A Guide to Success for Technical Managers: Supervising in Research, Development, and Engineering
Drawing of years of experience to provide technical managers with various tools and ways to apply them in supervisory situation, this essential title includes exercises, templates and checklists to accelerate their uses and applications on the job. In addition, case studies are included throughout to thoroughly explain and explore the concepts discussed.
Key topics include handing the transition to supervising others in research and development, the characteristics needed to motivate personnel in a R&D environment as compared to other areas of business are detailed. The pitfalls and challenges of managing technical personnel, how delegating can build an effective team that can produce superior results, and how to monitor the work of previously independent personnel are also discussed.
CHAPTER 1 TIPS ON TRANSITIONS FOR TECHNICAL MANAGERS.
Manager or Scientist? An Attribute Inventory.
Manager–Scientist Inventory Score Sheet.
Questions to Ask Yourself.
CHAPTER 2 ADVICE ON CREATING A MOTIVATING CLIMATE.
What Motivates You?
Why Is Motivation Important?
Applying Theories about Motivation.
CHAPTER 3 HINTS TO INCREASE INTERPERSONAL EFFECTIVENESS.
Interpersonal Effectiveness—My Story.
The Myers–Briggs Type Indicator.
Using Type Effectively.
Applying Characteristics of Type.
Role of Emotions and Trust.
CHAPTER 4 CLUES ABOUT COMMUNICATION PITFALLS AND STRATEGIES.
Communication Patterns and Factors.
The AIDR Technique.
Focusing on Others—A Development Experiment.
Applying the MBTI.
Planning a Personal Communication Strategy.
CHAPTER 5 SECRETS TO MANAGING PERFORMANCE.
Setting Expectations and Goals.
Consider Personal Styles—Both Yours and Your Employee's.
Performance Problem Solving.
Dealing with Performance Issues.
Managing a Performance Issue.
Distinguishing between Observations and Conclusions.
Performance Conversation Checklist.
Tackling Recurring Problems.
Performance Issue Linked to Technical Problems.
Suggested Answers for Distinguishing between Observations and Conclusions.
CHAPTER 6 INCREASING EFFECTIVENESS THROUGH DELEGATION.
Planning for Delegation.
Styles of Delegation.
Relation of U/E to Delegation Style.
Delegation Using Type.
Applying New Concepts and Skills.
CHAPTER 7 POINTS FOR SUCCEEDING AS A COACH.
How Do Star Performers Network?
Group Social Networks.
Challenging the Status Quo.
Suggestions for Development Activities.
CHAPTER 8 TECHNIQUES TO MANAGE GROUPS, TEAMS, AND MEETINGS.
Role Clarifi cation Activity.
Goal Clarifi cation Activity.
Group Operating Principles or Norms.
Increasing Meeting Effectiveness.
Individual Autonomy versus Group Interdependence.
Meeting Management Techniques.
Application: Your Own Meeting.
CHAPTER 9 CLUES TO FOSTER CREATIVITY AND INNOVATION.
Social and Educational Input on Creativity.
Raising the Bar for Creativity and Innovation.
Definitions: Creativity and Innovation.
CHAPTER 10 POINTERS ON MANAGING PROJECTS AND DECISIONS.
So, What Can You Do?
Learn the Basics of Project Management.
Understand and Take Advantage of Different Approaches to Project Planning.
Challenge What Does Not Make Sense.
Consider the Difference between Risk and Uncertainty.
Look for Ways to Improve Communication in Your Project.
Avoid Going for the Big Bang—Prioritize and Proceed Incrementally.
Be Assertive and Work to Kill a Project That Should Die.
Use Consensus Wisely and Make Timely Decisions.
CHAPTER 11 SUGGESTIONS FOR MANAGING UP.
Managing Up Stories.
Build Your Relationship.
Guidelines to Approach Your Boss.
Guidelines for Receiving Feedback.
Managing Up Stories—Resolved.
CHAPTER 12 LET’S USE IT RIGHT: A SUMMARY OF SUGGESTED APPROACHES.
FIFTY-TWO-WEEK LEADERSHIP JOURNAL.
David Piltz has over fifteen years' experience in training managers and supervisors, both technical and non-technical. David has developed and designed over seventy-five modules on communication, management and supervision, facilitation, and delegation. He has also worked with numerous managers and executives on increasing their supervisory effectiveness.
Steven Jacobs is a consultant to biotech and pharmaceutical companies. He trains and coaches international clinical development teams to avoid and mitigate cultural problems and delays due to communication and conflict, and has also helped companies improve clinical supplies team dynamics, process efficiencies, and overall delivery performance. His senior roles have included those of COO and CEO.