Pub Date : 1990-10-21DOI: 10.1109/IEMC.1990.201260
R. G. Domer, D.P. Diettinger
It is pointed out that one of the biggest challenges facing medium and large engineering and construction firms is to compete successfully for smaller jobs, which comprise an increasing portion of the market. Traditional organizations typified in larger firms face many inherent structural problems. The tendency to spread responsibility across several departments dilutes common management goals and reduces accountability. It is suggested that field-based engineering and integrated engineering and construction are two structural modifications that larger companies can implement to make themselves competitive in the small job market. The result is improved productivity and constructability.<>
{"title":"Integrated engineering and construction","authors":"R. G. Domer, D.P. Diettinger","doi":"10.1109/IEMC.1990.201260","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201260","url":null,"abstract":"It is pointed out that one of the biggest challenges facing medium and large engineering and construction firms is to compete successfully for smaller jobs, which comprise an increasing portion of the market. Traditional organizations typified in larger firms face many inherent structural problems. The tendency to spread responsibility across several departments dilutes common management goals and reduces accountability. It is suggested that field-based engineering and integrated engineering and construction are two structural modifications that larger companies can implement to make themselves competitive in the small job market. The result is improved productivity and constructability.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121069305","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1990-10-21DOI: 10.1109/IEMC.1990.201244
A. Peters
The author discusses the role which Far Eastern countries will play in positioning themselves competitively in the 1990's with the emergence of the new, expanded international market exchange channel of business. He describes personal observations and business meeting discussions during his travels in the Far East. He also considers the direction in which the industrial nations will move to obtain their economic share in the international market arena. Attention is given to the projected target business strategy upon which these nations will focus in positioning themselves for market share dominance. Also discussed is their relationship with US business firms.<>
{"title":"The direction of manufacturing in the Far East: a look into the 1990's","authors":"A. Peters","doi":"10.1109/IEMC.1990.201244","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201244","url":null,"abstract":"The author discusses the role which Far Eastern countries will play in positioning themselves competitively in the 1990's with the emergence of the new, expanded international market exchange channel of business. He describes personal observations and business meeting discussions during his travels in the Far East. He also considers the direction in which the industrial nations will move to obtain their economic share in the international market arena. Attention is given to the projected target business strategy upon which these nations will focus in positioning themselves for market share dominance. Also discussed is their relationship with US business firms.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122756706","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1990-10-21DOI: 10.1109/IEMC.1990.201252
J. Hunsucker
The author attempts to integrate several sources of information on transition management and to show strategy and implementation. He builds on theoretical models of the management of change in current research by adding lessons learned in current industrial practice. Particular reference is made to the work of a research team from his Department charged by NASA with researching transitional management theory and practice. Three sources of information are used: interviews with top managers of high-tech companies which had recently undergone significant change, a questionnaire sent to 250 high-tech Fortune 500 companies, and the literature on the management of change extant today.<>
{"title":"Key issues for planning and implementing organizational transitions","authors":"J. Hunsucker","doi":"10.1109/IEMC.1990.201252","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201252","url":null,"abstract":"The author attempts to integrate several sources of information on transition management and to show strategy and implementation. He builds on theoretical models of the management of change in current research by adding lessons learned in current industrial practice. Particular reference is made to the work of a research team from his Department charged by NASA with researching transitional management theory and practice. Three sources of information are used: interviews with top managers of high-tech companies which had recently undergone significant change, a questionnaire sent to 250 high-tech Fortune 500 companies, and the literature on the management of change extant today.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122472799","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1990-10-21DOI: 10.1109/IEMC.1990.201297
A. Raisters
The author suggests that joint ventures with the Soviets should be started on an experimental basis, on a smaller scale to gain experience and mutual trust. The economic enterprise zone concept should be considered, with favorable tax credits for establishing factories and facilities, providing public utilities, i.e. roads, railroads, port facilities, schools, parks, and fire protection, to entice and to expand the business in these zones. Each partner should prepare a list of management, business, and technical experts together with international low, language specialists, and members of academia, which would serve as a pool of experts when the need arises for problem solving.<>
