Supervisory Skills for the Technical Manager: A Guide to
Success focuses exclusively on the dynamics of being a
technical manager such as a scientist, programmer, or engineer. An
R&D environment demands modified management techniques and this
book explores how to do so.
Drawing of years of experience to provide technical managers
with various tools and ways to apply them in supervisory situation,
this essential title includes exercises, templates and checklists
to accelerate their uses and applications on the job. In
addition, case studies are included throughout to thoroughly
explain and explore the concepts discussed.
Key topics include handing the transition to supervising others
in research and development, the characteristics needed to motivate
personnel in a R&D environment as compared to other areas of
business are detailed. The pitfalls and challenges of
managing technical personnel, how delegating can build an effective
team that can produce superior results, and how to monitor the work
of previously independent personnel are also discussed.
Autorentext
Elizabeth Treher, PhD, has held technical leader roles in industry, government, and academia and has more than seventy publications and patents, including two books: The Pharmaceutical Business and Strategic Partnering. For the last twenty years, as CEO of The Learning Key, she has consulted with technology-based companies to develop curricula to build managerial and project leadership skills.
David Piltz has over fifteen years' experience in training managers and supervisors, both technical and non-technical. David has developed and designed over seventy-five modules on communication, management and supervision, facilitation, and delegation. He has also worked with numerous managers and executives on increasing their supervisory effectiveness.
Steven Jacobs is a consultant to biotech and pharmaceutical companies. He trains and coaches international clinical development teams to avoid and mitigate cultural problems and delays due to communication and conflict, and has also helped companies improve clinical supplies team dynamics, process efficiencies, and overall delivery performance. His senior roles have included those of COO and CEO.
Klappentext
Master the skills needed for successfully managing technical personnel
Independent-minded professionals such as scientists, programmers, and engineers are the driving forces behind today's technical industry. Accustomed to working alone, these self-reliant individuals present unique management challenges for leaders supervising their efforts.
Written by authors drawing on many years of management experience in technical field, A Guide to Success for Technical Managers provides technical managers and supervisors with the leadership and management tools necessary for making informed decisions in supervisory situations. It includes self-awareness exercises, templates, and checklists to help accelerate job skills. Some of this book's highlights include:
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Ways to deal with the transition to supervising others in research and development
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Tips for improving listening skills, communicating better, and motivating employees
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Examination of the pitfalls and obstacles faced in managing technical personnel
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A selection of real-life examples, along with suggestions on how to solve them
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Examples of real-world outcomes based on decisions made by actual technical managers
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A 365-day leadership journal with daily tips to increase leadership effectiveness
By modifying conventional management techniques to fit the specific needs of technical managers and supervisors, A Guide to Success for Technical Managers offers a fresh perspective on fostering employee development in an industry where non-conventional strategies are most often the best practice.
Zusammenfassung
Supervisory Skills for the Technical Manager: A Guide to Success focuses exclusively on the dynamics of being a technical manager such as a scientist, programmer, or engineer. An R&D environment demands modified management techniques and this book explores how to do so.
Drawing of years of experience to provide technical managers with various tools and ways to apply them in supervisory situation, this essential title includes exercises, templates and checklists to accelerate their uses and applications on the job. In addition, case studies are included throughout to thoroughly explain and explore the concepts discussed.
Key topics include handing the transition to supervising others in research and development, the characteristics needed to motivate personnel in a R&D environment as compared to other areas of business are detailed. The pitfalls and challenges of managing technical personnel, how delegating can build an effective team that can produce superior results, and how to monitor the work of previously independent personnel are also discussed.
Inhalt
PREFACE xi
CHAPTER 1 TIPS ON TRANSITIONS FOR TECHNICAL MANAGERS 1
Transition Situations 1
Manager or Scientist? An Attribute Inventory 6
ManagerScientist Inventory Score Sheet 10
Interpretation 12
Questions to Ask Yourself 12
Transition SituationsSolutions 13
References 14
Bibliography 14
CHAPTER 2 ADVICE ON CREATING A MOTIVATING CLIMATE 17
Motivation Situation 17
What Motivates You? 18
Why Is Motivation Important? 21
Diagnosing Motivation 22
Applying Theories about Motivation 22
Motivation SituationSolution 28
References 29
Bibliography 29
CHAPTER 3 HINTS TO INCREASE INTERPERSONAL EFFECTIVENESS 31
Interpersonal EffectivenessMy Story 31
The MyersBriggs Type Indicator 32
Using Type Effectively 34
Applying Characteristics of Type 39
Role of Emotions and Trust 43
References 46
Bibliography 46
CHAPTER 4 CLUES ABOUT COMMUNICATION PITFALLS AND STRATEGIES 49
Communication Situation 49
Communication Patterns and Factors 50
The AIDR Technique 55
Focusing on OthersA Development Experiment 56
Ask Questions 57
Challenge Assumptions 58
Email 58
Email Guide 59
Applying the MBTI 60
Planning a Personal Communication Strategy 63
Communication SituationSuggestions 64
References 64
Bibliography 65
CHAPTER 5 SECRETS TO MANAGING PERFORMANCE 67
Performance Situation 67
Setting Expectations and Goals 68
Consider Personal StylesBoth Yours and Your Employee's 71
Managing Performance 74
Performance Problem Solving 76
Dealing with Performance Issues 76
Managing a Performance Issue 77
Distinguishing between Observations and Conclusions 78
Performance Conversation Checklist 80
Tackling Recurring Problems 81
Performance Issue Linked to Technical Problems 81
Managing Managers 83
Suggested Answers for Distinguishing between Observations and Conclusions 86
References 87
Bibliography 87
CHAPTER 6 INCREASING EFFECTIVENESS THROUGH DELEGATION 89
Delegation Situation 89
Delegation Choices 90
Delegation Benefits 91
Delegation Analysis 93
Delegation Profile 95
Planning for Delegation 96
Styles of Delegation 97
Relation of U/E to Delegation Style 101
Delegation Checklist 102
Delegation Using Type 104
Temperaments 107
Applying New Concepts and Skills 108
Delegation SituationSolution 109
Delegati…