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FROM ENGINEERING

TO MANAGEMENT
- A PROGESSIVE JOURNEY
Disclaimer : The following are my personal observation

Challenges faced by Diploma Engineers in


Bahrain
Despite of many years of experience in the field, diploma
holders cannot practice as
an ENGINEER in the kingdom after the new rule setout by
the authority controlling engineering professional
practice.
Also online / distance education degrees are not approved
The Dilemma
The new rule made major hindrance to
career growth of an
Diploma holder.
1.Job security in question comparing
with Deg.Holder
2. Opportunity for Promotion is
reduced in comparison with D.H
3. Demoralized when work under
Qualified but in experinced
supervisor
HOW TO OVERCOME THE CHALLENGES
Add value by Additional
qualification
• Get additional
Personality of an Engineer

• 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)

John F. Welch, Jr. -


chairman and CEO
of General Electric
Leonid Brezhnev - in 1981
leader of the former (Chemical Engineer)
Soviet Union,
(Metallurgical Engineer)
Engineers in Leadership Positions
Jamaica

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

Great Stake in being


Staff Engineering the “BRIGHTEST”
Competence

The Career “Pyramid”


Which Career Path Should I Follow?

The higher the technical


quotient of the entity the
more the importance of
straddling both

Technical
Is it possible to Other
do “Technical”
and
“Management Management
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An Engineer - Challenges to Becoming
a Successful Manager

 Technical Competence
 Communications
 Business Skills
 Management Skills
Motivation

Performance Evaluation

 People (or Interpersonal) Skills – A Special


Challenge
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Important Attributes of a Good Manager
 People should know what you stand for
 Honesty (When mistakes are made, admit it!)
 Integrity
 Good People Management Skills (be
prepared to deal with human resources issues)
 Reliability (when you say that you are going to
do something, DO IT!)
 Boss for everyone (“equity” across the board)
Important Attributes of a Good Manager
 Lead by example (don’t ask your staff to do
something that you wouldn’t do)
Strong Fortitude (Bad things can happen to good
people)
 Ability to divorce personal feeling from professional
obligations)
– Not only work with those you like (not everyone you work with
has to be your “bar” friend)
– Inspite of ones personal preference, need to professionally
deal with everyone
 Ability to create an environment where people go to work
to achieve something (not to prevent something, as often occurs in the
public sector)
Management Levels & Skills Mix

3rd Level Administrative and


(Senior Managers) Conceptual
Skills

2nd Level Interpersonal


(Middle Managers) Skills

1st Level
Technical
(Supervisors) Skills

As organizations evolve to reflect their


business environment -- the skills mix is also
changing for the organization’s managers
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Engineer to Manager - Filling the Gap
 You know you are ready to make the leap
from engineer to manager when you feel
like you are looking for something more
 you want to contribute on a larger scale.
 Important to develop the attributes of a
good manager (know what you stand for, honesty,
integrity, people skills, etc)

 Adopt the logical, structured thinking


(rather than anectodal) into approach to
management
Engineer to Manager - Filling the Gap

 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

• Seek advice from other leaders that have transitioned from


engineer to manager.
Personal Experience

• Had early exposure to engineering


– Civil Engineer
– Worked with Ministry of Health and NWC
• Management Training
– MBA
– Management short courses
• Straddled the two disciplines
Personal Experience
• Management needs to look at the big picture
– The financial health of the enterprise is critical
– Recognize that technical solutions has human and
financial implications
– Addressing Human resource issues
– Bringing engineering discipline to commercial
activities
• Bilateral and Multi-lateral relations
– Require optimum mix
– Issues are more than technical
Personal Experience
• Dealing with and Managing the political
directorate
– MPs want water provided to particular
communities
– Management will be concerned about scheduling
and impact on budget – where best spent the last
dollar

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