{"title":"Models for joint venture evaluation and analysis","authors":"A. Raisters","doi":"10.1109/IEMC.1990.201297","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201297","url":null,"abstract":"The author suggests that joint ventures with the Soviets should be started on an experimental basis, on a smaller scale to gain experience and mutual trust. The economic enterprise zone concept should be considered, with favorable tax credits for establishing factories and facilities, providing public utilities, i.e. roads, railroads, port facilities, schools, parks, and fire protection, to entice and to expand the business in these zones. Each partner should prepare a list of management, business, and technical experts together with international low, language specialists, and members of academia, which would serve as a pool of experts when the need arises for problem solving.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122263330","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1990-10-21DOI: 10.1109/IEMC.1990.201257
S. B. Steinberg
The authors attempts to define the use of the title 'operations manager' in an engineering consulting firm, and specifically tries to distinguish this job function from the responsibilities of the general or branch office manager. She points out that, in order to gain a competitive edge in the coming decade, engineering firms must tighten management control over their operating efficiencies. Operations management must be well defined with specific goals and objectives. Priority must be given to reducing the time and cost related to getting reports, drawings and specifications out to the client. Issues of paper flow, forms management, records management, equipment efficiencies, and product consistencies are important. General knowledge of the technical and administrative aspects of the company is required, as well as responsibilities and authority for issues that cross traditional departmental lines. The importance of the operations manager in assisting companies to achieve a competitive edge is discussed.<>
{"title":"Operations management in the mid-sized engineering consulting firm","authors":"S. B. Steinberg","doi":"10.1109/IEMC.1990.201257","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201257","url":null,"abstract":"The authors attempts to define the use of the title 'operations manager' in an engineering consulting firm, and specifically tries to distinguish this job function from the responsibilities of the general or branch office manager. She points out that, in order to gain a competitive edge in the coming decade, engineering firms must tighten management control over their operating efficiencies. Operations management must be well defined with specific goals and objectives. Priority must be given to reducing the time and cost related to getting reports, drawings and specifications out to the client. Issues of paper flow, forms management, records management, equipment efficiencies, and product consistencies are important. General knowledge of the technical and administrative aspects of the company is required, as well as responsibilities and authority for issues that cross traditional departmental lines. The importance of the operations manager in assisting companies to achieve a competitive edge is discussed.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124366611","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1990-10-21DOI: 10.1109/IEMC.1990.201275
R. L. Gross, D. Price
As a result of observations and discussions, the authors realized that there were classes of problems common to product development efforts of many companies. In general, the participants recognized the problems while they were occurring but felt that they could not contribute to their resolution. This research was instituted to determine the specific nature of some of these problems. It was expected that analysis of the data would point out the most critical problems facing product development teams, and provide a basis for using some existing concepts of organizational structure and project management to effect their resolution. A discussion is presented on how a system may be established in which these problems can be resolved easily or avoided entirely.<>
{"title":"Common project management problems and how they can be avoided through the use of self managing teams","authors":"R. L. Gross, D. Price","doi":"10.1109/IEMC.1990.201275","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201275","url":null,"abstract":"As a result of observations and discussions, the authors realized that there were classes of problems common to product development efforts of many companies. In general, the participants recognized the problems while they were occurring but felt that they could not contribute to their resolution. This research was instituted to determine the specific nature of some of these problems. It was expected that analysis of the data would point out the most critical problems facing product development teams, and provide a basis for using some existing concepts of organizational structure and project management to effect their resolution. A discussion is presented on how a system may be established in which these problems can be resolved easily or avoided entirely.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132288528","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1990-10-21DOI: 10.1109/IEMC.1990.201253
L. Chang
The author describes the design and implementation of a quality information system in the computer-integrated manufacturing environment. Various data elements related to quality functions an be integrated through a closed-loop quality information system. It is suggested that an emerging generation of computer workstations, communication protocols, and database management systems will make the computer-integrated quality information system a reality at affordable prices. A systems development methodology for designing and implementing quality information systems is discussed.<>
