Planning a career path from engineering to management |
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| Affiliation: | 1. Department of Public Administration, University of Sri Jayewardenepura, Gangodawila, Nugegoda, Sri Lanka;2. Department of Management, Monash Business School, Monash University, Menzies Building, Level 11, Clayton Campus, Victoria 3800, Australia;1. Politecnico di Torino- DISAT Department, Corso Duca degli Abruzzi 24, 10129, Torino, Italy;2. EPoS Srl, Strada delle Cacce 73, 10135, Torino, Italy;3. Università d Padova- Dipartimento di Ingegneria Industriale, Via Marzolo 9, 35131, Padova, Italy;4. CNR, Istituto di Geoscienze e Georisorse, Via Gradenigo 6, Padova, Italy;5. Central European Institute of Technology, Brno University of Technology, Technická 10, 616 69, Brno, Czech Republic;1. Department of Physics, Beihang University, Beijing 100191, China;2. Beijing Key Laboratory of Advanced Nuclear Materials and Physics, Beihang University, Beijing 100191, China |
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| Abstract: | In order to become successful managers, engineers must learn new skills, acquire new values and re-orient their thinking. The transition from engineering to management requires time for the individual to mature, a progression of on-the-job experiences, and careful career planning. Career planning is best viewed as part of a total human resource management system of goal-setting, performance appraisals, training, and continuous career counseling. Career planning becomes most effective where a variety of jobs and pathways are provided by the organization, when the performance requirements for these jobs are made explicit, when the criteria for promotions are spelled out, and where the salary brackets are consistent with this information. Useful career planning can be carried out without this system approach, as the case study herein demonstrates. But the systems approach makes career planning much more effective, and generally assists the engineer in making a better transition to management. |
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