built on having excellent communication skills

Engineering Management Skills

ability to build personal power by technical know-how, experience, and networking.

“Early to bed, early to rise, work like hell, and advertise!”

Power Base Formation

ability to become and remain assertive in exercising judgment and making decisions.

\- proficient in resolving conflicts and problems of a technical, political, conceptual, and people-centered nature.

Assertiveness

is to keep the organization functioning properly

PRIMARY DUTY OF MANAGEMENT

deductive in nature

MANAGEMENT PLANNING

to produce change

FUNCTION OF LEADERSHIP

inductive in nature

LEADERSHIP

the picture of what the company will be in the long run with respect to its __business portfolio, market position, technological prowess, and company culture__

VISION

Leadership Styles

1\.      Authoritative “come with me”

2\.      Affiliate “people come first”

3\.      Democratic “what do you think?

4\.      Coaching “try this”

5\.      Coercive “do what I tell you”

6\.      Pacesetting “do as I do now”

5 Component of Emotional Intelligence

1\.      Self-awareness

2\.      Self-regulation

3\.      Motivation

4\.      Empathy

5\. Social Skills

human quality to show personal humility and vulnerability. weaknesses shown should be tangential flaws

Approachability and humanity

ability to know when and how to act based on intuition

Tact

ability to establish a balance between respect for individuals and the task at hand

Tough empathy

ability to maximize the benefits derivable from the leader’s own uniqueness

Uniquenes

nontechnical managers cannot judge the merits of revolutionary changes in technology

FACTOR OF IGNORANCE

they have no choice but to procrastinate and wait for it to become clear which technology is the best.

FACTOR OF RISK AVERSION

the process by which technological ideas are generated, strengthened, and transformed into new products, processes, and services that are used to establish a marketplace advantage and foster company profitability.

TECHNOLOGICAL INNOVATION

The leader defines a specific problem and requests each participant in the group to __take a turn proposing possible solutions__

Brainstorming (for groups of 6–12 people)

The leader defines a specific problem. Each member is encouraged to __generate as many written solutions as possible during the group meeting__.

Nominal group technique (small groups)

The leader defines a specific problem and a set of questions and sends them to a panel of geographically dispersed domain experts who do not have contact with one another. Each expert then answers the questions individually and anonymously. A summary of all of the answers is documented by the leader and sent back to the experts. By reviewing the comments and the possible criticisms, the experts, again anonymously, modify their original answers

Delphi technique (for identifying future trends)