Pub Date : 1990-10-21DOI: 10.1109/IEMC.1990.201263
A. Pazy
The accelerated rate of scientific and technological progress puts heavy demands on professionals, who are faced with the threat of professional obsolescence. A cognitive-psychological approach is used to explore variations in the obsolescence experience at different career stages. The study is based on in-depth, semistructured interviews with 50 engineers and scientists from Israeli high-tech organizations. Results indicate that professional obsolescence and updating represent different processes to different people, and that career stage and organizational rank are the main dimension along which this variation occurs. Three kinds of varieties were identified in the data: varieties of cognitive schemata, meanings of threat, and updating resources.<>
{"title":"Professional obsolescence and updating-a cognitive-psychological perspective","authors":"A. Pazy","doi":"10.1109/IEMC.1990.201263","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201263","url":null,"abstract":"The accelerated rate of scientific and technological progress puts heavy demands on professionals, who are faced with the threat of professional obsolescence. A cognitive-psychological approach is used to explore variations in the obsolescence experience at different career stages. The study is based on in-depth, semistructured interviews with 50 engineers and scientists from Israeli high-tech organizations. Results indicate that professional obsolescence and updating represent different processes to different people, and that career stage and organizational rank are the main dimension along which this variation occurs. Three kinds of varieties were identified in the data: varieties of cognitive schemata, meanings of threat, and updating resources.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"9 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":"114795544","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.1990.201242
B. Posner, J. L. Hall, J. Munson
Summary form only given. Over 500 Silicon Valley engineers enrolled in MBA programs were surveyed. Approximately 200 different companies were represented. Further insights emerged from follow-up respondent interviews and extensive discussions with human resource managers from four different companies along with identifying potential opportunities. Empirical evidence provides both point and counterpoint to popular fallacies about educating engineers. For example, significant numbers are leaving technical areas for other disciplines (non-technical) and management positions; most organizations do not treat education as an investment, failing to capitalize on increased employee competencies; and higher education increases an employee's expectations and has a lagged-time effect on turnover.<>
{"title":"Educating engineers to be managers: an uneasy alliance between companies and colleges","authors":"B. Posner, J. L. Hall, J. Munson","doi":"10.1109/IEMC.1990.201242","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201242","url":null,"abstract":"Summary form only given. Over 500 Silicon Valley engineers enrolled in MBA programs were surveyed. Approximately 200 different companies were represented. Further insights emerged from follow-up respondent interviews and extensive discussions with human resource managers from four different companies along with identifying potential opportunities. Empirical evidence provides both point and counterpoint to popular fallacies about educating engineers. For example, significant numbers are leaving technical areas for other disciplines (non-technical) and management positions; most organizations do not treat education as an investment, failing to capitalize on increased employee competencies; and higher education increases an employee's expectations and has a lagged-time effect on turnover.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"116 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":"123075161","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.1990.201280
W. Chow
A production schedule is derived from product demand, finished goods inventory, line/tooling capacity, and material supply (i.e. parts' and components' availability), by solution of a linear programming model to minimize the sum of inventory/backlog, subject to a set of resource constraints, over a predetermined planning horizon. For a given production schedule, a real-time dispatcher is invoked to select the right product type for assembly by looking at the overall line performance behavior. Information about line performance is collected by a line monitor. A product type has a high (low) dispatching priority if its actual output rate is less (greater) than its scheduled production rate. Selection of a product type is based on its priority and its level of work-in-process. Also implemented is a flow control policy which consists of job assignment, in-process storage sizing, detection of yield problems, and a parts feeding scheme.<>
{"title":"A line management policy for a multi-product assembly line","authors":"W. Chow","doi":"10.1109/IEMC.1990.201280","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201280","url":null,"abstract":"A production schedule is derived from product demand, finished goods inventory, line/tooling capacity, and material supply (i.e. parts' and components' availability), by solution of a linear programming model to minimize the sum of inventory/backlog, subject to a set of resource constraints, over a predetermined planning horizon. For a given production schedule, a real-time dispatcher is invoked to select the right product type for assembly by looking at the overall line performance behavior. Information about line performance is collected by a line monitor. A product type has a high (low) dispatching priority if its actual output rate is less (greater) than its scheduled production rate. Selection of a product type is based on its priority and its level of work-in-process. Also implemented is a flow control policy which consists of job assignment, in-process storage sizing, detection of yield problems, and a parts feeding scheme.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"3 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1990-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132746771","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.1990.201285
J. Humble, R. Treloar
It is suggested that entrepreneurs have characteristics and preferences which distinguish them from the typical corporate employee. Sometimes these individuals leave organizations to start new companies, and sometimes economic conditions force them to hold corporate positions. If these people are appropriately placed and effectively managed, they can be very valuable to the organization. However, if placed in positions which do not allow expression of their unique characteristics, they are likely to become demotivated and unproductive. It is argued that entrepreneurs within organizations may be motivated by different factors, with emphasis and outcomes probably different from those of the typical employee. It is concluded that to motivate individuals effectively to accomplish corporate goals, the corporate reward system should be flexible enough to meet individual needs.<>
