Professional Documents
Culture Documents
TO MANAGEMENT
- A PROGESSIVE JOURNEY
Disclaimer : The following are my personal observation
• Engineers are
comfortable with
technology and trained
in problem solving.
• They are seen as being
curious an and enjoy
discovering how things
work and solving
problems.
Personality of an Engineer
Those who stereotype Engineers generally see them as intelligent,
logical, introverted but with poor communication skills and dress
sense.
• They use logic to examine ideas and develop theories and
explanations.
• They like science.
• They are perfectionists who are always looking for better
ways of doing things.
• They like order and structure.
• They enjoy discussion, debate (and arguing), about their
topic.
• They often have a good sense of humour.
• They commonly want to help solve the world’s problems.
Personality of an Engineer
There are also an assortment of characteristics which
are less easy to like.
• They may be unimaginative outside their own field, (so-called
tunnel-vision).
• They may have poor social skills and be insensitive to the
feelings of others. Diplomacy does not come to them
naturally.
• They are uncomfortable with vagueness and ambiguity.
• They may focus on theories and be reluctant to consider
conflicting data.
• They can be impersonal and reserved and may take little
interest in other people.
• Sub-optimal communication skills
Engineers in Leadership Positions
Roberto C. Goizueta -
former chairman and
chief executive of Coca-
Cola (Chemical Engineer)
Peter Bunting
MP, co-founder and Richard K. Powell, President
former & CEO Victoria Mutual Building
Douglas Orane - Chairman of DB & G (now Society (Civil Engineer)
Executive Chairman Scotia DBG) (Mechanical
Engineer)
GraceKennedy Limited
(Mechanical Engineer)
Engineers in Leadership Positions
Jamaica
Andrea Dempster– MD
Bookophilia (Civil Engineer)
Peter Melhado –
President & COO of ICD
Group (Mechanical
Vincent Lawrence–
Engineer)
former Executive
Chairman of the UDC
(Civil Engineer)
Engineer and Management
Senior Managers who have engineering
background tend to be more acknowledged for
their management skills than their engineering
background
Traditional Career Model
Comfort Great Stake in being
(Superior – Subordinate) Sr. the “WISEST”
Mgt.
Middle
Management
Trade-off
between
1st Line Management
Technical
Is it possible to Other
do “Technical”
and
“Management Management
14
An Engineer - Challenges to Becoming
a Successful Manager
Technical Competence
Communications
Business Skills
Management Skills
Motivation
Performance Evaluation
1st Level
Technical
(Supervisors) Skills
Technical Training
Establish solid base (formal & intensive
engineering preparation and practice
Some 7 years of good engineering practice
Formal Management Training
On the Job Training
Engineer to Manager - Filling the Gap
• You have to look at the big picture when you become a
manager
– Look at the forest not the tree
– Don’t get over involved in detail
– Try to get your employees to understand & share the big picture
• Distance Yourself from Previous Responsibilities
– Do not meddle with work of those reporting to you
– Distance self from last position and (provide opportunity for those
practicing the engineering function to develop)
• Develop a New Perspective on Management
– See task as working with subordinates rather than subordinates
working for them