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From Engineer to Manager
Providing clear, expert guidance to help engineers make a smooth transition to the management team, this a newly revised and updated edition of an Artech House bestseller belongs on every engineer's reference shelf. The author's 30-plus year perspective indicates that, while most engineers...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Norwood :
Artech House,
2018.
|
| Edición: | 2nd ed. |
| Colección: | Artech House technology management and professional development library.
|
| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 019 | |a 1080547265 | ||
| 020 | |a 9781630815455 | ||
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| 100 | 1 | |a Aucoin, B. Michael. | |
| 245 | 1 | 0 | |a From Engineer to Manager |
| 250 | |a 2nd ed. | ||
| 260 | |a Norwood : |b Artech House, |c 2018. | ||
| 300 | |a 1 online resource (413 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Intro; From Engineer to Manager: Mastering the Transition, Second Edition; Preface; Introduction; Mastering Relationships; Seeing the Big Picture; Getting Things Done; Communicating Effectively; Using Assets Wisely; Taking It to the Next Level; 1 Beginning the Journey; Takeaways; Playing a Team Sport; Describing the Transition; Becoming More Social; Soft Skills Are Actually Hard Skills; Embracing the New Rules and the New Role; Success Principles for the Transition; References; Selected Bibliography; Principle 1: Mastering Relationships; 2 Business Is About People; Takeaways | |
| 505 | 8 | |a Encountering New Challenges in the TransitionIt Is Not About Technology; Relationships Define Business; The Lengthy List of Credits; Your Network; The People You Supervise; Your Supervisor; Management and Executives; Sponsors; Functional Managers; Customers/Clients; Vendors and Contractors; Other Stakeholders; Community; Loved Ones; Selected Bibliography; 3 Why Are People So Difficult?; Takeaways; Individuality and Personality Types; A System for Personality Styles; Human Idiosyncrasies; People Are Focused on Themselves; People Want to Avoid Looking Bad; There Is Comfort in Numbers | |
| 505 | 8 | |a Communication Is ChallengingWe Act the Role; We Are Imperfect; References; Selected Bibliography; 4 Get Motivated!; Takeaways; Modeling Motivation; The Hawthorne Studies; Maslow's Needs Hierarchy; X, Y, and Z; Intrinsic and Extrinsic Motivation; Five Intrinsic Motivators; References; Selected Bibliography; 5 The Paradox of Control; Takeaways; Share Ownership; Delegate Effectively; Exercise Influence: Control in Collaboration; Work with the System; Maintain Control Over Yourself; Reference; Selected Bibliography; 6 Everything Depends on the Customer; Takeaways | |
| 505 | 8 | |a Developing a Customer OrientationUnderstanding My Customers; Who Are My Customers?; What Are the Characteristics of My Customers?; What Are the Needs Behind the Needs?; Customers and the Technology Adoption Life Cycle; The Good, the Bad, and the Mediocre; Your Brand Communicates Trustworthiness; Developing Loyalty; Impressing Customers; Be Genuine; Walk a Mile in Their Shoes; Go for the WOW!; Go for the Human Touch; It's All About the Experience; Transforming the Customer Relationship; Innovating the Relationship; References; Selected Bibliography; 7 Leading with Confidence; Takeaways | |
| 505 | 8 | |a Dispel the Myths and Become a LeaderMyth #1: Leadership Is Only for Great People; Myth #2: Leaders Are Born, Not Made; Myth #3: Leaders Must Be Charismatic; Myth #4: Leadership Is About Dramatic or Major Changes; Myth #5: Leaders Tell Followers What to Do; Leading Through Change; Step 1: Identify the Problem; Step 2: Craft a Vision That Resonates and Inspires; Step 3: Allow the Group to Own the Vision; Step 4: Develop and Ensure Harmony in the Plan for Action; Step 5: Change the System; Growing as a Leader; Lead Yourself; Work Your Way Up; Tell a Story; References; Selected Bibliography | |
| 500 | |a 8 Conflict is Inevitable | ||
| 520 | |a Providing clear, expert guidance to help engineers make a smooth transition to the management team, this a newly revised and updated edition of an Artech House bestseller belongs on every engineer's reference shelf. The author's 30-plus year perspective indicates that, while most engineers will spend the majority of their careers as managers, most are dissatisfied with the transition. Much of this frustration is the result of lack of preparation and training. This book provides a solid grounding in the critical attitudes and principles needed for success. The greatly expanded Second Edition adds critical new discussions on the development of healthy teams, meeting management, delegating, decision making, and personal branding. New managers are taught to internalize the attitudes and master the associated skills to excel in, and be satisfied with the transition to management. The book explains how to communicate more effectively and improve relationships with colleagues. Professionals learn how to use their newly acquired skills to solve immediate problems. Moreover, they are shown how to apply six fundamental principles to their on-going work with engineering teams and management. | ||
| 590 | |a Knovel |b ACADEMIC - Engineering Mgmt & leadership | ||
| 590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
| 650 | 0 | |a Engineering |x Management. | |
| 650 | 0 | |a Executives |x Training of. | |
| 650 | 6 | |a Ingénierie |x Gestion. | |
| 650 | 7 | |a Engineering |x Management |2 fast | |
| 650 | 7 | |a Executives |x Training of |2 fast | |
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| 776 | 0 | 8 | |i Print version: |a Aucoin, B. Michael. |t From Engineer to Manager: Mastering the Transition, Second Edition. |d Norwood : Artech House, ©2018 |z 9781630815431 |
| 830 | 0 | |a Artech House technology management and professional development library. | |
| 856 | 4 | 0 | |u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=5625454 |z Texto completo |
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