United States Information Services March 1987
EPA/IMSD/RV-RDI Environmental Protection and Library
' Agency Washington DC 20460
Selected Management Articles:
Technical Expert
Turned Manager
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/
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TECHNICAL EXPERT TURNED MANAGER
MARCH 1987
Headquarters Library
Information Management and Services Division
U.S. Environmental Protection Agency
401 M Street, s.W. PM-211A
Washington, D.C. 20460
(202) 382-5922
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INTRODUCTION
Technical and scientific personnel who become managers often have
little or no education in the management aspects of their
profession. The education of these managers is a continuing
process and must often be integrated within their daily work
schedule. An effective way to continue this education process
informally is by keeping abreast of current management-related
literature through the use of journal articles and other sources
of printed information.
Technical Expert Turned Manager is a source of information on
the management of technical personnel. The bibliography is
divided into three sections. The section on "Basic Concepts"
contains journal articles on topics which are essential to
successful management in a variety of settings. The section on
"Tools" includes articles that examine tested or theoretical
concepts to improve management performance. The section on "
Other Areas of Interest" includes articles of value to successful
management which do not have a common theme.
Citations were selected for their relevance to the special
interests of EPA program staff.The articles were published in a
variety of management and engineering journals during 1986. A
descriptive abstract is included with each citation, when
available. The bibliography was compiled using the ABI/Inform and
Management Contents online databases from the DIALOG system as
the primary sources. Additional citations were taken from
engineering and scientific databases such as E1C Engjneering
Meetings, Compendex and INSPEC.
There is much more information available on other aspects of
management. An EPA librarian can assist in identifying other
titles for further research. To obtain additional copies of this
bibliography, or copies of any of the articles listed, contact
Mary Hoffman, Chief Reference Librarian, EPA Headquarters Library
at 382-5922.
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TABLE OF CONTENTS
Introduction 2
I. Basic Concepts 4
II. Tools 12
III. Other Areas of Interest 20
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I. BASIC CONCEPTS
MANAGEMENT SITUATIONS AND THE ENGINEERING MINDSET.
Udwadia, F. E.
Univ of Southern California, Los Angeles, CA, USA
Technological Forecasting and Social Change v 29 n 4 Jul 1986 p 387-2
CODEN: TFSCB3 ISSN: 0040-1625
Languag e: ENGLISH
Document Type: JA; (Journal Article) Treatment: M; (Management
Aspects)
This paper uses the method of assumptional analysis to understand the
behavior patterns and the problem solving strategies employed by the
engineer/scientist. It is shown that the engineering mindset, although
useful for the solution of the problem situations that generally arise in
the engineering fields, has serious inadequacies, and is often
counterproductive, in handling ill-structured management problems; hence,
the often reported, less-than-adequate performance of engineers in
management situations. This article moves from the analysis of
engineering-problem situations to the basic assumptions underlying the
engineer's world picture and thence to the engineer's strategies for
problem solution. Comparisons with the nature of management situations, the
manager's world picture, and his problem-handling activities are made. The
analysis is, in the main part, paradigmatic. It is pointed out that the
basic feature of all ill-structured problems is that they network across
many and diverse knowledge bases. Further, this article argues that a new
and different world view needs to be introduced into the training of future
generations of engineers, for with the increased networking of society, not
just management but also technological problem situations will move more
and more towards the ill-structured end of the spectrum. (Author abstract)
16 refs.
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SURVEY OF THE ACTIVITIES, PROBLEMS AND TRAINING NEEDS OF TECHNICAL
MANAGERS.
Barclay, Ian
Univ of Liverpool, Dep of Industrial Studies, Liverpool, Engl
Engineering Management International v 3 n 4 Jan 1986 p 253-260
CODEN: EMIND8 ISSN: 0167-5419
Language: ENGLISH
Document Type: JA; (Journal Article) Treatment: M; (Management
Aspects)
This article describes the results of a research programme which
investigated the main managerial activities, problems and training needs of
Technical Managers. The nature and extent of the problem faced by Technical
Managers, especially in handling people, innovation and money-related
activities, is clearly shown. The effect that various influencing factors
(such as age, managerial content of the job, etc. ) had on activities and
the related problems is defined and discussed. Personal skills development
requirements are also defined and discussed. General conclusions are drawn
regarding training needs. Finally the nature, content and timing of
•appropriate training programmes are suggested. This is done both from the
individual's and the organization's viewpoints. (Author abstract) 5 refs.
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ENGINEERING MANAGEMENT PROGRAMME IN ENGINEERING INSTITUTION.
Gupta, P. V.
