Every organization, business, and manager is unique, and each demands an individually tailored management style. Supposedly universal management strategies must be tailored to suit the specific situations that each individual faces daily in the work environment. This book provides a theoretical and practical foundation for the adaptation and tailoring of a universal management style into a specific, effective style with the power to produce the desired results. It assists the manager, or would-be manager, in the development of a management style that meets the needs of any kind of business. Each chapter begins with a case study illustrating a typical problem followed by questions and answers about the presented challenges. The chapters also contain thought provoking one-sentence suggestions that can be immediately immplemented, enabling the reader to produce results and succeed in today's rapidly-evolving economic and technological environments. This work combines the best and latest in management theory with tested practical applications, making it a useful tool for managers not only in technically-orientated industries, but in any kind of company. Based upon the author's more than 25 years of experience in management consulting, writing, lecturing, and teaching, this work is designed to help readers handle the demanding responsibilities of technical management. It features important information in dealing with international firms, contracts, TQ, ISO 9000, and CAD management. It also provides essential details on personal liability and ethics in decision making, motivating employees, leadership, and creating teams. The Technical Manager's Handbook serves as a valuable, cross-method reference for engineers, scientists, researchers, and students who are or soon will be involved in technical management operations. Managers in quality assurance, manufacturing, administration, and computer manufacturing will also benefit from this volume'saccessible and applicable exploration of pertinent issues.
Silverman
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Weitere Infos & Material
Technical management: who and what we are. The manager: dealing with yourself-the most important individual. Beginning: building your own model/theory. The whole organization design: a little history, many models. The model components. People-basic building blocks concerning motivation. Putting theory to work: motivation prescribed. Structures: description and prescription semi-permanent teams: functions and survival today. Prescriptions for structures: temporary teams. Technology. How we do things, techniques and systems. Leadership and ethics: holding it all together. Repetitive decision systems: information: tell me what's happening in the organization. Costs and measurement: what do I need as a manager? Getting things changed. Speculation on future uses and personal thoughts.
