Coordinated Advancement for Professionalsby Robert L. Kimmons, (F.ASCE), Div. Mgr.; C. F. Braun & Co., Murray Hill, N.J.,
Serial Information: Issues in Engineering: Journal of Professional Activities, 1980, Vol. 106, Issue 3, Pg. 227-239
Document Type: Journal Paper
Engineering management has an obligation to improve the performance of the organization. The foundation of performance improvement is intimately tied to professional development of personnel. Performance appraisal, management by objectives, and career planning are three programs available to engineering managers to foster this development. Elements which must exist as a part of an overall program are: (1) planning; (2) funding; (3) full management commitment; and (4) follow-up to insure the anticipated results. Each part of the professional advancement program must inter-relate to the other parts. These relationships may be shown in logic diagram format. This will simplify the planning and scheduling. The organization itself should be designed to encourage advancement. The training and development plan is the mechanism which ties all of the elements of the coordinated advancement program together.
Subject Headings: Professional development | Engineering education | Financing | Managers | Business organizations
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