Thapar Inst of Engineering & Technology, Patiala, India
J Inst Eng India Part IDP 2 v 66 Feb 1986 p 53-55
CODEN: JIIPE8
Language: ENGLISH
Document Type: JA; (Journal Article) Treatment: A; (Applications); M; (
Management Aspects)
Engineers need also be good managers, but the engineering curricula have
not given enough emphasis to the management aspects of engineering.
Management is a science to be acquired through formal education. The
universities in the USA and several other countries are increasingly
offering curricula and training in engineering management. Such engineering
management programmes (EMP), which are hybrids of engineering and
management, provide man-power required to cope with the accelerating pace
of technological development coupled with the increasing complexity of
management problems. This paper brings out the differences among EMP,
industrial engineering programme (IEP), and business administration
programmes such as MBA and presents a case for instituting EMP in some
select institutions in India. (Edited author abstract) 7 refs.
Organizational systems barriers to engineering effectiveness
Liker, J.K.; Hancock, W.M.
Dept. of Ind. & Oper. Eng., Michigan Univ., Ann Arbor, MI, USA
IEEE Trans. Eng. Manage. (USA) vol.EM-33, no.2 82-91 May 1986
CODEN: IEEMA4 ISSN: 0018-9391
U. S. Copyright Clearance Center Code: 0018-9391/86/0500-0082$01.00
Treatment: GENERAL,REVIEW;
Document Type: JOURNAL PAPER
Languages: ENGLISH
(46 Refs)
An approach to the design of surveys for detecting organizational systems
barriers that suppress effectiveness of engineers is presented. The
approach views organizations as open systems and specifies the conditions
necessary for engineers to be effective within the content of the larger
systems. A survey of engineers is conducted to determine where
organizational systems pose barriers to effectiveness and estimate the cost
impact of these barriers. One application to a large design engineering
unit is presented. The results reveal substantial barriers to
effectiveness, removal of which could save the company millions of dollars
annually mainly in reduced warranty and manufacturing costs. The survey
approach and its underlying model of productive organizational systems-
appear to provide a tool for measuring barriers to effectiveness of
engineers and white collar workers generally.
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Managing the Technical Professional
Burrill, G. Steven
Management Review v75n!2 PP: 46-49 Dec 1986 ISSN: 0025-1895
JRNL CODE: MRV
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 4 Pages
AVAILABILITY: ABI/INFORM
Successfully managing the technical professional means finding a balance
between providing an open atmosphere in which creative ideas flourish and
having sufficient structure to ensure that marketable products result. For
a young company engaged in basic research, the open atmosphere is
especially important. As the firm grows and development becomes a priority,
the need for structure increases. Since publishing is an important means
for scientists to obtain recognition, some companies move quickly to patent
findings to allow timely publication. Other companies prefer their
scientists not to publish but place emphasis on scientists maintaining ties
to the academic community in order to keep up with developments in their
fields. In such cases, some form of recognition is crucial to maintain the
satisfaction of employees. While salaries and stock options must be kept
competitive to retain key people, other factors, such as participation in
strategy and decision making, are equally important.
Women on the Way Up
Rubinstein, Gwen
Association Mgmt v38nlO PP: 26-30 Oct 1986 ISSN: 0004-5578
JRNL CODE: AMG
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 5 Pages
AVAILABILITY: ABI/INFORM
Although women are moving into positions of leadership in associations,
many have experienced sex discrimination on the way up. The special
leadership skills that women bring to any job, such as confidence in their
intuition and a focus on managing relationships, can complement the
traditional, male approach to managing. It may just be a matter of time
until women make it to the top levels of associations and corporations in
larger numbers. Characteristically, women executives: 1. are comfortable
working in team settings, 2. 'prefer win-win approaches to conflict
management, and 3. place a high priority on managing relationships. Women
who have earned important leadership roles in associations include: 1.
Julia Hensley, executive director of the American Student Dental
Association, 2. Madelaine Gray, deputy executive director of the American
Occupational Therapy Association, and 3. Marji Bayers, director of
continuing education programs for the National Society of Professional
Engineers.
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Needs and Perceived Needs of Electronic Workstations by Engineering
Project Managers
Morse, Lucy C.
Computers & Industrial Engineering vllnl-4 PP: 521-524 1986
CODEN: CINDDL ISSN: 0360-8352 JRNL CODE: CIE
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 4 Pages
AVAILABILITY: ABI/INFORM
An engineering project manager's workstation consists of a single use,
standalone, or networked microcomputer with software oriented toward
solving the manager's problems. A series of interviews were held with the
engineering project managers of several Central Florida companies to
determine their requirements and how they relate to the electronic
workstation. As a whole, the project managers did not use either the
workstation available to them or project management software. No company
had required formal training, and most managers reported they did not have
the time to learn more about potential workstation uses. Those few project
managers with a workstation at hand saw many potential benefits, citing
such advantages as: 1. return on time, 2. improved decision making, 3. a
better quality product, and 4. a competitive edge. As the workstation
evolves into a component of the corporate productivity network, the issues
raised by these interviews must be addressed. References. Appendix.