{"title":"Managing entrepreneurs within organizations","authors":"J. Humble, R. Treloar","doi":"10.1109/IEMC.1990.201285","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201285","url":null,"abstract":"It is suggested that entrepreneurs have characteristics and preferences which distinguish them from the typical corporate employee. Sometimes these individuals leave organizations to start new companies, and sometimes economic conditions force them to hold corporate positions. If these people are appropriately placed and effectively managed, they can be very valuable to the organization. However, if placed in positions which do not allow expression of their unique characteristics, they are likely to become demotivated and unproductive. It is argued that entrepreneurs within organizations may be motivated by different factors, with emphasis and outcomes probably different from those of the typical employee. It is concluded that to motivate individuals effectively to accomplish corporate goals, the corporate reward system should be flexible enough to meet individual needs.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"24 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":"133729237","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.1990.201273
B. Rosenbaum
Traditional management principles meet with only minimal success when applied to technical professionals. It is argued that technical leadership requires a special combination of knowledge about science and technology to acquire respect, knowledge about behavior, and skill to lead. Extensive research conducted over a three-year period in 19 technologically oriented companies was examined. The degree to which technical leaders were able to facilitate the achievement of individual and group goals over multiple projects was related to their ability to address five strategic dimensions of technical leadership: coach for peak performance, run organizational interference, orchestrate professional development, expand individual productvity through teamwork, and facilitate self-management. Blending of strategic thinking and behavioral competence across dimensions was most characteristic of the more effective leaders.<>
{"title":"How to lead today's technical professional","authors":"B. Rosenbaum","doi":"10.1109/IEMC.1990.201273","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201273","url":null,"abstract":"Traditional management principles meet with only minimal success when applied to technical professionals. It is argued that technical leadership requires a special combination of knowledge about science and technology to acquire respect, knowledge about behavior, and skill to lead. Extensive research conducted over a three-year period in 19 technologically oriented companies was examined. The degree to which technical leaders were able to facilitate the achievement of individual and group goals over multiple projects was related to their ability to address five strategic dimensions of technical leadership: coach for peak performance, run organizational interference, orchestrate professional development, expand individual productvity through teamwork, and facilitate self-management. Blending of strategic thinking and behavioral competence across dimensions was most characteristic of the more effective leaders.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"5 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":"130201943","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.1990.201249
W. Wilson
The author attempts to elucidate the processes used by Hewlett-Packard product development teams to create their project's product definitions. She outlines the case study methodology used to understand the role of product definition in marketplace success, and delineates the differences between product definition processes employed to develop products which were and were not marketplace successes. Product definition success factors map the quality of the product definition effort to the marketplace performance of the product. The reasons for completing each success factor are also examined. It is concluded that Hewlett-Packard's product definition project demonstrates that there is much to learn from retrospective analysis. The organization needs to decide that it is committed to do what is necessary to be successful; it needs to follow the best practices' process; it needs to assess whether what it is doing is successful or unsuccessful; and it needs to correct the deficiencies.<>
{"title":"Product definition: assorted techniques and their marketplace impact","authors":"W. Wilson","doi":"10.1109/IEMC.1990.201249","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201249","url":null,"abstract":"The author attempts to elucidate the processes used by Hewlett-Packard product development teams to create their project's product definitions. She outlines the case study methodology used to understand the role of product definition in marketplace success, and delineates the differences between product definition processes employed to develop products which were and were not marketplace successes. Product definition success factors map the quality of the product definition effort to the marketplace performance of the product. The reasons for completing each success factor are also examined. It is concluded that Hewlett-Packard's product definition project demonstrates that there is much to learn from retrospective analysis. The organization needs to decide that it is committed to do what is necessary to be successful; it needs to follow the best practices' process; it needs to assess whether what it is doing is successful or unsuccessful; and it needs to correct the deficiencies.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"75 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":"124846792","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.1990.201301
P. Haddix
The Measurex Corporation Quality Improvement System (QIS) is described. Faced with the challenge of introducing a total quality improvement program, Measurex developed a comprehensive effort consistent with the company's culture. Intermeshed into the fabric of the company was Juran's project-by-project admonishment, Deming's structure and Crosby's absolutes of quality. Conceptually, QIS is project-based, results-oriented, management direct and supported, and implemented practically. Recognition for those involved is based on the results achieved and not simply on their participation in some QIS effort. Since 1987, QIS has been used to introduce just-in-time manufacturing processes, the focused factory concept, a certified supplier programme, electronic data interchange, and other organization and department level quality improvement efforts.<>
{"title":"The Measurex results philosophy of quality improvement","authors":"P. Haddix","doi":"10.1109/IEMC.1990.201301","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201301","url":null,"abstract":"The Measurex Corporation Quality Improvement System (QIS) is described. Faced with the challenge of introducing a total quality improvement program, Measurex developed a comprehensive effort consistent with the company's culture. Intermeshed into the fabric of the company was Juran's project-by-project admonishment, Deming's structure and Crosby's absolutes of quality. Conceptually, QIS is project-based, results-oriented, management direct and supported, and implemented practically. Recognition for those involved is based on the results achieved and not simply on their participation in some QIS effort. Since 1987, QIS has been used to introduce just-in-time manufacturing processes, the focused factory concept, a certified supplier programme, electronic data interchange, and other organization and department level quality improvement efforts.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"11 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":"127364689","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.1990.201278
