Young engineers must know all executives are not managers
A candidate without some job experience can't appreciate management development programs. Technical curricula do not have any element of management studies except typical organizational charts in the final semester, hence the predicament faced by engineers entering jobs. That is she it is necessary for a fresh engineer to have some mental preparation of his own.
Like other fresh recruits, an engineer gets a cultural shock on joining work. The reasons for such a feeling imaginary or real, can be some or all of the following.
Unfamiliar surrounding
Relationship with superiors, subordinates and peers
Unconscionable work ethics
Uninteresting nature of the job that does not utilize the knowledge acquired
Reactions to unaccustomed ways of boarding and lodging
Basically a human relation problem, culture shock occurs when reality and pre set ideas do not match. The shock is compounded by apprehensions prompted by the past strained relations.
A person from an emotionally harmonious family set up with congenial ties with teachers and classmates during his student days does not suffer from any imaginary culture shock. When faced with real ones, he feels fortified with an inner challenge, which manifests itself as adjustability. His overall perception about the job may be one of attainment.
But those who have gown up in a different condition create for themselves problems that are not always there. To rid oneself of such mental constraint, introspection is necessary. At some point in their career, they will be aided in the effort by transactional analysis, which is part of management development programs. But it is always better to read a good book on the subject rather than wait for the program for enlightenment. If one of them fails to secure deliverance from this psychological set back, he may be caught in the vortex of ceaselessly looking for a suitable job. He may settle one in middle age more out of submission than satisfaction.
Another problem faced by some fresh engineers generated from their ready to act executive attitude. This attitude blocks the way to developing a rapport with the workers. It is therefore not only safe to assume but also true that
In the beginning, supervisors and workers have greater amount of specific job knowledge than a fresh engineer does.
After some time, the period depending upon the learning ability of the incumbent, all of the are at par and then a situation arises when the engineer is no longer fresh, but in positions to improve upon the processes being followed.
The transition to the third stage can be without any hitch if the incumbent keeps learning his managerial functions with the humility of a trainee, whether designated as one or not. The example given below shows further melting down process.
A fresh manager had once boasted of having 30 persons working under him. Ten years later endowed with wider responsibility, he only admitted to have been working with 1,500 persons.
A fresh engineer may wonder at his own ignorance about very simple tools and appliances such as puller, chain wrench, cable joints, pipe joints and a whole lot of other. He need not be perturbed, for he will learn them in no time. With his improved technical orientation, seeing is learning for him. But then, he must see. If he does not closely associate with the work he will either have to learn at a later stage, much of his embarrassment or remain a callow forever.
Engineers joining a head office straight out of college remain short on confidence in technical matters. Sporadic visits to work sites are no substitute for sustained working with responsibility. But they do not realize their drawbacks because they are well compensated and enjoy the comforts of life, besides having the pleasure or monitoring others' work. Hence, they can never match a person who joins the head office after some years on work sites.
Among engineers who begin at the head office, those in the planning section languish, believing they perform technical work. The reality is different. They are supposed to provide the basis for planning. But bereft of insight and practical experience, what they produce seldom goes beyond tautology. Ultimately, they start sounding like: "Plan, clear to your heart's content. You don't have to implement". It is apt to restate here that for successful implementation of a project
Planning should sprout from the ground level as in Japanese industries
Of the planner himself should be the implementor and vice versa, as in big private companies even in our country.
Not all office jobs are non-technical. But if a fresh engineer is made to do only office work not directly related to operations he will not be a effective participant in the technical matters and his growth will be stunted. The picture, however, is different in technology based offices such as those of cybernetics. Even a sales job in reputed companies, where intensive training is imparted to a beginner who later keeps himself in touch with installations, can be highly technical in nature.
A fresh engineer should remember that all executives are not managers. Advancement in information technology and office automation have de-managerised many a managerial post, which means having no, or one or two persons to work with. This change has come to stay. In the industrial arena, where one has to work with a team, an executive is still a manager and will continue to be so the foreseeable future.
How to become a good manager without imitating seniors
Development of subordinates is a term oft repeated in management parlance but, ironically, given scant respect, On paper, it's attached much importance and is supposed to be a vital yardstick to measure managerial skills, Not surprisingly, most of the managers score "good marks" in the absence of subjective assessment. A subordinate's superior performance is credited to the manager. But the subordinate has to bear the responsibility for his inefficiency. This is a common phenomenon in most organizations
A select few understand the potential of human assets and exploit it professionally, though.