Continuous Development: Theory and Reality
Harrington, Harry A.
Personnel Review (UK) vlSnl PP: 27-31 1986 CODEN: PRRVAQ
ISSN: 0048-3486 JRNL CODE: PRV
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 5 Pages
AVAILABILITY: ABI/INFORM
Continuous management development processes can be integrated with
everyday work by personnel practitioners without the creation of new
theoretical models. Managers typically act not as scientists but as artists
and politicians. The desire of academics to teach discipline and make
things scientific has given students a distorted view of management and
made them less able to cope with it. The ABCD Campaign promoted by the
Institute of Personnel Management' (UK) starts with the belief that managers
must improve their performance. Managers need intellectual agility rather
than discipline, and ways must be found of developing this agility as a
strength. Attitudes, as well as knowledge and skills, are very important,
and managers must be continually learning. Examples illustrate the
integration of learning with work. Diagrams. References.
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Dealing with Technical Personnel
LaPlante, Alice
InfoWorld V8n29 PP: 29-30 Jul 21, 1986 ISSN: 0199-6649
JRNL CODE: IFW
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 2 Pages
AVAILABILITY: ABI/Inform
John Oglesby, information center manager at First Tennessee Bank
(Memphis, Tennessee), ranks interpersonal and business skills above
technical skills. Other managers agree with this staffing philosophy.
Consultant Walter Ulrich points out that the information center should be
support- and service-oriented. Managers unanimously favor looking to the
user population to find employees. Consultant Naomi Karten agrees that a
substantial percentage of staff members should be users because they are
the people who really understand other users' needs and problems. Managers
also agree that follow-up attention — including training, education, and
feedback — is essential to maintaining a high-quality support team. Jean
Chastain of Economics Laboratories Inc. advises microcomputer managers to
delegate responsibilities to staff members to help everyone keep abreast of
new products, enhanced products, and new prices. Diagrams.
Managing for Creativity: Back to Basics in R&D
Classman, E.
R&D Mgmt (UK) v!6n2 PP: 175-183 Apr 1986 ISSN: 0033-6807
JRNL CODE: RED
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 9 Pages
AVAILABILITY: ABI/INFORM
It is important for research and development (R&D) managers to encourage
scientists to work more creatively. One way to do this is to lead the
researchers to become self-directed. Using a 2-dimensional model developed
by Hersey and Blanchard (1982), 4 leadership styles are identified: 1. a
directive style, 2. a participative style, 3. a catalytic style, and 4. a
nondirective style. The manager should adapt his leadership style in order
to help the researcher move from the directive style to the nondirective.
This requires the manager to have expertise in all 4 leadership styles. In
addition, the R&D manager should remove blocks to the scientists'
creativity, such as negative criticism, lack of time, lack of resources,
and lack of freedom. However, too much freedom can dilute the creative
urge, so the manager must be prepared to offer guidance and supportive
consultation. Tables. Charts. Graphs. References.
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Stimulating Creativity Through Managerial Intervention
Lovelace, R. F.
R & D Mgmt (UK) Vl6n2 PP: 161-174 Apr 1986 ISSN: 0033-6807
JRNL CODE: RED
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 14 Pages
AVAILABILITY: ABI/INFORM
It is proposed that research managers can enhance creativity among
research personnel by attending to the scientist's needs. If the researcher
has unsatisfied safety and social needs, then the scientist's efforts will
be blocked and channeled into nonresearch arenas. In addition, when he is
not allowed to work alone, the scientist tends to become less productive„
Scientists also need to be treated as professionals, and they value
recognition from their peers. The task of the research manager is to help
satisfy these needs in order that the research scientist will function from
a self-actualizing motivation. Three interventions the manager may attempt
include: 1. the linking pin function, 2. goal setting and task definition,
and 3. resource acquisition. With basic needs met, the scientist will be
able to produce novel ideas and apply knowledge of one field to another.
Charts. References.
Interview with Nobel Laureate Jerome Karle
Carr, James R.
