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Title: Engineering Manager Is Not A Contradiction Of Terms
Author: Glyn Hazelden
Source: American Gas Association 1990
Year Published: 1990
Abstract: Despite the enlightened approach to selecting and training workers, the most basic criteria often are ignored when engineers are recruited or when the time comes to promote them to supervisory or managerial positions. Initially, we must select the potential employees who match our particular corporate environment, and then ensure that they are given a comprehensive orientation. To complete the seasoning, there should be time spent in field operations and other corporate departments. Where potential is identified, supervisory training must be planned, and formal sessions must be combined with informal personal discussions between manager and subordinate. It is important to have oneon- one contact so that experience and advice can be passed along. As managers, our education is continuous it should be supplemented daily by the information and experience we gather. Keeping current on trends in our profession is both a necessity and a standard we set for those that see us in the spotlight. The people that work in our area are important it is critical that we plan their development and make sure that they have the opportunity to grow.

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