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Engineering Management Journal

Issue 6 • Date Dec. 2002

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Displaying Results 1 - 9 of 9
  • What went wrong at Enron?

    Publication Year: 2002 , Page(s): 251 - 254
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (292 KB)  

    The fall of Enron has been hailed as one of the greatest stock market swindles of modern times. What led to the company's dramatic collapse and the largest bankruptcy in US history? This paper briefly discusses the key factors and events in the collapse. View full abstract»

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  • Is your training on tracks

    Publication Year: 2002 , Page(s): 258 - 260
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (190 KB)  

    Training has reached a status akin to motherhood: a 100% approval rating. So, for all businesses the clarion call has gone out: if you want to be more profitable, train your staff; if you want to attract the best staff, offer training. So what's available, how do you choose and what benefits accrue? Availability is no problem. Training is one of the growth industries of the past ten years. There is a course available for any skill you want to learn, likewise for any skill you want to improve. This then presents the first dilemma: how do you select training? The logical route is to start with the definable needs of the business. Where are we short of skills, where are we lagging behind our competitors, where are the new opportunities to be grasped? Then you need to fit this to your staff. Who needs these extra skills, who will benefit from them and in so doing benefit the business? Here you hit one of the classic dilemmas of training: can you afford to lose the person you want trained while they're being trained? This paper discusses these issues. View full abstract»

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  • Sharpening our axes [systems engineering application]

    Publication Year: 2002 , Page(s): 261 - 268
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (483 KB)  

    To improve a company's 'chopping' power it is necessary to apply systems engineering principles to 'project systems' and take the time to plan effectively, to reflect upon what it is that is being done and thereby improve the way things are done. This article takes a systems view of the project and applies systems engineering principles to project management. Projects (complex systems) are needed to create deliverables (which are also complex systems) and investing in the former will be more than paid back in the latter. It is our aim here to clear up some misunderstandings about systems engineering and its role within a complex project and to highlight the need for businesses to take time to improve their processes in the context of good systems engineering practice. View full abstract»

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  • Control amidst the uncontrollable [change management]

    Publication Year: 2002 , Page(s): 269 - 274
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (407 KB)  

    There has been a plethora of books and articles describing how to manage businesses through turbulent times, most of which have been theoretical, philosophical or both. This article puts concept into practice and demonstrates real performance improvements from 'managing change'. The article presents the lessons learnt by J&S Marine, a company which designs, develops, manufactures and supports equipments for naval defence and commercial offshore markets. Its change programme has affected all aspects of the company's operations from winning new business to contract award and execution. The lessons learnt provide a pragmatic view on how companies can truly 'manage' the change process whilst recognising that forecasting market trends continues to be difficult. The strategy for success is based on control amidst the uncontrollable. View full abstract»

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  • Survival of the fittest [national cultures]

    Publication Year: 2002 , Page(s): 275 - 280
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (357 KB)  

    For centuries, national cultures helped societies to prosper in stable environments. Now, they can hinder organisations which operate in dynamic environments. As a consequence, methods are needed to optimise the influence of national cultures. This article describes how national cultures develop; explains why the slow evolution of national culture leads to difficulties for organisations all over the world; and provides an example of what can be done to overcome this universal problem. Further, it is proposed that organisations need to develop methods which can help them to match national cultures with the pressures experienced in rapidly changing environments. View full abstract»

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  • Great engineering managers-George churchward. II

    Publication Year: 2002 , Page(s): 281 - 288
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (659 KB)  

    This paper discusses the work of George Churchward from the time he succeeded William Dean at the Swindon Locomotive and Carriage Department in 1902. Once in charge of all engineering design and development at Swindon, George Churchward was to produce a range of engines that left all others in the UK far behind. When he finally retired, he inspired some disciples who were to take steam locomotive design to its zenith of prestige in the 1930s. View full abstract»

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  • 2002 Index

    Publication Year: 2002 , Page(s): 0_3
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    First Page of the Article
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  • Building public trust: the future of corporate reporting [Book Review]

    Publication Year: 2002 , Page(s): 254
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  • Who plays the blind watchmaker now?

    Publication Year: 2002 , Page(s): 250
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    First Page of the Article
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Aims & Scope

Engineering Management magazine covers management methods, techniques and processes relevant to engineers, incorporating project management, marketing, finance, law, quality and responsibilities of the engineer in society.

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Meet Our Editors

Editor-in-Chief
Dickon Ross
IET