Bureaucrat vlSnl PP: 33-36 Spring 1986 ISSN: 0045-3544
JRNL CODE: BUR
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 4 Pages
AVAILABILITY: ABI/INFORM
In an interview, Jerome Karle, Nobel laureate and chief scientist at the
Laboratory for the Structure of Matter at the Naval Research Laboratory,
discussed the relationship among management, research, and science. He
explained that science does not advance through managing people but
proceeds best when all efforts and understanding are directed toward
getting the best people and giving them the freedom in which to develop
their own thoughts. Too much time is spent in reviewing projects; instead,
programs should be reviewed every 3-5 years. This would give scientists
more time to devote to their research. The federal government has a hard
time attracting and retaining good people because salaries are not
competitive with the private sector. Nevertheless, Karle has chosen to stay
with the federal government. He does not feel any economic pressure that
would force him to the private sector, and the research facilities are
better than what is available in the private sector.
10
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Productivity Improvement Through Employee Involvement
Linos, Donald M.
Industrial Mgmt v28nl PP: 27-30 Jan/Feb 1986 ISSN: 0019-8471
JRNL CODE: IM
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 4 Pages
AVAILABILITY: ABI/INFORM
To remain competitive today, industry must increase its emphasis on
employee involvement in productivity improvement. The industrial engineer
must play an important part in using work measurement techniques,
developing better methods, and providing training to workers. To accomplish
this, industrial engineers must have communication and listening skills and
the ability to handle people, keep on top of schedules, and know the
importance of common goals. This involves being with and getting to know
the frontline supervisors and the floor workers. There are some industry
specifics that industrial engineers need to know, including: 1. using
performance measurement and evaluation, based on motion economy, to
assemble a good work-simplification program, 2. asking workers how best to
measure performance, 3. understanding production costs and industry
economics, as well as incentive rules, union rules, and company policies,
4. enhancing communication through quality circles, 5. handling discipline
based on respect, and 6. promoting enthusiasm.
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II. TOOLS
The dual ladder: motivational solution or managerial delusion?
Allen, T.J.; Katz, R.
MIT, Cambridge, MA, USA
R & D Manage. (GB) vol.16, no.2 185-97 April 1986
CODEN: RDMAAW ISSN: 0033-6807
Treatment: GENERAL,REVIEW;
Document Type: JOURNAL PAPER
Languages: ENGLISH
(12 Refs)
The 'Dual Ladder' reward system has been used for years by industry as an
incentive system to motivate technical performance. Its effectiveness has
been called into question on many occasions. The authors report the results
of a survey of nearly 1500 engineers and scientists in nine US
organizations. In this survey, engineers were asked to indicate their
career preferences in terms of increasing managerial responsibility,
technical ladder advancement or more interesting technical work. Responses
indicate marked age-dependent differences in response, particularly a
strong increase in the proportion preferring more interesting project work
over either form of advancement.
Stimulating creativity through managerial intervention
Lovelace, R.F.
Graduate Hospital, Philadelphia, PA, USA
R & D Manage. (GB) vol.16, no.2 161-74 April 1986
CODEN: RDMAAW ISSN: 0033-6807
Treatment: GENERAL,REVIEW;
Document Type: JOURNAL PAPER
L anguag e s: ENGLISH
(76 Refs)
By linking creativity enhancement constructs to motivation theory, this
paper theorizes how research managers, by virtue of their relationship with
research personnel, may engage in behaviour which stimulates creative
effort. Proposed is that the stimulation of creativity results from a basic
scientist experiencing self-actualization needs. Self-actualization becomes
prepotent in part as a result of the research manager's effort to satisfy
lower level and higher level needs of scientists. Research managers may
help satisfy such needs by virtue of their linking pin function, by
engaging in goal setting and task definition, and by acquiring needed
resources.
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0353195
Repairing a dual-ladder CD program. (career development plans'
management and maintenance)
Mainero, Lisa A.; Upham, Paul J.
Training & Development Journal v40 May, 1986, plOO(5)
SPECIAL FEATURES: illustration; table
CAPTIONS: Typical workshop design.
Even in research-based companies, technical personnel sometimes feel
left overlooked by corporate career development plans. The work of highly
technical personnel is so specialized it often requires separate career
path planning. The dual-ladder approach can be effective; however, success
is achievable only after a lengthy period of development that tailors the
program to the needs of technical professionals. A task force can help in
the tailoring process by identifying alternatives and specifying career
goals.
MATRIX STRUCTURES, QUALITY OF WORKING LIFE, AND ENGINEERING
PRODUCTIVITY.
