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El. knyga: Guide to Success for Technical Managers: Supervising in Research, Development, and Engineering

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  • Formatas: EPUB+DRM
  • Išleidimo metai: 16-Mar-2011
  • Leidėjas: John Wiley & Sons Inc
  • Kalba: eng
  • ISBN-13: 9781118097731
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Guide to Success for Technical Managers: Supervising in Research, Development, and EngineeringDidesnis paveikslėlis
  • Formatas: EPUB+DRM
  • Išleidimo metai: 16-Mar-2011
  • Leidėjas: John Wiley & Sons Inc
  • Kalba: eng
  • ISBN-13: 9781118097731
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Independent-minded professionals such as scientists, programmers, and engineers are the driving forces behind today's technical industry. Accustomed to working alone, these self-reliant individuals present unique management challenges for leaders supervising their efforts.

Written by authors drawing on many years of management experience in technical field, A Guide to Success for Technical Managers provides technical managers and supervisors with the leadership and management tools necessary for making informed decisions in supervisory situations. It includes self-awareness exercises, templates, and checklists to help accelerate job skills. Some of this book's highlights include:

By modifying conventional management techniques to fit the specific needs of technical managers and supervisors, A Guide to Success for Technical Managers offers a fresh perspective on fostering employee development in an industry where non-conventional strategies are most often the best practice.

Supervisory Skills for the Technical Manager: A Guide to Success focuses exclusively on the dynamics of being a technical manager such as a scientist, programmer, or engineer. An R&D environment demands modified management techniques and this book explores how to do so. 

Drawing of years of experience to provide technical managers with various tools and ways to apply them in supervisory situation, this essential title includes exercises, templates and checklists to accelerate their uses and applications on the job.  In addition, case studies are included throughout to thoroughly explain and explore the concepts discussed.

Key topics include handing the transition to supervising others in research and development, the characteristics needed to motivate personnel in a R&D environment as compared to other areas of business are detailed.  The pitfalls and challenges of managing technical personnel, how delegating can build an effective team that can produce superior results, and how to monitor the work of previously independent personnel are also discussed.

