Management For Scientists And Engineers

There are chapters on networking and working with others, what to expect from the day to day working world, resumes and job hunting."--BOOK JACKET.

Addressing the specific needs of engineers, scientists, and technicians, this reference introduces engineering students to the basics of marketing, human resource management, employment relations, personnel management, and financial management. This guide will help engineering students develop a sense for business and prepare them for the commercial and administrative dealings with customers, suppliers, contractors, accountants, and managers.

Natural resources support all human productivity. The sustainable management of natural resources is among the preeminent problems of the current century. Sustainability and the implied professional responsibility start here. This book uses applied mathematics familiar to undergraduate engineers and scientists to examine natural resource management and its role in framing sustainability. Renewable and nonrenewable resources are covered, along with living and sterile resources. Examples and applications are drawn from petroleum, fisheries, and water resources. Each chapter contains problems illustrating the material. Simple programs in commonly available packages (Excel, MATLAB) support the text. The material is a natural prelude to more advanced study in ecology, conservation, and population dynamics, as well as engineering and science. The mathematical description is kept within what an undergraduate student in the sciences or engineering would normally be expected to master for natural systems. The purpose is to allow students to confront natural resource problems early in their preparation.

Teaches scientists and engineers leadership skills and problem solving to facilitate management of team members, faculty, and staff This textbook introduces readers to open-ended problems focused on interactions between technical and nontechnical colleagues, bosses, and subordinates. It does this through mini case studies that illustrate scenarios where simple, clear, or exact solutions are not evident. By offering examples of dilemmas in technical leadership along with selected analyses of possible ways to address or consider such issues, aspiring or current leaders are made aware of the types of problems they may encounter. This situational approach also allows the development of methodologies to address these issues as well as future variations or new issues that may arise. Leadership by Engineers and Scientists guides and facilitates approaches to solving leadership/people problems encountered by technically trained individuals. Students and practicing engineers will learn leadership by being asked to consider specific situations, debate how to deal with these issues, and then make decisions based on what they have learned. Readers will learn technical leadership fundamentals; ethics and professionalism; time management; building trust and credibility; risk taking; leadership through questions; creating a vision; team building and teamwork; running an effective meeting; conflict management and resolution; communication; and presenting difficult messages. Describes positive traits and characteristics that technically-trained individuals bring to leadership positions, indicates how to use these skills, and describes attitudes and approaches necessary for effectively serving as leaders Covers negative traits and characteristics that can be detrimental when applied to dealing with others in their role as leaders Discusses situations and circumstances routinely encountered by new and experienced leaders of small teams Facilitates successful transitions into leadership and management positions by individuals with technical backgrounds Indicates how decisions can be reached when constraints of different personalities, time frames, economics, and organization politics and culture inhibit consensus Augments technical training by building awareness of the criticality of people skills in effective leadership Leadership by Engineers and Scientists is an excellent text for technically trained individuals who are considering, anticipating, or have recently been promoted to formal leadership positions in industry or academia.

Can technical paradigms help managers lead technical companies? In Managing and Leading for Science Professionals, Bertrand Liang explains that they can, as he explores real issues of importance for technical students and managers who want to move into leadership positions. A CEO with an MBA, Liang originally trained as a neurology and oncology clinician and later earned a PhD in molecular biology and genetics. In this book, he emphasizes what he wishes he had known as he advanced through the organization. His practitioner's point of view is perfectly suited to those who are moving, or want to move, from the technical side to the business side. Focusing on the experiences of scientists and engineers, he teaches ways to speak top management's language. His insights deliver essential knowledge, empowering technical staff to succeed using the skills they know best. Describes "what I wish I’d known" as a manager with a technical background Focuses on using skills other than risk analysis to make decisions Explores ways to lead and manage innovation, particularly in relation to executives' responsibilities, skills, and tolerance for risk

Enhanced by sections drawn from other management courses, this book is based on the Engineering Management Program, a course which offers all its undergraduate engineers portable management skills.

Practical Management for the Digital Age is an innovative introductory management textbook that shows the sweeping impact of information technology on the business world. At the same time, it addresses the pressing issue of how environmental aspects are interwoven with management decisions. This book forms an academically rigorous, accurate, and accessible first exposure to a topic that often challenges novices with competing definitions, inconsistent use of terminology, methodological variety, and conceptual fuzziness. It has been written for readers with little or no prior knowledge of management and is compact enough to be read cover-to-cover over the course of a semester. Features of this book: Provides a broad, self-contained treatment of management for those without prior knowledge of management or commerce, emphasizing core ideas that every manager should know. Establishes the context of modern management by characterizing the nature of the private enterprise, the economic theory of the firm, the economics of digitalization and automation, processes of innovation, and life cycle thinking. Introduces readers to various activities of managing, including business modeling, new business formation, operations management, managing people, marketing, and the management of quality and risk. Provides practical introductions to broadly applied management techniques, including financial planning, financial analysis, evaluating flows of money, and planning and monitoring projects. This book is aimed at a wide range of undergraduate and postgraduate students in a variety of disciplines, as well as practitioners. It will be especially useful to those in the fields of engineering, science, computer science, medicine, pharmacy, social sciences, and more. It will help student readers engage confidently with project work in the final parts of their degree courses and, most importantly, with managerial situations later in their careers. For instructors, who may not have a management background, this book offers content for a self-contained year-long course in management at the intermediate undergraduate level. In addition, it has been developed for undergraduate and postgraduate courses with accreditation requirements that include a taught element in management, such as the UK Engineering Council’s Accreditation of Higher Education (AHEP) framework.

Mentoring is very much more than simple one-to-one informal instruction, or what used to be called ‘coaching’. Modern mentoring techniques are modelled on those of executive coaching as well as expert academic tutoring. Mentoring is simple but not necessarily easy. An estimated 40% of all mentoring schemes fail through lack of mentor training and understanding. No great effort is required to study the literature but, for mentoring to be effective, adherence to basic principles and exercising specific skills is absolutely necessary. The book provides an introduction to what we mean by mentoring and its basic skills – skilful questioning, active listening, building trust, self-management and giving advice and feedback. It further covers mentoring principles, how to conduct mentoring sessions and a wide range of practical applications. The final chapter gives the outlines and principles for creating a basic mentoring scheme within an organisational context. This book is written for those practitioners in science, technology, engineering and mathematics, the STEM fields, who have been pitched into the role of mentor without any prior training. Its objective is to alleviate anxiety, frustration and stress caused by not knowing exactly what is expected. In offering an introduction to mentoring it gives practical guidance as a quick and easy read.