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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
Sr. Mgt.
Middle Management
1st Line Management
Staff Engineering
Management Career “Pyramid”
Traditional Model
• MBA’s -
•Management Training Courses -
•Structured Workplace Learning Experiences-
•Engineering Management Certification -
What are the critical skills that get engineers successfully through the transition from
specialist to manager?
And how are they acquired?
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
1st Level(Supervisors)
2nd Level(Middle Managers)
3rd Level(Senior Managers)
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
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
PreparationSponsor
(Mentor)
Technical Competence
Interpersonal/Team Skills
Mission/Organization Awareness
Written/Oral Communications
Problem Solving
Self-Direction
Conflict Management
Human Resources Management
Negotiating Skills
Management Development Planning Considerations
Understanding of Diversity Issues
Team Building
Innovative/Creative Thinking
Coaching.Mentoring Skills
Project/Program Management Skills
Resource Management (Financial, People, etc.)
Risk Management
External Awareness (Organizational Awareness, Laws, Policies, etc.)
Strategic Planning
…and Others
Management Development Planning Considerations
Learn how to do the one-on-one performance evaluation
Unions? – get smart in labor relations
Learn HR policies and build relationships with HR reps
Learn how to work with “difficult” people
Diversity – understand benefits and issues - volunteer for Diversity Boards or Panels
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
Elements to Developing Successful Managers
Leadership vs. ManagementLeadership is about influencing people to follow
Management focuses on maintaining systems and processes
Managers maintain direction
Leaders create positive change
Leadership is influence
Leadership is …..
Setting the bar…then…Raising the bar
Management is …..
…Ensuring the bar is cleared…
Leadership vs. Management
Leadership is getting others to willingly follow you
Managers have respect due to position;
Leaders get respect because they make things happen – they drive positive change
A good manager may not be a good leader;
A great leader may not be a good manager
Keys to Preparing for a Successful Management Career
People Skills
Communications Skills
Management Skills
Technical Skills
It’s all about People…It’s all about People…
Key Focus Areas for Developing Managers
Continuously improve your Communications ability– written & oral communications
New Focus Area: International Communications
Negotiating – key skill to a manager’s future success
Financial Management/Budget Development – general theory and the specific organization’s accounting & budgeting practices
Communications Remember - actions speak louder than words
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.
Contradictions will impact Manager-Subordinate trust
How can you be trusted if you say one thing and do another?
Actions speak louder than words!
Motivation
Managers are responsible for motivating employees
3 Factors influence Employee MotivationWill effort be recognized in performance appraisals?
What is the performance-reward relationship?
Do employees receive awards they really want?
Performance EvaluationPerformance Reviews - most difficult part of a Manager’s job
Difficult to discuss weaknesses with employees
Employees become defensive when receiving negative feedback - and possibly exhibit aggressive behavior
Employees have inflated sense of their own performance
Employees should be aware of where they stand throughout the year - not find out at review time
The Best Surprise is No Surprise!
Elements of a Successful Manager “Soft skills” will play a significant part in successfully transitioning from Engineer to Engineering Manager
A manager must have a strong desire to want to continue to develop himself/herself AND more importantly a desire to develop others
Become a Decision Maker – Managers have to make the “Tough Choices”
It’s all about People…It’s all about People…
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.
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 21st Century