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Engineering Management Journal

Issue 1 • Date Feb.-March 2005

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Displaying Results 1 - 25 of 31
  • Table of contents

    Publication Year: 2005, Page(s):2 - 3
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (1830 KB)

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  • Savoy place members club - Book launch evening

    Publication Year: 2005, Page(s): 50
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  • IEE Engineering Management

    Publication Year: 2005, Page(s): 0_1
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  • Leading 5 day project management training PRINCE2

    Publication Year: 2005, Page(s): 0_2
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  • Editor's letter - Taking steps to reduce stress

    Publication Year: 2005, Page(s): 1
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  • News - Research councils to pay 80% of university costs

    Publication Year: 2005, Page(s): 4
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  • News - Two-thirds of engineers vow to improve skills and move jobs

    Publication Year: 2005, Page(s): 4
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  • News - EU identifies top performers in industrial R&D

    Publication Year: 2005, Page(s): 5
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  • News - LPQI wins training award for its electricity courses

    Publication Year: 2005, Page(s): 5
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  • News - Millions of pounds support engineering excellence

    Publication Year: 2005, Page(s): 6
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  • News - CEO personality affects company financial performance

    Publication Year: 2005, Page(s): 6
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  • News - New law introduces 13 steps to sack an employee

    Publication Year: 2005, Page(s): 7
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  • Viewpoint - Through the eyes of Collin Ashmore

    Publication Year: 2005, Page(s): 8
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  • Management review - Focal point - A focused look at the softer side of management

    Publication Year: 2005, Page(s): 9
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  • Digital signatures: is that really you? [electronic signatures]

    Publication Year: 2005, Page(s):10 - 13
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (2622 KB)

    This article considers the types of electronic signature that are currently in use, and touches upon some practical issues relating to who has to prove a signature was used. Areas examined include typed email signatures, 'I accept' icon clicking, PIN numbers, digital biodynamic signatures, and scanned signatures. Also discussed is risk management, and advice is given on security measures to be tak... View full abstract»

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  • Is R&D doing you any good? [R&D effectiveness assessment model]

    Publication Year: 2005, Page(s):14 - 17
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (394 KB)

    Research and development (R&D) competes for corporate resources, yet the relationship between its work and the advantage the company gains is often hard to see. The lag between the investment and the reward can be long. The ideas may come from R&D, but turning them into profit involves the efforts of many other departments and the outside world. These factors blur the link between the investment m... View full abstract»

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  • Dealing with difficult people [perceptual positions methodology]

    Publication Year: 2005, Page(s):18 - 19
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (231 KB)

    We often spend a great deal of time worrying about how to deal with difficult people, such as our manager. We either look for quick fixes or ways to avoid dealing with them entirely. It is better to channel that creative energy into finding a win-win solution. This article describes 'perceptual positions' which is a fundamental NLP (neurolinguistic programming) process to help people shift their p... View full abstract»

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  • Don't stress! [work-related stress]

    Publication Year: 2005, Page(s):20 - 23
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (1017 KB)

    This article explains how to tackle stress in the workplace. It discusses the causes of stress and the signs and signals to look out for to identify when an individual is suffering from it. It then details a company's responsibilities under the management of health and safety at work regulations and the risk assessment it should carry out to minimize work-induced stress. It concludes by outlining ... View full abstract»

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  • Managing risk in the new supply chain [performance-based logistics]

    Publication Year: 2005, Page(s):24 - 27
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (365 KB)

    This article examines performance-based logistics (PBL), which is now well established as a cost-effective support philosophy and arrangement guaranteeing the availability of units in the field, reducing cost and sharpening the supply chain. View full abstract»

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  • Training to be the best

    Publication Year: 2005, Page(s):28 - 31
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (459 KB)

    According to research published by the Advanced Institute of Management Research, British manufacturing is closing the production gap on its American competitors, but is it closing the skills gap? A key difference between the British and American economies has always been the US commitment to lifelong learning. Currently, of 120,000 IEE members, less than a third with a professional development pr... View full abstract»

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  • How high should you try?

    Publication Year: 2005, Page(s):32 - 33
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (184 KB)

    The article examines if a postgraduate qualification is worth the work. In a recent survey human resources (HR) directors were asked which of the following aspects of a job applicant with an MBA (master of business administration) is most important: (1) the quality of the school/university where it was awarded; (2) the specialisation; (3) the motivation shown to have achieved an MBA; (4) the appli... View full abstract»

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  • YMBA?

    Publication Year: 2005, Page(s):34 - 35
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (478 KB)

    The article investigates the pros and cons of doing an MBA. Making the decision to undertake an MBA (master of business administration) course is one of the hardest things that an engineer who wants to move into management can do. It can take at least a year (full time), two years (part time) or even longer (by distance learning) and can cost at least #30,000. However, the benefits of passing are ... View full abstract»

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  • All leaders manage but not all managers lead

    Publication Year: 2005, Page(s):36 - 37
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (203 KB)

    The presence of a number of core skills bridges the gap between managers acting predominantly to maintain the status quo and leaders who drive and effect change. Inevitably, a leader will have been a manager at some stage in their development, but the issue for many engineering companies, as in other sectors, is that many of the individuals leading their organisations remain managers in all but na... View full abstract»

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  • Training engineers in the Middle East

    Publication Year: 2005, Page(s):38 - 41
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (610 KB)

    The article reports on how oil company ADCO trains its engineers. Training is an important issue for all engineering companies but every business looks at it in a unique way. Overseas companies are, of course, no different in this. For ADCO, an oil producing firm based in the United Arab Emirates (UAE), a career with them is for life and, with that in mind, they offer one of the most in-depth trai... View full abstract»

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  • Engineering the right candidate

    Publication Year: 2005, Page(s):42 - 43
    IEEE is not the copyright holder of this material | Click to expandAbstract | PDF file iconPDF (199 KB)

    The article outlines why the recruitment of top managers can be beset with problems. In common with most industry sectors, engineering companies know what they want from job candidates - the highest calibre of person they can attract. Engineering concerns are looking for the most talented individuals who possess a broad range of skills and who can fulfil the expanded roles open to them as companie... View full abstract»

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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.

Full Aims & Scope

Meet Our Editors

Editor-in-Chief
Dickon Ross
IET