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		<title><![CDATA[ Engineering Management Review, IEEE - new TOC ]]></title>
		<link>http://ieeexplore.ieee.org</link>
		<description>TOC Alert for Publication# 46 </description>
		<year>2013</year>
		<month>May      </month>
		<day>21</day>
		<item>
			<title><![CDATA[IEEE Engineering Management Review - Front cover]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489826]]></link>
			<description><![CDATA[Presents the cover for this issue of the magazine.]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489826]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>C1</startPage>
			<endPage>C1</endPage>
			<fileSize>137</fileSize>
			<authors><![CDATA[]]></authors>
		</item>
		<item>
			<title><![CDATA[IEEE Technology Management Council]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489827]]></link>
			<description><![CDATA[Provides a listing of current society officers.]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489827]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>C2</startPage>
			<endPage>C2</endPage>
			<fileSize>69</fileSize>
			<authors><![CDATA[]]></authors>
		</item>
		<item>
			<title><![CDATA[Table of contents]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489828]]></link>
			<description><![CDATA[Presents the table of contents for this issue of this magazine.]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489828]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>1</startPage>
			<endPage>1</endPage>
			<fileSize>132</fileSize>
			<authors><![CDATA[]]></authors>
		</item>
		<item>
			<title><![CDATA[Managing technical professionals for maximum performance]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489829]]></link>
			<description><![CDATA[In this issue of EMR we explore in depth the first topic of our Technology Manager's Notebook, "Managing Technical Professionals." I truly believe that people and relationships are the essence of any organization and that the ability to inspire and motivate employees is a rare and highly prized skill in the echelons of managers. For it is not the manager who delivers products and services to the market, but rather the collective employees of the firm. Technical professionals are a particular, if not peculiar, type of employee who is often motivated differently than others. Specifically, technical professionals expect their leadership to have sufficient technical capability to understand and appreciate the complex nature of their work. As a result technical professionals who have advanced to leadership roles based upon their technical expertise may lack the soft skills necessary to guide and motivate their colleagues. What are these critical soft skills? What tools are available to deliver a proper performance evaluation for technical professionals? In this context, what reward structures work or do not work?]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489829]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>2</startPage>
			<endPage>2</endPage>
			<fileSize>303</fileSize>
			<authors><![CDATA[Bergey, P.K.;]]></authors>
		</item>
		<item>
			<title><![CDATA[Managing technical professionals: dealing with difficult employees]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489830]]></link>
			<description><![CDATA[My past articles considered the issues involved in making a transition from technical professional to an engineering or technology manager, and giving employee performance feedback. These topics are important to me as a manager, because I strongly believe that technical professionals need to understand the job expectations before taking on the responsibilities. The feedback from the readers of my previous articles was encouraging and hopefully this commentary will also receive a positive response.]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489830]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>3</startPage>
			<endPage>4</endPage>
			<fileSize>74</fileSize>
			<authors><![CDATA[Tarim, T.B.;]]></authors>
		</item>
		<item>
			<title><![CDATA[Innovation: developing the Â¿visual prototypeÂ¿]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489831]]></link>
			<description><![CDATA[It is much easier to talk about innovation than to do innovation. The word innovation is so misused in society that it totally loses its meaning. In a previous article I described innovation: Innovation Invention Commercialization or Implementation; no commercialization or implementation, no innovation. You may or may not accept the description, but innovation cannot be confused with ideas or invention.]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489831]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>5</startPage>
			<endPage>6</endPage>
			<fileSize>85</fileSize>
			<authors><![CDATA[Gaynor, G.H.;]]></authors>
		</item>
		<item>
			<title><![CDATA[Humility and new modes of engineering design]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489832]]></link>
