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, "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 ofengineering 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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Technical Management in Action
Preventing Managerial Failure
Transformation of Technologists into Managers
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Academy of Management achieve activities administrative analysis areas assessment authority Badawy behavior boss bounded rationality career planning control system corporate cost cross-functional teams decision degree delegation Dow Corning Edwards Deming effective employees engineering and R&D Engineering and Technology Engineering Management engineers and scientists evaluation executive factors functional goals Harvard Business Review identified implementation important individual innovation interpersonal Journal of Engineering ladder major management development management education management fad Management Review managerial competency managerial failure marketing matrix matrix management measuring ment Murphy's Law objectives operations organization organizational structure orientation percent performance performance appraisal phase policies practice principles problem professional project manager R&D management relationships requires responsibility role situation staff strategies subordinates success supervisor Table technical managers techniques Technology Management tion Total quality management Training and Development transition to management