Denis, Helene
Ecole Polytechnique, Montreal, Que, Can
IEEE Transactions on Engineering Management v EM-33 n 3 Aug 1986 p
148-156
CODEN: IEEMA4 ISSN: 0018-9391
Language: ENGLISH
Document Type: JA; (Journal Article) Treatment: M; (Management Aspects)
The relationships between matrix management structures and the quality of
working life values are explored, as they appear in Quebec engineering
projects. The impact of matrix structures on work motivation and
satisfaction is investigated in comparisons to a traditional pyramidal
one-boss structure. The perceptions of engineers on the relationship
between matrix and productivity are looked at, taking into account their
own work and the project as a whole. The implications of the above for
engineering management are expounded. 21 refs.
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PROJECT MANAGEMENT AND CONTROL - A CONSULTANT'S APPROACH.
Knoll, John D. Jr.
Consulting Engineers Inc, USA
Water Supply v 4 n 1 1986, Water Seoul '85, Proc of the 5th Water Supply
Pac Reg of IWSA, Seoul, South Korea,
Conf of the Asian
Sep 15-21 1985 p47-61
CODEN: WASUDN ISSN:
Language: ENGLISH
Document Type: JA; (Journal Article)
(Management Aspects)
0735-1917 ISBN: 0-08-034629-4
Treatment: G; (General Review); M;
Successful management of a large public and civil works program is based
on careful planning and organizing at the beginning. The most important
initial project task is the preparation of a management plan to guide the
work. As the project proceeds, the plan must be reviewed on a regular basis
and adjustments made as needed to maintain project objectives and goals.
The discussion in the article outlines the procedures to be followed in
developing the program management plan, as well as the specific elements
and products of this planning function. The team project management
approach followed at James M. Montgomery, Consulting Engineers Inc. is
described in detail.
ENGINEERING QUALITY IMPROVEMENT THROUGH TQC ACTIVITY.
Takei, Fumio
Tokyo Electric Co, Jpn
IEEE Transactions on Engineering Management v EM-33 n 2 May 1986 p 92-95
CODEN: IEEMA4 ISSN: 0018-9391
L anguag e: ENGLISH
Document Type: JA; (Journal Article) Treatment: M; (Management Aspects)
The author describes the total quality control (TQC) principle and
techniques for use in an engineering department, on the basis of practical
experience of one Japanese manufacturer. In the example, TQC activity
adoption significantly improved design quality and engineer activity. The
main measures were data-based decision process and quality conscious
attitude revolution for engineers and all company members related to the
product. TQC was originated in Japan, and its concepts and measures are
based on Japanese industrial culture. The problems caused by the
introduction of these measures into a particular industrial culture are
discussed. 6 refs.
14
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Challenges of the future for technical managers.
Katz, I.
Northeastern Univ., Boston, MA, USA
Sponsor: IEEE; ERA
Electro/86 and Mini/Micro Northeast. Conference Record 16/1/1-5 1986
13-15 May 1986 Boston, MA, USA
Publ: Electron. Conventions Manage., Los Angeles, CA, USA
1454 pp.
Treatment: GENERAL,REVIEW;
Document Type: CONFERENCE PAPER
Languages: ENGLISH
National commitment to the goals of innovation, productivity and product
quality constitute a threat of fish or cut bait to those technical managers
whose past complacency and their organization's indifferent management;
often characterized by politics, customer rip-offs and poor product
performance; have in the aggregate cost the nation its technological
preeminence in many world markets. The author discusses two measures of
technical managerial performance: customer satisfaction and development of
technical personnel.
The relationship between factors in the work environment and turnover
propensities among engineering and technical support personnel
Sherman, J.D.
Sch. of Adm. Sci., Alabama Univ., Huntsville, AL, USA
IEEE Trans. Eng. Manage. (USA) vol.EM-33, no.2 72-8 May 1986
CODEN: IEEMA4 ISSN: 0018-9391
U. S. Copyright Clearance Center Code: 0018-9391/86/0500-0072$01.00
Treatment: GENERAL,REVIEW;
Document Type: JOURNAL PAPER
Languages: ENGLISH
(33 Refs)
Engineering, scientific, and technical support personnel from the
electronics division of a large US firm were sampled in this study of
influences on turnover decisions. While the literature, which is briefly
reviewed, suggests a multiplicity of causal influences, this investigation
focuses on specific factors in the work unit which are influenced by the
effectiveness of the technical manager. The results indicate that
approximately 30% of the variance in turnover propensities is explained by
factors in the immediate work environment. Satisfaction with supervision,
altruism on the part of the manager, and unit morale were found to be the
more important influences on intentions to stay for technical support
personnel. However, for the engineers factors such as autonomy and goal
congruence (with one's superior) were found to have greater influence.
Thus, factors influencing retention are found to be somewhat different for
engineers than for technical support personnel. The findings suggest areas
of content for management training in order to enhance retention.
15
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Keys to Success
Fernicola, Karen L.
