From Engineer to Manager : Mastering the Transition, Second Edition.

Intro -- From Engineer to Manager: Mastering the Transition, Second Edition -- Preface -- Introduction -- Mastering Relationships -- Seeing the Big Picture -- Getting Things Done -- Communicating Effectively -- Using Assets Wisely -- Taking It to the Next Level -- 1 Beginning the Journey -- Takeaways -- Playing a Team Sport -- Describing the Transition -- Becoming More Social -- Soft Skills Are Actually Hard Skills -- Embracing the New Rules and the New Role -- Success Principles for the Transition -- References -- Selected Bibliography -- Principle 1: Mastering Relationships -- 2 Business Is About People -- Takeaways -- Encountering New Challenges in the Transition -- It Is Not About Technology -- Relationships Define Business -- The Lengthy List of Credits -- Your Network -- The People You Supervise -- Your Supervisor -- Management and Executives -- Sponsors -- Functional Managers -- Customers/Clients -- Vendors and Contractors -- Other Stakeholders -- Community -- Loved Ones -- Selected Bibliography -- 3 Why Are People So Difficult? -- Takeaways -- Individuality and Personality Types -- A System for Personality Styles -- Human Idiosyncrasies -- People Are Focused on Themselves -- People Want to Avoid Looking Bad -- There Is Comfort in Numbers -- Communication Is Challenging -- We Act the Role -- We Are Imperfect -- References -- Selected Bibliography -- 4 Get Motivated! -- Takeaways -- Modeling Motivation -- The Hawthorne Studies -- Maslow's Needs Hierarchy -- X, Y, and Z -- Intrinsic and Extrinsic Motivation -- Five Intrinsic Motivators -- References -- Selected Bibliography -- 5 The Paradox of Control -- Takeaways -- Share Ownership -- Delegate Effectively -- Exercise Influence: Control in Collaboration -- Work with the System -- Maintain Control Over Yourself -- Reference -- Selected Bibliography -- 6 Everything Depends on the Customer.

Takeaways -- Developing a Customer Orientation -- Understanding My Customers -- Who Are My Customers? -- What Are the Characteristics of My Customers? -- What Are the Needs Behind the Needs? -- Customers and the Technology Adoption Life Cycle -- The Good, the Bad, and the Mediocre -- Your Brand Communicates Trustworthiness -- Developing Loyalty -- Impressing Customers -- Be Genuine -- Walk a Mile in Their Shoes -- Go for the WOW! -- Go for the Human Touch -- It's All About the Experience -- Transforming the Customer Relationship -- Innovating the Relationship -- References -- Selected Bibliography -- 7 Leading with Confidence -- Takeaways -- Dispel the Myths and Become a Leader -- Myth #1: Leadership Is Only for Great People -- Myth #2: Leaders Are Born, Not Made -- Myth #3: Leaders Must Be Charismatic -- Myth #4: Leadership Is About Dramatic or Major Changes -- Myth #5: Leaders Tell Followers What to Do -- Leading Through Change -- Step 1: Identify the Problem -- Step 2: Craft a Vision That Resonates and Inspires -- Step 3: Allow the Group to Own the Vision -- Step 4: Develop and Ensure Harmony in the Plan for Action -- Step 5: Change the System -- Growing as a Leader -- Lead Yourself -- Work Your Way Up -- Tell a Story -- References -- Selected Bibliography -- 8 Conflict is Inevitable -- Get Over It -- Takeaways -- Have the Right Attitude About Conflict -- Conflict of Ideas -- Conflict of Emotion -- Responses to Conflict -- Taking Responsibility for My Part and the Solution -- Tools for Conflict Resolution -- Procedural Tools -- Substantive Process Tools -- References -- Selected Bibliography -- 9 It's a Team Sport -- Takeaways -- Your Experience with Teams -- Balancing Tensions -- Stages of Teams -- Team Contract -- Integration of Differing Perspectives -- Collaborating Across Miles and Cultures -- Virtual Teams.