D. White, J.R. Patto
Chaos frequently results within firms encountering turbulent competitive, technological, regulatory, and business change. Traditional approaches for change are rendered useless. Descriptions are given of a firm before turbulence, the external triggers of chaos, initial denial of significant problems, and then (accepting reality) the ensuing panic and chaos. The concurrent project management methodology is linked tightly to the president of the firm, creates an interdisciplinary team approach to change, provides individuals with a clear direction, and achieves synergistic results. Key components of the methodology include executive/management steering teams, integrated project life cycle phases, a multicriteria prioritization process, simple project management tools, and interdisciplinary project teams.<>
{"title":"Concurrent project management methodology reverses firm's competitive decline","authors":"D. White, J.R. Patto","doi":"10.1109/IEMC.1990.201278","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201278","url":null,"abstract":"Chaos frequently results within firms encountering turbulent competitive, technological, regulatory, and business change. Traditional approaches for change are rendered useless. Descriptions are given of a firm before turbulence, the external triggers of chaos, initial denial of significant problems, and then (accepting reality) the ensuing panic and chaos. The concurrent project management methodology is linked tightly to the president of the firm, creates an interdisciplinary team approach to change, provides individuals with a clear direction, and achieves synergistic results. Key components of the methodology include executive/management steering teams, integrated project life cycle phases, a multicriteria prioritization process, simple project management tools, and interdisciplinary project teams.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"61 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":"122950387","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.1990.201291
M. Runco, M. Basadur
The authors describe the rationale for the multiphase creative problem solving process, and report the finding of an empirical investigation conducted to facilitate the problem solving of managers (N=35). The ideational skills of the managers were assessed before and after training in the creative problem solving process, along with their attitudes about creative ideation, cognitive style (i.e. optimizer, generator, conceptualizer, or implementor), and evaluative skill (i.e. ability to recognize original ideas). The managers were significantly more accurate in their judgments after training, both in their identification of original ideas and recognition of unoriginal ideas. After training, the managers also gave more solutions and more original solutions to problems faced. Several variables (e.g. the preference for ideation attitude and an implementor cognitive style) seemed to moderate the impact of training, which was therefore effective, with specific effects predictable from pretraining individual differences in attitudes and cognitive style.<>
{"title":"Assessing ideational and evaluative skills and creative styles and attitudes","authors":"M. Runco, M. Basadur","doi":"10.1109/IEMC.1990.201291","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201291","url":null,"abstract":"The authors describe the rationale for the multiphase creative problem solving process, and report the finding of an empirical investigation conducted to facilitate the problem solving of managers (N=35). The ideational skills of the managers were assessed before and after training in the creative problem solving process, along with their attitudes about creative ideation, cognitive style (i.e. optimizer, generator, conceptualizer, or implementor), and evaluative skill (i.e. ability to recognize original ideas). The managers were significantly more accurate in their judgments after training, both in their identification of original ideas and recognition of unoriginal ideas. After training, the managers also gave more solutions and more original solutions to problems faced. Several variables (e.g. the preference for ideation attitude and an implementor cognitive style) seemed to moderate the impact of training, which was therefore effective, with specific effects predictable from pretraining individual differences in attitudes and cognitive style.<<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":"124037266","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.1990.201298
G. Rosenfelder
The author examines particularly decisions identifying new product technologies for future growth and survival. He focuses on whether the new technology in the multi-product multi-market organization should be developed internally or acquired externally, who participates at the top level in new technology decisions, the background of these executives, and the extent of their involvement in decision and resource allocation. A pilot study precedes case studies of thirteen multi-product multi-market companies, including personal interviews with senior corporate executives. Analysis of the data produced a model classifying these firms into three major categories reflecting their management's approach to dealing with strategic decisions, technology leaders, technology followers, and financially oriented firms.<>
{"title":"Strategic decision making regarding new high technology products in the US multi-market companies","authors":"G. Rosenfelder","doi":"10.1109/IEMC.1990.201298","DOIUrl":"https://doi.org/10.1109/IEMC.1990.201298","url":null,"abstract":"The author examines particularly decisions identifying new product technologies for future growth and survival. He focuses on whether the new technology in the multi-product multi-market organization should be developed internally or acquired externally, who participates at the top level in new technology decisions, the background of these executives, and the extent of their involvement in decision and resource allocation. A pilot study precedes case studies of thirteen multi-product multi-market companies, including personal interviews with senior corporate executives. Analysis of the data produced a model classifying these firms into three major categories reflecting their management's approach to dealing with strategic decisions, technology leaders, technology followers, and financially oriented firms.<<ETX>>","PeriodicalId":235761,"journal":{"name":"IEEE International Conference on Engineering Management, Gaining the Competitive Advantage","volume":"3 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":"131166941","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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