{"title":"Computer-integrated quality information system","authors":"L. Chang","doi":"10.1109/IEMC.1990.201253","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201253","url":null,"abstract":"The author describes the design and implementation of a quality information system in the computer-integrated manufacturing environment. Various data elements related to quality functions an be integrated through a closed-loop quality information system. It is suggested that an emerging generation of computer workstations, communication protocols, and database management systems will make the computer-integrated quality information system a reality at affordable prices. A systems development methodology for designing and implementing quality information systems is discussed.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"302 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121465167","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1990-10-21DOI: 10.1109/IEMC.1990.201267
B. Rosenbaum
The behavioral characteristics of high-achieving technical professionals are examined, and critical communication skills assessed. It is observed that the high-tech world requires high-touch professionals, adept at communicating new concepts and at interfacing with all areas of the organization. It is further concluded that the high-tech boom makes people skills all the more important. Since technical professionals tend not to bring high levels of interpersonal aptitude to the job, and colleges and universities do not focus on the development of such abilities, one must look to corporate training departments to develop these critical skills if specialized employees are to achieve their full measure of success and make their maximum contribution to realizing corporate goals.<>
{"title":"How technical professionals achieve results","authors":"B. Rosenbaum","doi":"10.1109/IEMC.1990.201267","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201267","url":null,"abstract":"The behavioral characteristics of high-achieving technical professionals are examined, and critical communication skills assessed. It is observed that the high-tech world requires high-touch professionals, adept at communicating new concepts and at interfacing with all areas of the organization. It is further concluded that the high-tech boom makes people skills all the more important. Since technical professionals tend not to bring high levels of interpersonal aptitude to the job, and colleges and universities do not focus on the development of such abilities, one must look to corporate training departments to develop these critical skills if specialized employees are to achieve their full measure of success and make their maximum contribution to realizing corporate goals.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128664336","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1990-10-21DOI: 10.1109/IEMC.1990.201295
D. Dvir, A. Shenhar
A study of high-tech strategic business units focused on establishing a multidimensional concept and exploring the success factors unique to the business-unit level in the industry. On the basis of previous research, a conceptual model served as an aid for capturing the complex relationship between the business unit and its environment, and the latter's influence on each part of the internal processes which through their interaction determine the outcomes of the strategic business unit. It is argued that two elements in addition to financial terms should be used to measure success: positioning in the market and preparing the necessary assets and infrastructure for future development, manufacturing, and marketing of new products.<>
{"title":"Success factors of high-tech SBUs: initial findings based on the Israeli electronics and computers industry","authors":"D. Dvir, A. Shenhar","doi":"10.1109/IEMC.1990.201295","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201295","url":null,"abstract":"A study of high-tech strategic business units focused on establishing a multidimensional concept and exploring the success factors unique to the business-unit level in the industry. On the basis of previous research, a conceptual model served as an aid for capturing the complex relationship between the business unit and its environment, and the latter's influence on each part of the internal processes which through their interaction determine the outcomes of the strategic business unit. It is argued that two elements in addition to financial terms should be used to measure success: positioning in the market and preparing the necessary assets and infrastructure for future development, manufacturing, and marketing of new products.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"41 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115698575","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1990-10-21DOI: 10.1109/IEMC.1990.201238
H. Thamhain
On the basis of a field investigation of 500 engineering managers, specific measures have been defined for assessing aptitudes for technical management. The author discusses the development and application of these new instruments for evaluating career interests for advancement potential. This study was organized to investigate aptitudes toward engineering management and to define a simple aptitude test. The findings and resulting instruments can help both engineering professionals and managers to determine the potential for advancement and subsequent effective role performance as engineering manager. The instruments can further help in the management selection, transition, and development process.<>
{"title":"Determining aptitudes for engineering managers","authors":"H. Thamhain","doi":"10.1109/IEMC.1990.201238","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201238","url":null,"abstract":"On the basis of a field investigation of 500 engineering managers, specific measures have been defined for assessing aptitudes for technical management. The author discusses the development and application of these new instruments for evaluating career interests for advancement potential. This study was organized to investigate aptitudes toward engineering management and to define a simple aptitude test. The findings and resulting instruments can help both engineering professionals and managers to determine the potential for advancement and subsequent effective role performance as engineering manager. The instruments can further help in the management selection, transition, and development process.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116274498","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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