			<description><![CDATA[Engineering design is seen by some as a form of social experimentation. What are we to make of such experimentation in light of calls for technological humility? Further, what should the engineer do, not just the citizen or the government? Does the engineer have some special social responsibility? There have been a number of critiques and propositions for action. These stem from diverse academic communities of ethicists, sociologists, and public administrators. Proposals considered include greater public participation, enhanced procedures for design, and alterations to the design team. Many of these proposals were not originally aimed at engineering designers but rather were intended to stimulate a change in the relationships between actors. A series of crises has rewritten the social contract between engineers, citizens and government. Given this, what is an engineering designer to do?]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489832]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>7</startPage>
			<endPage>8</endPage>
			<fileSize>82</fileSize>
			<authors><![CDATA[Cunningham, S.W.;Hillerbrand, R.;Thissen, W.A.H.;]]></authors>
		</item>
		<item>
			<title><![CDATA[Inter-company organizational interfaces]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489833]]></link>
			<description><![CDATA[In a previous article of this series we looked into mechanisms of intra-company organizational interfaces. There, we had seen that in principle, it would be very easy to smoothly organize exchange of information and knowledge within the same company if there were not all the practical aspects of human psychology. But, if the company starts to interact with other legal entities of the same company conglomerate, you can easily guess that this interaction starts to become a real challenge. There is no longer a single CEO that can set a policy or code of conduct. Suddenly you are facing multiple company cultures, even if they all basically bear the same name on their letterhead. Therefore, in this brief article we are going to analyze a few basic aspects related to these inter-company organizational interfaces.]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489833]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>9</startPage>
			<endPage>10</endPage>
			<fileSize>227</fileSize>
			<authors><![CDATA[Lustenberger, F.;]]></authors>
		</item>
		<item>
			<title><![CDATA[Managing international projects]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489834]]></link>
			<description><![CDATA[Today??s business world is highly international. Communications and travel technologies allow us to work actively with people and companies in locations around the world as easily as with those who are collocated. Because of this many companies have presence in multiple countries, and many, many projects are international. An international project is one in which some of the team members are located in at least one country that is different from that of the project manager. The project stakeholders are usually also located in multiple countries. Does the management of in international project require any different skills, methods or techniques than managing local projects?]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489834]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>11</startPage>
			<endPage>12</endPage>
			<fileSize>639</fileSize>
			<authors><![CDATA[Desmond, C.;]]></authors>
		</item>
		<item>
			<title><![CDATA[Innovating beyond the firm: managing technical professionals in relational networks]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489835]]></link>
			<description><![CDATA[Managing technical professionals is difficult inside the firm; it takes a whole new skill set to manage technical professionals across firm boundaries, in the relational network across the supply chain. Yet increasingly, that's where sharp new product ideas, improvements in process, innovation and strategic advantage reside. We first review traditional thinking about managing technical professionals. Next, we define "relational networks", the increasingly interconnected collaborative, interfirm relationships in which much innovation takes place. This changed locus for innovation requires very different approaches to managing technical professionals, as we show. We close with recommendations for negotiating this new terrain.]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489835]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>13</startPage>
			<endPage>19</endPage>
			<fileSize>639</fileSize>
			<authors><![CDATA[Jelinek, M.;Bergey, P.K.;]]></authors>
		</item>
		<item>
			<title><![CDATA[Performance management from multiple perspectives: taking stock]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489836]]></link>
			<description><![CDATA[This publication contains reprint articles for which IEEE does not hold copyright. You may purchase this article from the Ask*IEEE Document Delivery Service at http://www.ieee.org/services/askieee/.]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489836]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>20</startPage>
			<endPage>27</endPage>
			<fileSize>10</fileSize>
			<authors><![CDATA[Holloway, J.;]]></authors>
		</item>
		<item>