Association Mgmt v38nlO PP: 68-72 Oct 1986 ISSN: 0004-5578
JRNL CODE: AMG
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 5 Pages
AVAILABILITY: ABI/INFORM
The 3 recipients of the American Society of Association Executives
(ASAE) Key Award for 1986 are profiled. E. E. Ferrey retired in 1985 after
25 years as chief executive of the American Electronics Association (AEA).
Ferrey considers himself a hands-on manager. AEA took a leading role in the
fight to lower the capital-gains tax in the 1970s as part of Ferrey's push
to initiate changes, not just address the ideas of others. Judy T. Neel is
chief staff executive of the American Society of Safety Engineers. Neel
believes executives have to ''affiliate'' with what their members are
doing. She also holds that human relations is as much a part of her job as
management. John N. Bailey was president of the International Association
of Business Communicators for 11 years. During his tenure, membership rose
from 2,000 to 12,000. He was most recently president of the Financial
Analysts Federation. Bailey believes strongly in voluntarism.
The Professional Planner/Scheduler and the Personal Computer
Perzanowski, Philip T.
AACE Transactions PP: H.2.1-H.2.8 1986 CODEN: AACTAZ ISSN: 0065-7158
JRNL CODE: AEE
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 8 Pages
AVAILABILITY: ABI/INFORM
The personal computer (PC) has several applications in a professional
planning function. First, a project management software program provides
scheduling capabilities and a cost tool. Second, an electronic spreadsheet
is an automated columnar pad that allows a planning engineer to total
resources over time periods and calculate durations or end dates. An
electronic spreadsheet operates by using: 1. formulas, or 2. macros —
functions that perform tasks automatically. Third, databases can produce
multiple sorts on the same data and allow the sharing of information among
several groups. Fourth, a planning engineer who frequently writes letters
and reports or revises papers may benefit from a word processor. Fifth,
computer-aided drafting automates the drafting function by creating,
editing, and storing drawings. To receive the optimal benefits, these
applications must be capable of interfacing with each other and uploading
or downloading information from other PCs and the company's mainframe
computer. Tables. Diagrams. References.
16
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A Working Scope Document for the Entire Project Team
Wilson, Ted W.
Cost Engineering v28n6 PP: 22-25 Jun 1986 CODEN: ACEBB6
ISSN: 0274-9696 JRNL CODE: AGO
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 4 Pages
AVAILABILITY: ABI/INFORM
A scope document, the primary means of communication between design
engineers and cost engineers, is a cost estimate device that defines the
quantities and specifications of all the physical components of a
construction project. Although the scope document has rarely been used by
members of the project team other than cost engineers, the document's
flexibility can be increased through computerization with sorting
capabilities. After computerization, uses of the scope document include: 1.
the control of daily project costs, 2. the presentation of scope changes,
3. the assignment of responsible cost centers, and 4. the investigation of
quantity and specification differences among units for multiple unit
facilities. This form of scope document can be applied to jobs where cost
engineers attempt to keep cost estimates revised or where engineering is
completed before the jobs begin. The involvement of design engineers will
lead to improved scope documents. An example is included for a coal-fired
power plant. Charts. Diagrams.
Reach Out to Remote Staff
Semilof, Margie
Network World v3n4 PP: 17-18 Mar 31, 1986 JRNL CODE: NWW
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 2 Pages
AVAILABILITY: ABI/INFORM
Communications managers interviewed by Network World concur that proper
coordination of remote technical personnel is essential to avoiding network
planning problems and product procurement confusion. Managers agree that
employees in remote locations suffer by missing the verbal interaction that
takes place in the central network site. To ensure the smooth operation of
a corporate network, managers advise home office personnel to: 1. impress
networking goals to off-site employees, 2. assure staff members they are
part of a team, 3. clearly define central policies and procurement
standards, 4. visit remote sites as often as possible to gain a better
understanding of any unique challenges faced by those employees, and 5.
hold joint meetings to share concepts and keep field staff up to date.
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A Model Program for Project Manager Training Suited to Japanese
Conditions
Wakasugi, Takaaki
Project Mgmt Jrnl vlVnl PP: 83-89 Mar 1986 ISSN: 0147-5363
JRNL CODE: PMJ
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 7 Pages
AVAILABILITY: ABI/INFORM
An engineering company's success or failure largely depends on its
ability to employ and develop talented individuals. The Human Resource
Development committee of the Engineering Advancement Association of Japan
has put together a model program for the development of these vital
manpower resources that is suitable for Japanese firms. This Career
Development Program (CDP) is a 15-year comprehensive development program
that aims to bring new employees to their maximum potential. CDP uses 3
approaches for development: 1. on-the-job training, 2. off-the-job
training, and 3. job rotation. The 15-year period is divided into 4 stages
to allow for a natural progression: 1. period of specialty acquisition (3-4
years), 2. period of acquisition of multidisciplinary orientation (3-4
years), 3. period of specialty practice (3-5 years), and 4. period of
low-level management (4-6 years). The model allows for flexibility in
various applications. Diagrams.