Preface xi
Chapter 1 Tips on Transitions for Technical Managers
1(16)
Transition Situations
1(5)
Manager or Scientist? An Attribute Inventory
6(4)
Manager---Scientist Inventory Score Sheet
10(2)
Interpretation
12(1)
Questions to Ask Yourself
12(1)
Transition Situations---Solutions
13(1)
References
14(1)
Bibliography
14(3)
Chapter 2 Advice on Creating a Motivating Climate
17(14)
Motivation Situation
17(1)
What Motivates You?
18(3)
Why Is Motivation Important?
21(1)
Diagnosing Motivation
22(1)
Applying Theories about Motivation
22(6)
Motivation Situation---Solution
28(1)
References
29(1)
Bibliography
29(2)
Chapter 3 Hints to Increase Interpersonal Effectiveness
31(18)
Interpersonal Effectiveness---My Story
31(1)
The Myers---Briggs Type Indicator
32(2)
Using Type Effectively
34(5)
Applying Characteristics of Type
39(4)
Role of Emotions and Trust
43(3)
References
46(1)
Bibliography
46(3)
Chapter 4 Clues About Communication Pitfalls and Strategies
49(18)
Communication Situation
49(1)
Communication Patterns and Factors
50(5)
The AIDR Technique
55(1)
Focusing on Others---A Development Experiment
56(1)
Ask Questions
57(1)
Challenge Assumptions
58(1)
Email
58(1)
Email Guide
59(1)
Applying the MBTI
60(3)
Planning a Personal Communication Strategy
63(1)
Communication Situation---Suggestions
64(1)
References
64(1)
Bibliography
65(2)
Chapter 5 Secrets to Managing Performance
67(22)
Performance Situation
67(1)
Setting Expectations and Goals
68(3)
Consider Personal Styles---Both Yours and Your Employee's
71(3)
Managing Performance
74(2)
Performance Problem Solving
76(1)
Dealing with Performance Issues
76(1)
Managing a Performance Issue
77(1)
Distinguishing between Observations and Conclusions
78(2)
Performance Conversation Checklist
80(1)
Tackling Recurring Problems
81(1)
Performance Issue Linked to Technical Problems
81(2)
Managing Managers
83(3)
Suggested Answers for Distinguishing between Observations and Conclusions
86(1)
References
87(1)
Bibliography
87(2)
Chapter 6 Increasing Effectiveness Through Delegation
89(24)
Delegation Situation
89(1)
Delegation Choices
90(1)
Delegation Benefits
91(2)
Delegation Analysis
93(2)
Delegation Profile
95(1)
Planning for Delegation
96(1)
Styles of Delegation
97(4)
Relation of U/E to Delegation Style
101(1)
Delegation Checklist
102(2)
Delegation Using Type
104(3)
Temperaments
107(1)
Applying New Concepts and Skills
108(1)
Delegation Situation---Solution
109(1)
Delegation Choices---Suggestions
109(1)
References
110(1)
Bibliography
110(3)
Chapter 7 Points for Succeeding as a Coach
113(22)
Coaching Success
113(1)
Building Connections
114(1)
How Do Star Performers Network?
115(1)
Group Social Networks
115(2)
Challenging the Status Quo
117(4)
Looking Forward
121(1)
Suggestions for Development Activities
122(9)
Coaching Success---Solution
131(1)
References
132(1)
Bibliography
132(3)
Chapter 8 Techniques to Manage Groups, Teams, and Meetings
135(18)
Facilitation Situation
135(1)
Building Collaboration
136(1)
Role Clarification Activity
137(1)
Goal Clarification Activity
138(1)
Group Operating Priniciples or Norms
138(1)
Increasing Meeting Effectiveness
139(1)
Individual Autonomy versus Group Interdependence
140(2)
Decision Making
142(1)
Meeting Management Techniques
143(4)
Application: Your Own Meeting
147(2)
Facilitation Situation---Suggestions
149(1)
References
150(1)
Bibliography
151(2)
Chapter 9 Clues to Foster Creativity and Innovation
153(18)
Sam's Dilemma
153(1)
Social and Educational Input on Creativity
154(1)
Raising the Bar for Creativity and Innovation
155(1)
Definitions: Creativity and Innovation
156(10)
Sam's Dilemma---Resolved
166(1)
References
167(1)
Bibliography
168(3)
Chapter 10 Pointers on Managing Projects and Decisions
171(20)
Project Support
171(2)
So, What Can You Do?
173(1)
Learn the Basics of Project Management
173(1)
Understand and Take Advantage of Different Approaches to Project Planning
173(2)
Challenge What Does Not Make Sense
175(1)
Consider the Difference between Risk and Uncertainty
175(1)
Look for Ways to Improve Communication in Your Project
176(1)
Avoid Going for the Big Bang---Prioritize and Proceed Incrementally
177(3)
Be Assertive and Work to Kill a Project That Should Die
180(1)
Use Consensus Wisley and Make Timely Decisions
181(5)
Project Support---Suggestions
186(1)
References
187(1)
Bibliography
188(3)
Chapter 11 Suggestions for Managing Up
191(14)
Managing Up Stories
191(2)
Build Your Relationship
193(1)
Manage Communication
194(3)
Guidelines to Approach Your Boss
197(1)
Guidelines for Receiving Feedback
198(3)
Managing Up Stories---Resolved
201(2)
References
203(1)
Bibliography
204(1)
Chapter 12 Let's Use it Right: A Summary of Suggested Approaches
205(12)
References
215(2)
Fifty-Two-Week Leadership Journal 217(98)
Index 315
Elizabeth Treher, PhD, has held technical leader roles in industry, government, and academia and has more than seventy publications and patents, including two books: The Pharmaceutical Business and Strategic Partnering. For the last twenty years, as CEO of The Learning Key, she has consulted with technology-based companies to develop curricula to build managerial and project leadership skills. David Piltz has over fifteen years' experience in training managers and supervisors, both technical and non-technical. David has developed and designed over seventy-five modules on communication, management and supervision, facilitation, and delegation. He has also worked with numerous managers and executives on increasing their supervisory effectiveness.

Steven Jacobs is a consultant to biotech and pharmaceutical companies. He trains and coaches international clinical development teams to avoid and mitigate cultural problems and delays due to communication and conflict, and has also helped companies improve clinical supplies team dynamics, process efficiencies, and overall delivery performance. His senior roles have included those of COO and CEO.
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