Can engineers develop themselves as managers?

Abstract

The concepts of management and training, both individually and in conjunction, are explored; in the process, some popular misconceptions about both are examined. Various national cultural approaches to managing people are discussed. The mystical concept of training is criticised, and some practical approaches to developing managerial skills are suggested. The paper concludes with two genuine case histories illustrating the recommended approach, supported by information from a recently published research report on managers in the engineering industry.

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