Essays on Tranning Engineers As Transion For Management Positions Assignment

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Executive Summary: Training and development activities are designed to impart specific skills, abilities and knowledge to employees. As engineers start taking management roles they come into a position where they must manage professional people, and this is a difficult task. Personal and interpersonal management skills and Team management skills are probably the most difficult. This demands a participative style, with a sharing of responsibilities and the development of individual skills within the team (O'Driscoll et al. 1993). Considering these difficulties in imparting the necessary skills Ford Australia has directed its HR department to develop the interventions and strategies to inculcate these skills in to its engineers. The training process starts with the needs assessment in which the needs of engineers are known which helps in designing the training and development process.

This can be done by observations, reviewing company’s records and by some tests. For different-2 skills different-2 strategies are also used. Such as for interpersonal skills the role plays, case study methods are used, while for team skills, case studies, small task and sensitive training methods are used. Fro leadership skills no specific method is available since but above mentioned methods can also be used for that. After training and development the evaluation of that process is mandatory which can be done at four levels namely, reaction, learning, behavior and results.

For evaluation number of methods can be used important being use of experimental and control groups to see the changes that training has brought in the trainees. Table of Contents: Induction of New Staff: 6Customer Service: 6Interpersonal Skills: 7Development of Team Skills: 8Development of Leadership Skills: 8Levels of Evaluation: 10Techniques of Evaluation: 10Introduction: In certain organizations the technical upward movement of engineers is prematurely truncated (Yeh, 2008) and because of that they can not move up to the managerial position in the organization.

But certain organizations (such as Ford Australia) have recognized their value in managerial positions and are putting afford in transitioning them from just an engineer to engineering manager. However, this transition is difficult for both those who make it and those who do not, and may cause good engineers to become derailed managers. (Paauwe et al. 2001). As engineers start taking management roles they come into a position where they must manage professional people, and this is a difficult task.

Personal and interpersonal management skills and Team management skills are probably the most difficult. This demands a participative style, with a sharing of responsibilities and the development of individual skills within the team (O'Driscoll, Humphries, & Larsen, 1993). Managers must be leaders, holding the team accountable for solving their problems together. (Climbing the Management Ladder. , 1990). Considering these difficulties in imparting the necessary skills organizations mandate these engineers to undergo learning progression from design skills to interpersonal skills and finally business skills before taking any senior management positions. The Ford Australia has also directed the same instruction to its Human Resource Department.

However, they are yet to figure out the development needs of engineers at Ford Australia and strategies or interventions that would be the most appropriate to address these needs. The following pages of this report try to cater the above aspect of transition of engineers as management engineers.

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