In the engineering industry, youths are inducted into the techno-commercial world as "management trainees". To their utter dismay, they realize that their technical education has no direct relevance to the day-to-day work, On the contrary, the business of "dealing with people" is something they've not been properly introduced to. No wonder, they imitate their seniors, with out the ability to tell the right from the wrong.
During the formative stages of his working life, a junior is highly influenced by his seniors, and the development of his personality depends on the sort of seniors he comes across. Some management boasts of having a structured program for newcomers, giving a holistic view of the organization. A newcomer is religiously attached to a "mentor", supposed to be his friend, philosopher and guide. In reality, the program comprises nothing more than a routing transfer from one department to another, enough for him only to get a rough idea of the organization's activities.
The "mentor", rated as average by the higher-ups, seems to be the worst obstacle. For, he tries to make average workers out of the trainees, Creativity, dynamism, or the courage to change the methodology for improvement are alien words for moat of the "mentors". Many an innocent question is shot down by referring the organization's tradition and culture. Hence, after confirmation, the techno-managers are left to fend themselves. The only ways they acquire their managerial skills a personal' acumen and intuition.
The following guidelines may help activate management trainees' thought process and make better managers out of them:
I Invest on your image: A manager should always be tasteful, dressed. The visual impression matters, lending a distinct advantage at the starting block.
Don't become a faceless bureaucrat. Don't rule by rules only, warm smile is the foundation of all success.
Believe in the simplistic role of a good manager: Accomplishment of a task with a sense of well being P for the self and the environment.
A sense of humor is the elixir to successful completion of a task while enjoying it.
It's always advisable to look at the brighter side of a task which you dislike but cannot avoid. This gives you peace of mind and reduce stress.
Believe in the philosophy "We also work" without missing life.
Enjoy life without blurring the focus on your job. Be a complete man with your family, friends and colleagues. They also desert something from you.
Whenever you work, target "Excellence" and let the world know in a discreet way. Don't allow others to claim your achievement, use your tact to highlight yourself.
Bring yourself down to the level of an intellectually inferior ground while dealing with one to establish a successful communication. This doesn't downgrade you. On the contrary, it has the opposite effect on the group.
While dealing with a superior group, don't feel inferior. Act confident with what you are. Don't try to match the superior-group members with a hollow base.
"Let's do it now and think later to improve on it" - For good organizers it's sometimes very effective to believe in the saying to make dreams come true,
"Applied thought reading" is a very effective tool of efficient managers. Quick reading of situation by casting oneself in the other' die and getting prepared to interact give a distinct edge in all situations.
Unlike the mythical Arjun, focus on your target without losing sight of the backdrop. This doesn't dilute concentration on the target but suggests that as a manager one should take continuous feedback from the environment and modify the target accordingly.
Don't claim your subordinates' or peers' work or idea as your own. Acknowledge and appreciate them n public and recommend them to your superiors. By doing so, you gain the confidence, trust and loyalty of, your peers and subordinates.
'Take the lead in all jobs with conscious effort to suppress your name. You will be amazed to find it omnipresent.
Lend thy ears: Give a patient hearing even if you don't like the topic till you discreetly switch to one that suits you. Don't be abrupt.
One shouldn't try to demand respect because of his superior knowledge or efficiency by pinpointing subordinates' or peers' deficiency. On the contrary, highlight their efficiency and educate them to overcome their deficiency. This will earn you respect.
Inducting a sense of belonging or a mission is essential before conducting it.
It's more effective to create a motivating environment than a person-specific motivational effort, which sometimes irritates the targeted person.
Discreetly different techniques should be adopted for motivating intellectually unskilled, ski1led and super-skilled workers. Focus should be on intellectual quality not the position he's holding.
It's equally important to manage the "boss" along with the subordinates. You should make your boss comfortable with your efficiency and try to align his thought process to share yours for mutual gain.
You shouldn't antagonize your boss, directly or indirectly, even if he's worthless. Have respect for the chair. Every boss isn't capable of doing you a good, but all of them have the power to harm you.
Don't try to buy cheap popularity, demonstrating chivalry by fighting with superiors for the cause of subordinates. It's always possible to reason with them and find a workable solution.
Eulogizing (read appreciation) is an art to be utilized scientifically for miraculous results. There's no one on earth who doesn't enjoy it, at least subconsciously.
Don't make yourself indispensable. This blocks upward movement. Develop subordinates by delegation that can easily replace you.
The guidelines can lead trainees towards managerial excellence. All of them may not have detailed theoretical support, but they constitute the "philosophy of work", successfully practiced before being preached.