Today, as never before, the world of technology is in an era of unprecedented change. To succeed in this climate both business and government must be responsive to change. They must anticipate change while continually analyzing the environment to identify it. This type of responsiveness, in most cases, requires the redefinition of institutional roles and mission. This approach also gives direction and supports innovation and creativity for the individual and the organization.

To be responsive, management in these organizations must implement strategies to adapt to the evolution of change. Besides environmental scanning, companies must have resource flexibility, which plays a key role in continual re-evaluation of strategies and performance.

The question then arises, what type of training, abilities and, preparation is needed to manage effectively in this changing environment? Who will be charged with the decision-making responsibility? Who will decide how much research and development is enough, and is the research and development effective and beneficial to the company?

The answer to these questions can be summed up in one word - an engineer. Preferably, a mechanical engineer.

When one reviews the definition of engineering - the application of scientific principles to solve a problem economically - the idea of using engineers as managers for this critical merger of organizational extremes becomes rudimentary.

Engineers are problem-solvers. Their experience, rather than scientific knowledge will provide them with the expertise to direct the shifting of process or product in this variable environment of technological change.

However, engineers should not take this trend as a carte blanch for obtaining a management position. Engineers must also possess the skills required to manage people. What better way in enhancing these skills then to attend the Management Skills Development Program presented by Region V ASME.

In this program, you will learn time management, delegating work, communication skills, motivation techniques, leadership principles, team development, and evaluation. You will learn where your time is going and how to make certain that your activities are directly in line with results to be achieved. You will learn to sharpen listening and speaking skills, to improve written communication skills, and to conduct effective meetings. All the latest theories relating to motivation are explored, and you will learn not only what makes your subordinates “tick,” but will gain knowledge in sensitivity to human needs, a skill so necessary in a good manager. In this seminar, you will explore the problem of how to be “democratic” in your relations with subordinates and at the same time, maintain the necessary authority and control in the organization for which you are ultimately responsible. You will also learn how to do an economic analysis of your company and the principles of total quality management.

So, if you are interested in becoming a manager, or you are a manager today and would like to enhance your management skills, consider sponsoring and attending the Management Skills Development Program in your section and attend it. You will be glad you did.

Who Should Attend

All managers and engineers who plan to become managers should attend this course.

Benefits of Taking the Course

Improved management skills are required if you intend to become a manager or be promoted to higher levels of management.