Team Building on a Deadline
Miller, Barry W.; Phillips, Ronald C.
Training & Development Jrnl v40n3 PP: 54-57 Mar 1986 CODEN: TDEJA7
ISSN: 0041-0861 JRNL CODE: STD
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 4 Pages
AVAILABILITY: ABI/INFORM
A review of an air quality control equipment construction project at
Ohio Edison (OE) prompted OE's project managers, the architect/engineer,
and the general contractor to decide a team-building effort was necessary
to save the project. Under this leadership, a project status meeting
finally focused on the real problems, recognized destructive behaviors, and
resolved to make changes. Persons involved agreed on the basic tenet that a
problem with the project was everyone's problem. The focus was on tasks to
be done and problems to be resolved. Each company's positive contributions
were noted, which reemphasized that the project had the necessary skill and
talent to succeed. A team-effectiveness strategy developed in which
communication, feedback, and follow-through were critical elements. Time
was set aside for intensive team building and problem solving. Units were
online and on schedule, and all Environmental Protection Agency completion,
dates were met, with the project coming in $30 million under budget.
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'I'm in personnel'.
Stoneham, Ben
Personnel Management April, 1986, p69(l)
Ben Stoneham, industrial relations executive for Portsmouth and
Sunderland newspapers, helped engineer these companies' first peaceful
shift to new production technology. The transition came after 10 years of
communication and preparation. Stoneham and his predecessors worked on
improving the status of supervisors and keeping all employees informed of
management decisions. The importance of the changes to the papers' future
was always stressed.
The industrial engineer as entrepreneurial individual for managing
innovation.
Sarin, Sanjiv; Butts, Bennie
Industrial Engineering v!8 July, 1986, p!6(3)
Although a study performed in 1957 by R. Solow indicated that 80 percent
of all industrial productivity improvements are directly attributable to
technological change, managing technological innovation continues to be a
problematic discipline, even in the 1980s when technological innovation
seems to be at a high point. Industrial engineers may be the most qualified
personnel for managing the implementation of technological changes.
Engineers involved in such projects will encounter resistance to change by
upper management levels due to: costs associated with the change or the
change's upsetting of long-term business plans; a tendency on the part of
business people to 'wait and see' rather than be the first to make changes;
and a reluctance to retrain themselves and others to use the new
technology.
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III. OTHER AREAS OF INTEREST
Tight Rein, More Stress
Hall, Kenneth - Western Australian Institute of Technology ; Savery,
Lawson K. - Western Australian Institute of Technology
HARVARD BUSINESS REVIEW, Jan/Feb 1986, p. 160
DOCUMENT TYPE: HER Article
FEATURE NAME: Probing Opinions
CORPORATE FUNCTIONS: Personnel relations; Behavior in organizations.
ABSTRACT:
Stress comes with the manager's territory, but undue stress is another
matter. According to an American Management Association survey reported in
1981, some 50% of top management and 39% of middle managers in the United
States may fall into the coronary-prone life-style category. This
conclusion came from responses to a question about working too hard and
putting in many long discretionary hours. In a study reported here,
Australian executives are twice as likely to die from stress-related
illnesses as are more typical members of the same age group. This finding
should be considered in relation to the fact that 47% of all deaths in
Australia are due to cardiovascular disease, which is often caused by or
associated with tension
The causes of stress are legion and what is undue pressure for one
person can be a welcome incentive for another. But some stressors are
universal, like lack of time to complete a task and inability to have a say
in determining how work will be conducted. One stress is absence of
autonomy, that is a perceived lack of control over how a person functions
in the job. The authors investigated this question of autonomy by surveying
a group of 532 managers in 32 Western Australian organizations to see
whether undercutting of their decision-making authority by their superiors
produced excessive strains on them. The results showed a clear
relationship. They also indicated that those who feel themselves to be
under great strain at work are also prone to have symptomatic ailments like
hypertension and depression. Conclusions include recommendations for
executives to allow their managers more freedom.
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Managerial obsolescence: how to keep it from happening to you.
