Interview results with an experienced engineering

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Interview results with an experienced engineering management major
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From the interview and consultation from a qualified and experienced engineering manager who has majored in the field, the outcome was that most of the engineers have the knowledge of their job markets, requirements, and qualification. However, most of these engineering management students have no knowledge of the challenges that are undergone while at work. Frequently, apart from technical challenges faced by engineering mangers, there are three main problems they face that make this profession difficult. First, this profession requires soft skills to be efficient. Very often stress is placed on technical ability as the main job requirement. However, without the capability to influence people, take good choices, and manage priorities, top-notch practical skills cannot offer much to the control of the team. Therefore, engineering managers must ensure that they have business skills, presentation skills, leadership skills, and communication skills. The second problem is that the expectations of this manger are not realistic. There is no way one person can be a total package with skills in business, technical wise, in addition to, leadership skills. Therefore, engineering managers must be flexible in delegating duties, in addition to supervision managers being supportive. Hence, having optimism of engineering managers to perform as if they are super humans may lead to disappointment in the end. Finally, engineering manager position has no direct responsibility on profit/loss. This makes it difficult for them to get full recognition as strategic leaders. Therefore, frequently they do not receive same level of support and promotions, which their peers in other fields enjoy. Moreover, through the interview it was learned that engineering managers must engage in certain practices to improve their performance by avoiding pitfalls if supported by executive.
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These practices include align resources well and being accountable, fostering professionalism and reliance, engineering managers investing in soft skills as they are the most effective in the profession, being realistic in expectations and goals, and finally provide benefits to the organizations and community other than just pay.
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Works cited Blanchard, Benjamin S. System Engineering Management . Chichester: John Wiley & Sons, 2008. Print. Eisner, Howard. Essentials of project and systems engineering management . Hoboken, N.J: John Wiley & Sons, 2008. Print. Gupta, A. K. Engineering management . New Delhi: S. Chand & Co, 2010. Print. Wong, Fishan. "Engineering Management ." algeri-wong.com . N.p., 22 Oct 2009. Web. 27 Apr 2013. <http://algeri-wong.com/yishan/engineering-management.html>. "ASEM Management & Leadership Professional Development Program." ASEM . N.p., n.d. Web. 27 Apr 2013. <http://www.asem.org/>. "MEng in Engineering Management." Cornell University, School of Civil and Environmental Engineering . N.p., n.d. Web. 28 Apr 2013. <http://www.cee.cornell.edu/academics/graduate/engineering_management.cfm>.
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