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Engineering Management Journal

Issue 4 • Date Aug.-Sept. 2005

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Displaying Results 1 - 25 of 30
  • The IEE Innovation in Engineering Awards 2005

    Publication Year: 2005 , Page(s): 0_2
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  • Table of Contents - Vol. 15, No. 4

    Publication Year: 2005 , Page(s): 2 - 3
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  • The IEE Engineering Management - Aug./Sept. 2005

    Publication Year: 2005 , Page(s): 0_1
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  • Editor's letter - War of the technophobes

    Publication Year: 2005 , Page(s): 1
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  • European CEOs twice as likely to be fired for underperforming

    Publication Year: 2005 , Page(s): 4
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  • Olympic success will boost engineering industry

    Publication Year: 2005 , Page(s): 4
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  • Staff shortages reported despite bonus payouts

    Publication Year: 2005 , Page(s): 5
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  • Silverstone Innovation Centre will house 40 engineering start-ups

    Publication Year: 2005 , Page(s): 5
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  • Dyson elected to the Royal Academy of Engineering

    Publication Year: 2005 , Page(s): 6
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  • IEE conference on commercialising technology and innovation

    Publication Year: 2005 , Page(s): 6
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  • Graduates ignore SMEs when looking for jobs

    Publication Year: 2005 , Page(s): 7
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  • Funny cards and ageist adverts fall foul of age discrimination laws

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

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

    Publication Year: 2005 , Page(s): 9
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  • Journey to lean [lean practices in aerospace product development]

    Publication Year: 2005 , Page(s): 10 - 13
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    Grouping people by project rather than discipline reduces the classic lean waste 'unnecessary motion' where engineers and information are moving to and fro unnecessarily. This article outlines Smith's Aerospace move to lean practices in their product development department. An illustrative example presents a hardware design engineer working yards away from the production team while located close by are software engineers, programme management and manufacturing engineering. View full abstract»

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  • Bridging the partnership divide [engineering partnerships - tools to help them work]

    Publication Year: 2005 , Page(s): 14 - 17
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    Engineers are often faced with the problem of delivering services in partnership with people from different organisations who bring with them very different assumptions about how to get things done. Unless you can take you partners with you, and take on board their views yourself, you will not achieve lasting success. This article describes a set of tools which are part of a body of emerging knowledge about what makes partnerships work. It details their dynamics and shows how to exploit them effectively. View full abstract»

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  • What does it take to chair the board? [required skills]

    Publication Year: 2005 , Page(s): 18 - 19
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    Ambition is one thing but have you really considered what the chairman of a board of directors has to be competent at to succeed today? And what skills and knowledge are needed to handle the diversity of issues that you may have to tackle? This article considers some of the essential personal attributes that most successful contemporary chairmen display. This includes, personal integrity, influencing ability, decisiveness, intellectual capacity, political and interpersonal skills. View full abstract»

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  • Line of fire [appraisal guidelines]

    Publication Year: 2005 , Page(s): 20 - 21
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (127 KB)  

    This article considers appraisals and presents guidelines on how to make them constructive and useful. Appraisals should act to review an individual's past performance; plan future work, work emphasis and overall role; set specific goals at an individual level; and agree and thus create individual ownership for such goal; making them more likely to be achieved. The scheme just have clear intentions and good documentation, and the meeting should allow sufficient time and be free of interruptions. The appraisal process is not all about criticism and highlighting errors or faults (though realistically there may be some of this). It is about using analysis and discussion to move forward. It is about building on success, sharing good experience and effective approaches and, above all, it is about making more of the future. View full abstract»

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  • Engineering and politics down under [political training for engineers]

    Publication Year: 2005 , Page(s): 22 - 25
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    In the context of engineering training and education this article explains why engineers need to get involved in politics and how they can affect government-level decision making processes if they do. It first gives some definitions of 'politics' and then outlines the political systems in Australia and New Zealand. Following this, it discusses engineers as politicians and government involvement in industry. It concludes by considering political and management training requirements for engineers. View full abstract»

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  • Is bigger always better? [company size optimisation]

    Publication Year: 2005 , Page(s): 26 - 27
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (334 KB)  

    In business, growth is a key aim with growth strategies and five-year growth plans required by everybody from investors to staff. This article asks the question whether growth should always be pursued. It argues that there is a size beyond which an organization becomes less efficient and that government should stimulate the faster growth of mid- to intermediate-sized firms. It puts forward a method to do this by creating a progressive rate schedule of corporate profit taxes which would minimise profit taxes during the stage where small to intermediate businesses are growing into becoming large firms. It suggests that this would be a way to help revitalise the Western economy. View full abstract»

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  • Enhanced foresight [organisation future planning]

    Publication Year: 2005 , Page(s): 28 - 31
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (274 KB)  

    This article explains why enhancing the foresight of individuals and organisations requires special facilities. First of all, three types of foresight are defined (meta-foresight, macro-foresight, and micro-foresight), followed by the limitations of existing facilities. Here, the term 'existing facilities' includes meeting rooms, conferencing equipment, flip charts, wipe boards, projector screens, computer monitors, enabling software and printing paper. At the conclusion of the article, some new types of facilities are described. View full abstract»

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  • Life in the fast lane [work stress and stress reduction methods]

    Publication Year: 2005 , Page(s): 32 - 33
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (259 KB)  

    This article begins by defining work related stress and outlining stress effects on different employment groups and how they cope with it. It then states that research has found that the relationship between an employee and his/her manager is the single biggest predictor of satisfaction, length of working life, age-work ability and productivity. It concludes by proposing various measures that managers can take in order to reduce employee stress. View full abstract»

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  • Money money money... [startup company venture capital fund raising]

    Publication Year: 2005 , Page(s): 34 - 37
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (366 KB)  

    As every start-up company knows, raising the right sort of funding at the right time is crucial. This article looks at venture capital (VC) funding and how to raise it. It begins by describing the makeup of VC, where it comes from and who administers it. Then follows a brief explanation of investment criteria. Finally, guidelines on how best to go about convincing the investing organisations to fund a project, with emphasis on management and the required sales pitch techniques. View full abstract»

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  • Corporate manslaughter: the new landscape

    Publication Year: 2005 , Page(s): 38 - 40
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (199 KB)  

    The new Bill on Corporate Manslaughter is designed to criminalise management's gross disregard for health and safety. It is therefore important for every organisation that falls within the scope of the draft bill to audit its safety management system as a matter of priority , and to take immediate steps to ensure its systems for managing health and safety are effective and encourage the development of a positive safety culture. View full abstract»

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  • Stop the junk! [spam, junk mail and unsolicited phone calls]

    Publication Year: 2005 , Page(s): 42 - 44
    Save to Project icon | Click to expandQuick Abstract | PDF file iconPDF (254 KB)  

    This article presents positive steps that can be taken to reduce spam, junk mail and unsolicited phone calls. It begins by explaining where the companies get your personal details in the first place. It then offers advice on how to prevent this and what to do concerning companies currently contacting you. Depending on the medium, there are different strategies you can take. For telephone calls, contact the Telephone Preference Service; for email the Direct Marketing Association; and for mail the Information Commissioner. 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