Multinational and Cross-Cultural Teams -- References -- Selected Bibliography -- 10 The Joy of Politics -- Takeaways -- Myths About Politics -- Myth #1: All Politics Are Dirty -- Myth #2: Some Organizations Are Political and Some Are Not -- Myth #3: To Play Politics, You Have to Kiss Up a Lot -- Myth #4: I Should Not Need to Play Politics -- Myth #5: I Must Abandon My Ethical Principles to Play Politics -- Approaches to Politics -- Foundations of Political Play -- Alliances -- Homework and Groundwork -- Focus on the Relationship -- The Hidden Organization -- Sources of Power -- Becoming an Effective Practitioner -- Avoiding Missteps -- Reference -- Selected Bibliography -- 11 Managing Up, Down, and All Around -- Takeaways -- Strategic Alignment -- Collaboration with Your Boss -- A Problem Boss -- A Great Boss -- Collaboration with Peers -- Matrix Organization -- Selected Bibliography -- Principle 2: Seeing the Big Picture -- 12 Now You're in Business -- Takeaways -- The Ins and Outs of a Business -- Fuel for the Organization -- Investment: Priming the Pump -- Debt: Paying to Use Money -- Equity: Ownership for Investment -- Budgeting: Where Is the Fuel Used? -- Keeping Score -- Financial Statements -- Cash Flow -- Key Metrics -- Opportunity Costs -- Financial Management for Projects -- Maintaining the Fuel Supply -- Sharing Financial Information -- Reference -- Selected Bibliography -- 13 Seeing the System in Your Organization -- Takeaways -- My Place in the System -- A Complex Adaptive System -- Visualizing and Collaborating on Organizational Processes -- References -- Selected Bibliography -- 14 Planning: Journey into the Unknown -- Takeaways -- Themes for Good Planning and Execution -- Strategic and Tactical Planning -- Systematic Experimentation: Observation and Adjustment -- Hitting the Box and Then the Details.

Seeing and Feeling the Destination -- References -- Selected Bibliography -- 15 Putting the Pieces Together -- Takeaways -- Find All the Pieces -- Envision the Solutions -- Place the Corners and Sides -- Prominent Themes: The Significant Few -- Experimentation Is Required -- Filling in the Organizational Puzzle -- Communicate to Integrate -- The Finish Line -- Selected Bibliography -- 16 Embracing Opportunities -- Takeaways -- Missed Opportunities -- Resisting Change -- Fear of Failure -- Sitting on a Lead -- Fighting Fires -- Attitudes Toward Opportunity -- Organizational Culture -- Take a Risk, But Do Not Be Risky -- Creative Thinking -- Making Opportunity a Reality -- References -- Selected Bibliography -- Principle 3: Getting Things Done -- 17 Outcome Depends on Process -- Takeaways -- Outcome Goals and Process Goals -- Understanding and Improving Organizational Systems -- Singular, First Time, and Habitual Activities -- Innovating Organizational Processes -- Selected Bibliography -- 18 From Chaos to Order: The Project -- Takeaways -- What Is a Project? -- Need for Formality -- Experimenting with Projects -- Get a Life (Cycle) -- Project Planning -- Planning Well -- The Process of Planning -- Identifying and Estimating All Work Packages -- Sequencing the Work -- Resource Loading -- Risk Management -- Formalizing the Contract -- Being Agile -- Scope Creep -- Controlling the Project -- Financial Management for Projects -- Other Keys to Project Success -- Communication Is Crucial -- Tracking Issues -- Limited Authority -- References -- Selected Bibliography -- 19 Delegating -- Takeaways -- Success Factors for Delegation -- Demonstrating Respect -- Problem Areas in Effective Delegation -- Reference -- Selected Bibliography -- 20 Meeting Management -- Takeaways -- Establishing Effective Beliefs -- Reinvent the Meeting -- Meeting Norms.

Processes for Healthy Participation and Outcomes -- Agenda -- Virtual Meetings -- Culture and Pushback -- References -- Selected Bibliography -- 21 Decision Making -- Takeaways -- Fish or Cut Bait! -- Understanding the Decision Context -- Importance of Process -- Decision Approaches -- Indecisiveness -- Be Creative -- Experiment -- Getting Emotional about Decisions -- References -- Selected Bibliography -- 22 Hitting from the Rough: When Things Go Wrong -- Takeaways -- Introduction to Risk -- Organizational Barriers -- Denial and Fear of Negativity -- Concern with Distraction and Inefficiency -- Lack of Time or Low Priority -- Concern for Blame -- Elements of Risk Management -- Risk Identification -- Risk Evaluation -- Risk Strategies -- Risk Management Actions -- Planning for Surprises: Training and Improvisation -- Crisis Management -- References -- Selected Bibliography -- Principle 4: Communicating Effectively -- 23 Communicating with Purpose -- Takeaways -- Challenging What We Think We Understand -- Presence and Active Participation -- Emotional Intelligence -- Negotiation -- Dissent and Argumentation -- Agreement-Including Agreement to Disagree -- Action -- References -- Selected Bibliography -- 24 The Communication Clearinghouse (You) -- Takeaways -- Components of Communication -- Encoding -- Corruption from the Channel -- Decoding -- Emotional Content -- Nonverbal Communication -- The Recipient Is the Customer -- Qualities of Communication Types -- Improving Communication -- Listen! -- Utilize Redundancy -- Remember Feedback -- Check the Emotions -- Be Proactive -- Be Simple, Direct, and Clear -- Study the Audience -- Demonstrate Care -- Be Interesting -- Include a Human Touch -- Practice! -- The Payoff of Preparation -- Selected Bibliography -- 25 Make Your Point Effectively -- Takeaways -- Making Your Point: The Building Blocks.

Appreciate the Audience.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.