Engineering Management Training
Engineering Management Training
(OP)
I'm currently being considered for a position in engineering management that will include the supervision of degreed engineers and technicians.
Currently, I am an electrical engineer and have very little experience in management aside from leading small teams throughout projects. I realize that much of management involves human psychology and there's no one-size-fits-all approach that can be learned to ensure success. But, I know there are some basic dos and don'ts that can help a new manager avoid starting off on the wrong foot.
Are there any noteworthy books that you have found on engineering management or management in general? I did pick up "How to Win Friends and Influence People" previously since it's a widely recommended book.
Are there any online courses or in-class courses typically offered in large cities that would be worthwhile? I'm currently working on my MSEE, so something as time-consuming as an MBA would not be possible right now.
Thanks in advance for any possible tips you can provide.
Currently, I am an electrical engineer and have very little experience in management aside from leading small teams throughout projects. I realize that much of management involves human psychology and there's no one-size-fits-all approach that can be learned to ensure success. But, I know there are some basic dos and don'ts that can help a new manager avoid starting off on the wrong foot.
Are there any noteworthy books that you have found on engineering management or management in general? I did pick up "How to Win Friends and Influence People" previously since it's a widely recommended book.
Are there any online courses or in-class courses typically offered in large cities that would be worthwhile? I'm currently working on my MSEE, so something as time-consuming as an MBA would not be possible right now.
Thanks in advance for any possible tips you can provide.





RE: Engineering Management Training
He assembled a spectacularly effective team by recruiting people whom the other managers were glad to release.
His trick was simple: Everyone was assigned a task at which they had demonstrated some competence. ... and whatever each person was not good at, was covered by someone else.
Mike Halloran
Pembroke Pines, FL, USA
RE: Engineering Management Training
RE: Engineering Management Training
Get hold of some of Ken Blanchard's books, i.e. One minute manager, Understanding the one minute manager.
They are quick and to the point.
B.E.
You are judged not by what you know, but by what you can do.
RE: Engineering Management Training
And on the job experience.
RE: Engineering Management Training
Lincoln on Leadership: Executive Strategies for Tough Times Paperback
by Donald T. Phillips
RE: Engineering Management Training
RE: Engineering Management Training
1.) Never ask an employee to do something that you are not willing to do yourself. Keep in mind that you may have to show them how to do it the first time so that they understand how to do it.
2.) Be as honest as possible with your people, and treat them with an appropriate level of respect. This is a relationship that you are building. Honesty and respect are not optional. They are mandatory. If your people feel that you respect them, then you will likely receive the same in return. If they feel that they aren't able to trust you, then they will conceal things/be dishonest/misdirect, etc. Nobody needs that headache.
3.) Support your workforce. You are there to reduce the number of roadblocks that stand in their way of accomplishing the projects that are assigned to them. Don't put up roadblocks unless it is absolutely necessary. And if it is, you need to explain why.
4.) Humility goes a long way when you are a leader. You may be considered an expert in what you do, but there is no shame in admitting that you don't know the answer. The important part is knowing who does, and talking to them. Or in finding the right resources and references.
5.) Don't ignore your own people when there is a problem. Listen to them, consider what they have to say, weigh the evidence, and then do what you think is right.
6.) Don't act as a funnel for "the sky is falling" mentality that management tends to apply to situations that are entirely manageable: act as a buffer instead. Your people will appreciate you for this, and miss you a great deal when you move on. Remember that the problem is not the problem. The problem is how you deal with the problem.
7.) Make your expectations clear to your people up front so everyone understands what is expected of them. Reward appropriate behavior. Do NOT reward bad behavior. This is not always as black and white as it may appear.
8.) Patience is a key characteristic to possess, especially when it comes to dealing with people. If you don't have any, you probably don't belong in a leadership role. People above you in the organization who lack this characteristic themselves usually tend to have more turnover in their departments.
9.) Know when to push forward and when to back off when it comes to confrontation. This is work culture dependent.
10.) Know yourself, and what level of responsibility you are comfortable handling.
My 2 cents.
Maui
www.EngineeringMetallurgy.com
RE: Engineering Management Training
Thanks for your insight. You get a Star from me.
prognosis: Lead or Lag
RE: Engineering Management Training
Thanks. Any chance you can forward it through to my manager for me?
RE: Engineering Management Training
eu.wiley.com/WileyCDA/WileyTitle/productCd-1118479416.html
RE: Engineering Management Training
This is much more than your 2 cents. You really made good points with great clarity.
Thanks
RE: Engineering Management Training
Example: #7, rewarding competence and good behavior, and NOT rewarding incompetence or bad behavior, is a very important objective of a good manager- but if you don't determine compensation or make hire/fire decisions, your ability to do anything truly effective in this regard for your troops will be very limited.
RE: Engineering Management Training
Even if you don't hire/fire or set salary, you have tools to reward. I buy dinner and lunch for my folks out of my own bank account on occasion. I buy candy for my secretary. I make brownies for my team (I make them, not my wife). You can treat your team to a movie, you can buy them something small for their hobby. These things mean more than a bigger bonus "on the company" because they know it comes from me. I consider part of my larger manager's salary is for these things and I set it aside. The truth is that a raise won't motivate anyone, but something really personal will.
RE: Engineering Management Training
RE: Engineering Management Training
Moltenmetal, thank you for your insight. Keep in mind that the list that I provided was not meant to be all encompassing. It is simply a summary of my thoughts on the subject. There are many things that could be added to it, and I included what I felt were the most important items. Feel free to add to it as you see fit.
At some point we are all held responsible for issues that are beyond the scope of our authority to correct. When you are faced with this situation it becomes a test of your character and ability to lead effectively. In this situation I would refer you back to item #6 - Remember that the problem is not the problem. The problem is how you deal with the problem.
Maui
www.EngineeringMetallurgy.com
RE: Engineering Management Training
Maui
www.EngineeringMetallurgy.com