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Engineering Management, IEEE Transactions on

Issue 4 • Date Nov. 1986

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  • Contents

    Publication Year: 1986 , Page(s): 1
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  • Editorial critical issues in an emerging discipline

    Publication Year: 1986 , Page(s): 185 - 187
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    ONE OF THE frequent questions asked about engineering management is whether or not it is a discipline. Historically, it has evolved as an interdisciplinary field because of the multifaceted issues involved in it. As industry has increasingly recognized the special needs for technical management, there has been a strong response from the educational institutions and the research community to fulfill those needs especially in the last two decades. As a result, engineering management has started to develop its niche by defining and strengthening the interface between technology and management. As this niche matures, it brings a sharper focus on the mission, objectives, and strategies of engineering management, and provides the basis for the definition of its unique characteristics. View full abstract»

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  • Career events, communication activities, and working hours investment among research and development employees

    Publication Year: 1986 , Page(s): 188 - 196
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    Communication activities and the weekly working hour investment are analyzed for employees who experienced one of the following career events; reaching a career plateau, organizational entry, or internal job change. Using questionnaire data from a sample of 140 R and D professionals, new hires are found to be less well integrated into communication networks than job changers, who work longer hours than both plateaus and new hires. Career events frequently moderate relationships between studied behavioral variables and outcome variables. Findings are discussed in terms of personal needs and situational opportunities for communication activities coinciding with various career events, and the implications for effective R and D management. View full abstract»

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  • A national probability survey on education and training for CAD/CAM

    Publication Year: 1986 , Page(s): 197 - 206
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    Manufacturing facilities having CAD/CAM in place were surveyed to access their training priorities. In addition, factors explaining variations in training programs were explored. The results indicate that not all plants have seen a need for training (especially those which are smaller and have less automated equipment). For those who have training programs, the programs were found to teach generic as well as traditional machine skills to a variety of occupations. An organization's decision to adopt a CAM/CAM training program was primarily related to three factors: the amount of CAD/CAM equipment installed, plant size, and relative size of manufacturing operations (integrations of the CAD/CAM equipment and market variables were less influential). An organization's decision about scope or extensiveness of the training was related to somewhat different and more varied factors including the degree to which the CAD/CAM equipment is integrated, and growth in the firm's industry. Implications of these findings for research and practise are discussed. View full abstract»

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  • What's all the fighting about? Conflicts in project management

    Publication Year: 1986 , Page(s): 207 - 211
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    The issues that are most likely to create conflict during a project, and how the intensity of these conflicts varies over the life cycle of a project, were investigated. Conflict management styles utilized by project managers were also explored. The author describes how conflicts were affected by individual and organization factors such as gender, age, managerial responsibilities, project size, and organizational structure. Almost 300 project managers were surveyed from a cross sample of organizations for this study. Comparisons with previous studies are noted. View full abstract»

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  • Organizational structure, information technology, and R&D productivity

    Publication Year: 1986 , Page(s): 212 - 217
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    To improve R and D productivity and performance, two types of communication must be managed properly. First, there is communication which is required to coordinate the many complex tasks and subsystem interrelations that exist on an R and D project. Second, there is communication which insures that the technical staff of the project remain current. Organizational structure can be used to achieve either of these goals. Since different structures are needed for the two, it is important to consider the situations in which one or the other dominates. The author discusses the tradeoffs between the two types of communication and the ways in which these tradeoffs have been reflected in management's choice of organizational structure. Project organization facilities task and subsystem coordination. Functional organization connects engineers more effectively to the technologies on which they draw. Three parameters are provided which can be used to characterize project situations and guide the decision on organizational form. In addition, there is the possibility that improvements in information technology will be able to substitute for one of the two organizational forms and allow greater use of the other, thereby easing the organizational tradeoff. View full abstract»

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  • Quality of research measured by citation method and by peer review — A comparison

    Publication Year: 1986 , Page(s): 218 - 222
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    A comparison has been performed between two methods of evaluating the quality of research as applied to seven areas of research in Sweden. The first method is that of peer review performed by specially appointed international experts; the other method is citation analysis. The comparison indicates a very considerable difference in cost between the two methods, the citation method being about 200 times less costly in terms of money as well as time. The citation method measures only one parameter of the quality of research, that of international visibility, and has a rank correlation coefficient of about 0.6 compared to peer review. View full abstract»

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  • Finding the cost of software quality

    Publication Year: 1986 , Page(s): 223 - 228
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    A guide to the application of Juran's quality improvement program is presented to assist software engineering management in the identification and control of quality costs. The cost of information is tightly coupled to the cost of the software that processes and directs it. More and more system solutions include embedded software. Quality affects a company's economics through its effect on income and its effect on costs. Although there is a growing need for a quantitative study of these effects in the software industry, there is an apparent inability to apply quality cost reduction programs proven successful in other high-tech industries. View full abstract»

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  • Technical and management notes: Strategic planning for factory automation by the championing process

    Publication Year: 1986 , Page(s): 229 - 232
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    The traditional approach to implementing change has not been very successful in bringing about factory automation. Borrowing from the concept of the `product champion', a process-championing procedure for strategic change is advocated. This approach is described and examples are given to illustrate the procedure. Some implementation guidelines are offered to facilitate the use of this process for achieving strategic-level change. View full abstract»

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  • Call for papers: 1987 IEEE conference on management and technology October 27–30, 1987

    Publication Year: 1986 , Page(s): 233
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  • Announcement and call for papers: Conference on management and new production systems

    Publication Year: 1986 , Page(s): 234
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  • Articles to be published in future issues of the IEEE transactions on engineering management

    Publication Year: 1986 , Page(s): 235
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  • Journal of management studies

    Publication Year: 1986 , Page(s): 236
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  • Research management: An International journal dedicated to enhancing the effectiveness of industrial research

    Publication Year: 1986 , Page(s): 237
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  • R&D management vol. 16 no 1 January 1986

    Publication Year: 1986 , Page(s): 238
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  • About the authors

    Publication Year: 1986 , Page(s): 239 - 241
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Aims & Scope

Management of technical functions such as research, development, and engineering in industry, government, university, and other settings. Emphasis is on studies carried on within an organization to help in decision making or policy formation for RD&E. 

Full Aims & Scope

Meet Our Editors

Editor-in-Chief
Rajiv Sabherwal
Sam M. Walton College of Business, University of Arkansas