Barnard, Janet
Supervisory Management v31 April, 1986, p!5(4)
New technology has demanded that companies become more productive,
capable of rapid change, and technically oriented. As a result, the skills
required of managers have undergone change. Management today is more task
oriented; resource allocation is complex as it changes with each project;
technical personnel want different qualities in their managers than
nontechnical personnel; and cultural factors within and outside the company
affect the conditions under which the manager functions. Skills required of
managers today involve being: aware of advances in their field,
results-oriented, computer literate, aware of communication channels in the
company, a group advocate, and a provider of sound direction.
ENGINEER, MANAGER, AND MBA DEGREE.
Olyniec, James H.
Vasser Construction Co, Huntsville, AL, USA
Journal of Management in Engineering v 2 n 3 Jul 1986 p 177-180
CODEN: JMENEA ISSN: 0742-597X
Language: ENGLISH
Document Type: JA; (Journal Article) Treatment: G; (General Review)
Training is widely acknowledged as a fundamental ingredient to success.
Training is gained both through formal means, such as classroom education,
or informal means, what we call experience. On the surface, business
education for an engineer and manager may not appear to be related.
However, common concepts, as described in this paper, link business
education to both the engineer and manager. Author abstract) 4 refs.
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Alienation Among Managers — The New Epidemic or the Social Scientists'
Invention?
Hunt, John W.
Personnel Review (UK) vlSnl PP: 21-26 1986 CODEN: PRRVAQ
ISSN: 0048-3486 JRNL CODE: PRV
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 6 Pages
AVAILABILITY: ABI/INFORM
Much recent literature on the problems of a person's adjustment to the
demands of work organizations concerns managers. Four expanding research
areas are analyzed: 1. burnout, 2. professional suicide, 3. learned
helplessness, and 4. mid-career crisis. The disorders described: 1. are
most frequent in large, structured organizations, 2. involve people who
have unrealistically high expectations, 3. vary with the length of time at
a job, and 4. have very similar symptoms. The 4 psychological disorders are
probably 4 perspectives on the same phenomenon, alienation. Alienation
comes from a denial of self for benefit of the collective, and these
disorders arise from the new conditions of self-denial plus rejection by
the collective. Many cannot find alternatives to career as life's focus,
and options for dealing with alienation include: 1. counseling, 2. career
planning, 3. career changes, and 4. redundancy-retirement. References.
IBs Are Best Suited to Challenging Role of Project Manager
Mantel, Samuel J., Jr.; Meredith, Jack R.
Industrial Engineering v!8n4 PP: 54-60 Apr 1986 CODEN: IDLEB9
ISSN: 0019-8234 JRNL CODE: INE
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 6 Pages
AVAILABILITY: ABI/INFORM
Industrial engineers (IE), are almost ideally suited to be project
managers (PM), with the key to transition being a focus on managing. Each
project is unique with a specific purpose. Projects have complex
interdependencies, and the PM functions in a conflict-filled world. The
PM's job is to make sure that the work of the project gets done, not to do
the work. The PM's job of managing relationships among the project team is
almost as important as managing the project. The PM's role also demands an
ability to manage tradeoffs among the project's time, cost, and performance
objectives. PMs must find the needed resources to accomplish the project
and will often have to solve crises. Effective PMs have such skills as: 1.
ability to use a systems approach, 2. ability to work to resolve conflicts,
3. mediation and negotiation skills, and 4. analytical skills. Criteria for
selecting good PMs include: 1. a bias in favor of task completion, 2..
technical and administrative credibility, 3. interpersonal and political
sensitivity, and 4. leadership. Graphs. Diagrams. References.
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Harnessing the Energy from Change Anxiety
Gillen, Dennis J.
Supervisory Mgmt v31n3 PP: 40-43 Mar 1986 CODEN: SPMNAU
ISSN: 0039-5919 JRNL CODE: SPM
DOC TYPE: Journal Paper LANGUAGE: English LENGTH: 4 Pages
AVAILABILITY: ABI/INFORM
When humans are confronted with a change in their environment they
respond with increased levels of energy. Behavioral scientists call this a
state of ''hyperenergy.'' For the supervisor with the responsibility for
instituting change, this hyperenergy can be channeled into the change
process constructively. However, if mishandled, it can provoke employees to
serious resistance. To be successful, supervisors must plan their approach
very carefully. Supervisors must never simply announce change and expect it
to become the new order instantly. Managers should point out the benefits
that the change will bring. Goal agendas are excellent ways for
implementing change. However, the agendas should be flexible in order to
permit trade-offs in the change process. An important part of successful
change is making employees experience a feeling of ''ownership'' in the
process by involving them in the process.
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EPA/IMSD/87-501
AUTHOR
Technical Expert Turned Manager
TITUE
March 1987
DATE
LOANED
BORROWER'S NAME
DATE
RETURNED
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