The Practice of Engineering Management: A New ApproachManaging engineering is more difficult, more demanding and more important than managing any other human activity in modern society. The author sets out to prove the truth of that statement and to show how today's engineering manager can exploit changing technologies, methods and markets. He offers fresh, often controversial, insights into a wide range of current engineering management issues—always maintaining the importance of people management—including the roles of education, training and research, the value of MBA training, the effectiveness of quality standards, the problems of diversification from military to commercial markets, and the roles of institutions, cultures and government in engineering. |
Contents
People At Work | 18 |
Developing Engineers | 36 |
The Personnel Management Function | 55 |
Copyright | |
9 other sections not shown
Common terms and phrases
achieved activities analysis applied approach aspects become cause circuit companies competitive complex components considered continuous contribute correct costs course create defects depends described detail determine difficult early effects effort electronic engineering ensure equipment essential example exist expected expensive experience extent facilities fact factors fail failure functions further future given higher ideas important improvement increased individual industry influence involved knowledge lead less limits maintenance manufacturing measured ment methods motivation necessary objectives operating organisation parameters particularly performance person planning possible practicable predict prevent principles problems production programme purchaser range reduced relation reliability repair requirements responsibilities risks scientific selection simple situations skills standards statistical suppliers tasks teaching tion understand usually values variables variation workers