IEEE Transactions on Engineering Management

Issue 2 • May 1970

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  • Contents

    Publication Year: 1970, Page(s): 1
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  • About this issue

    Publication Year: 1970, Page(s): 51
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (154 KB)

    THREE of the articles in this issue revolve about a common theme, management decision making. This has been a recurrent theme in this Transactions, not because of the amount of time managers actually spend on making decisions, but of the importance of this management function for the organization and its effectiveness and survival. Indeed, people conducting studies of the behavior and time-expendi... View full abstract»

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  • Project authority — A multidimensional view

    Publication Year: 1970, Page(s):52 - 57
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    This paper delineates some basic authority relationships within five models of project management: (1) the individual model; (2) the staff model; (3) the intermix model; (4) the aggregate model; and (5) the NASA/Apollo model. The authority construct is broken down into formal authority (authority inherent with the position and organizationally derived) and influence (authority generated by the pro... View full abstract»

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  • Development of improved standard electrical equipment components through industry — AEC cooperation

    Publication Year: 1970, Page(s):57 - 60
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    Research programs often require conventional electrical equipment components of exceptional performance characteristics. These are generally obtained by awarding a research and development contract. To avoid the usual difficulties of R&D contracts (high cost, delay, proprietary rights, patents, etc.) the Electronics Engineering Department of the Lawrence Radiation Laboratory achieves such high... View full abstract»

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  • Decision making in the management of research and advanced development activities

    Publication Year: 1970, Page(s):61 - 65
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (1219 KB)

    The management of research-type activities is different from traditional management tasks because management direction is not essential to the conduct of the activity. For this reason, management often finds itself in a position where it cannot make significant contributions toward the usefulness of research-type activities. Decision-making as applied to management contributions toward the success... View full abstract»

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  • Profile of civilian scientists and engineers in field RDT&E activities of the department of defense

    Publication Year: 1970, Page(s):66 - 74
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (1831 KB)

    This paper is based upon a survey of the scientists and engineers (S&E) in field research, development, test, and evaluation (RDT&E) activities of the Department of Defense, primarily laboratories, test centers and ranges. These activities do not include headquarters or system/project offices. The information was provided by individual scientists and engineers and was forwarded by the orga... View full abstract»

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  • Technical and management notes: Forecasting and decision making

    Publication Year: 1970, Page(s):74 - 77
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    Forecasting is a very important tool that can aid management in its decision-making process. Many managers have no confidence whatsoever in forecasts, while others, thinking them to be infallible, may depend too much on them. This note attempts to describe and explain the complexities of the interaction between forecasting and the management decision-making process. Some generalized concepts on ev... View full abstract»

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  • About the authors

    Publication Year: 1970, Page(s): 78
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    Freely Available from IEEE

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. 

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Meet Our Editors

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