			<title><![CDATA[Motivating technical professionals today]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489837]]></link>
			<description><![CDATA[This publication contains reprint articles for which IEEE does not hold copyright. You may purchase this article from the Ask*IEEE Document Delivery Service at http://www.ieee.org/services/askieee/.]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489837]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>28</startPage>
			<endPage>38</endPage>
			<fileSize>10</fileSize>
			<authors><![CDATA[Katz, R.;]]></authors>
		</item>
		<item>
			<title><![CDATA[Monitoring technical managers: theory, evidence, and prescriptions]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489838]]></link>
			<description><![CDATA[This publication contains reprint articles for which IEEE does not hold copyright.]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489838]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>39</startPage>
			<endPage>52</endPage>
			<fileSize>10</fileSize>
			<authors><![CDATA[Michael, S.C.;]]></authors>
		</item>
		<item>
			<title><![CDATA[Development coaching: helping scientific and technical professionals make the leap into leadership]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489839]]></link>
			<description><![CDATA[This publication contains reprint articles for which IEEE does not hold copyright.]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489839]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>53</startPage>
			<endPage>64</endPage>
			<fileSize>10</fileSize>
			<authors><![CDATA[Hurd, J.L.;]]></authors>
		</item>
		<item>
			<title><![CDATA[Formally developing creative leadership as a driver of organizational innovation]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489840]]></link>
			<description><![CDATA[This publication contains reprint articles for which IEEE does not hold copyright.]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489840]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>65</startPage>
			<endPage>78</endPage>
			<fileSize>10</fileSize>
			<authors><![CDATA[Williams, F.;Foti, R.J.;]]></authors>
		</item>
		<item>
			<title><![CDATA[Dynamic technology leadership]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489841]]></link>
			<description><![CDATA[This publication contains reprint articles for which IEEE does not hold copyright. You may purchase this article from the Ask*IEEE Document Delivery Service at http://www.ieee.org/services/askieee/.]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489841]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>79</startPage>
			<endPage>90</endPage>
			<fileSize>10</fileSize>
			<authors><![CDATA[van der Hoven, C.;Probert, D.;Phaal, R.;Goffin, K.;]]></authors>
		</item>
		<item>
			<title><![CDATA[Surfs up: maximizing technical workforce performance]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489842]]></link>
			<description><![CDATA[Pondering the concept of peak performance management draws attention to notions such as motivation, collaboration, employee engagement, continuous process improvement, quality initiatives, and workforce harmony. Even self-starters may profit by innovative guidance from managers or peers. Effective leadership can help stimulate enthusiasm, strengthen productivity, and deliver outcomes that heighten customer satisfaction levels. Internet discussion forums tend to differ on what formal credentials are essential for managers to have who are assigned supervisory roles in high-tech organizations. For example, is it best to have significant years of developmental career experience, as well as a MBA degree coupled with a technologically adept discipline-specific graduate degree? Websites described below share suggestions, viewpoints, and methods for energizing technical personnel at all levels to maximize talents and strive for excellence.]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489842]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>91</startPage>
			<endPage>92</endPage>
			<fileSize>67</fileSize>
			<authors><![CDATA[Langford, L.K.;]]></authors>
		</item>
		<item>
			<title><![CDATA[Technology Management Council Chapters]]></title>
			<link><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489843]]></link>
			<description><![CDATA[USA and non-USA Technology Management Council (TMC) Chapters are listed. TMC chapters provide an opportunity to interact with people and to host events and speakers on subjects of interest. As groups of people near one another emerge with an interest in technology management, they are encouraged to form a chapter. To contact a chapter chair, learn about chapter activities, or to start a new chapter, visit the TMC website at http://www.ieee.org/tmc and select the "chapters" tab.]]></description>
			<pubDate><![CDATA[First Quarter  2013]]></pubDate>
			<guid><![CDATA[http://ieeexplore.ieee.org/xpl/articleDetails.jsp?arnumber=6489843]]></guid>
			<volume>41</volume>
			<issue>1</issue>
			<startPage>C3</startPage>
			<endPage>C3</endPage>
			<fileSize>136</fileSize>
			<authors><![CDATA[]]></authors>
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